The main objective for CITRP is to upgrade the knowledge and skills of the potential Total Reward Management Professional, as in any professional career we are all seeking the best-fit employment strategies associated with the highest performance, for a betterment business,Total Rewarding Management (TRM)the evolution of Compensation and Benefits System(CBS), Plays a big role in the Internal and External Equity, Retain and Attain the best fit to the company, Training Schemes, Recruitment Policies, The Performance Management Policies, and Organization Development Practices, if you are someone who is involved in any of the above-mentioned HR Function and contribute at least a bit of designing the Total Rewarding System or Scheme in your organization, as a part of your job, you'll want to be prepared for the Total Rewarding Process or what’s calledTRMStructure, System and Strategies that you do regularly for both short and long term organizational objectives. The participants will begin the process of Job Analysis, Job Evaluation till Designing a PayScale and Benefits Scheme, mastering the Total Rewarding Management (TRM) with a full understanding of TRMas a process where high skills and knowledge, are applied in the most critical arena of the HR functions.

CITRMP will give you all types of practitioner, and managerial tools and equip you with all the mandatory skills and knowledge which will help you manage, lead and implement theTRM; this is a compelling course that will encourage HR Supervisors/Managers to explore more of HR Strategic Management Skills such as Recruitment as a strategic scope, identifying Performance Gap Analyses hence applyingPay per Performance and or Productivity(PPP),and managing a reliable Total Reward Strategy based on the Company’s vision, you will know the difference between the Leading, Matching and Lagging Pay Strategies and what are the positive effects using each, even in a combined approach, the dialogue approach especially in a tough topic that links payment and performance with training, in short highlight the linkage between Individual Performance, Departmental Performance and Organizational Performance . which will enable the CITRP graduate to have all these Key Benefits:

1. Understand what benefits the employees are entitled to.
2. Learn the impact of culture and collective bargaining on Total Rewarding Management
3. Understand the elements of Total Rewarding Management
4. Recognize the importance of establishing, developing, and administering a well-basedTRMyet flexible, including the differentTRMStrategies and Systems principles.
5. Create and develop an effective Salary Structure Scheme (SSS), using the Point Factor System technique.
6. Be able to link pay to performance and productivity
7. Set up an incentive pay plan for the organization
8. Conduct a Salary Survey to achieve both Internal and External Equity principles.

This program CITRP is specially designed for those who carry out the fringe and non-fringe benefits, setting bonus schemes related to performance, Recruitment, Organization Development, all the C level, and the steering team.

Minimum of 3 years in HR or 2 years in a managerial level position.

It is well-designed based on a unique logical sequence serving its interactive methodology and sharing knowledge and skills between the attendees and the instructor.

Compensation Management

• Meaning of compensation
• Concept of compensation
• Objectives of compensation
• Compensation management process
• Types of compensation

Compensation Structure

• Introduction to Compensation and Designing a Pay Structure
• Steps to designing a pay structure

1. Job Evaluation

1.1 Terms used in the job evaluation

1.2 Objectives of job evaluation

1.3 Principles of job evaluation

1.4 Job Evaluation Criteria

1.5 Basic Evaluation Rules:

1.6 The Job Evaluation Factors:

1.7 Job Evaluation Process

1.8 Computerized job evaluation

1.9 Job Evaluation Non-Quantitative and Quantitative Methods

2.1.1 Non-Quantitative

2.1.1.1 Job Ranking

2.1.1.2 Job Classification

2.1.2 Quantitative Methods

2.1.2.1 Point Factor method “Factor Evaluation System (FES) “

1.10 Terms used in the job evaluation

1.11 Objectives of job evaluation

1.12 Principles of job evaluation

1.13 Job Evaluation Criteria

1.14 Basic Evaluation Rules:

1.15 The Job Evaluation Factors:

1.16 Job Evaluation Process

1.17 Computerized job evaluation

1.18 Job Evaluation Non-Quantitative and Quantitative Methods

2.1.3 Non-Quantitative

2.1.3.1 Job Ranking

2.1.3.2 Job Classification

1.19 Quantitative Methods

2.1.3.3 Point Factor method “Factor Evaluation System (FES) “

1.20 Terms used in the job evaluation

1.21 Objectives of job evaluation

1.22 Principles of job evaluation

1.23 Job Evaluation Criteria

1.24 Basic Evaluation Rules:

1.25 The Job Evaluation Factors:

1.26 Job Evaluation Process

1.27 Computerized job evaluation

1.28 Job Evaluation Non-Quantitative and Quantitative Methods

2.1.4 Non-Quantitative

2.1.4.1 Job Ranking

2.1.4.2 Job Classification

2.1.5 Quantitative Methods

2.1.5.1 Point Factor method “Factor Evaluation System (FES) “

2.2 Terms used in the job evaluation

2.3 Objectives of job evaluation

2.4 Principles of job evaluation

2.5 Job Evaluation Criteria

2.6 Basic Evaluation Rules:

2.7 The Job Evaluation Factors:

2.8 Job Evaluation Process

2.9 Computerized job evaluation

2.10 Job Evaluation Non-Quantitative and Quantitative Methods

2.10.1 Non-Quantitative

2.10.1.1 Job Ranking

2.10.1.2 Job Classification

2.10.2 Quantitative Methods

2.10.2.1 Point Factor method “Factor Evaluation System (FES) “

1.29 1.28 Terms used in the job evaluation

1.30 Objectives of job evaluation

1.31 Principles of job evaluation

1.32 Market Based Evaluation

1.33 Famous international Job Evaluation methodologies

1.33.1 Mercer

1.33.2 Hay Group

2. Pay Survey

• Data analysis
• Frequency Distribution and Tables
• Measures of Central Tendency
• Quartiles and percentiles.
• Developing Pay Structure
  • Pay Grades
  • Pay Ranges
  • Compa-ratios
  • Broad banding

Compensation Systems

Base-Pay Systems

1. Single or flat-rate
2. Time-based step-rate system
   • Automatic step-rate pay structure.
   • Step-rate with variability-based performance considerations.
   • Combination of step-rate and performance structure.
3. Performance-based or Merit pay
   • Difficulties in using Merit Pay
   • Guidelines for effective use of Merit Pay
4. Productivity-based Pay
5. Person-based Pay system
   • Knowledge-based systems.
   • Skill-based systems.
   • Competency-Based System
6. Pay Variations
   • Red circles rates
   • Green circle rates.
   • Salary compression
7. Pay Adjustments
   • Salary increase per performance
   • COLA (Cost of Living Adjustments)
   • General Pay Increase
   • Seniority
   • Lump-Sum Increase (LSI)
   • Market-Based increase
   • Differential Pay
     • Time-Based Differential Pay
     • Geographic Differential Pay
   • Incentive Pay

     Preamble

     • Meaning of incentives
     • Need of incentives
     • Classification of incentives
     • Merits of incentives
     • Problems arising out of incentives

       (a) Organization conditions.

       (b) Plan criteria.

       (c) Necessary processes.

   • A Types of Incentive Pay Plans
     • Individual incentive plans.
     • Group incentive plans.
     • Organization-wide incentives
   • B Pay Plans for Selective Employees
   • Fringe benefits
     • Meaning of fringe benefit
     • Need for fringe benefit
     • Objectives of fringe benefit
     • Types of fringe benefits
     • Advantages of fringe benefits
     • Disadvantages of fringe benefits

the attendees will conduct the following practical exercises,

1. Establish and or review real-time JDs, and modify them to serve the purpose of conductinga proper and appropriate Job Evaluation process “Point Factor System”.
2. Create and develop a salary structure based on Point Factor System.
3. Hands-on exercises on Salary Survey Data analysis withthe different situations that include but are not limited to;
   • Frequency Distribution and Tables
   • Measures of Central Tendency, Strategic Business Management covers 3 MCT
     • Mean (Average)
     • Median
     • Mode

     and the additional MCT like

     • Weighted average and Un-Weighted average
     • Quartiles
     • Percentiles
     • Measures of Central Tendency
     • Quartiles and percentiles
4. Developing Pay Structure
   • Pay Grades
   • Pay Ranges
   • Compa-ratios
   • Broad banding

The attendees will form groups of 4-6 persons, each will have a live 10-15 Jobs to structure a Salary Scheme within a company, representing the four pillars of the business which are:

1. Managerial level
2. Technical level
3. Non- Managerial level
4. Non- Technical level

The output will be

1. Revised Job Description system
2. Well-defined TRM (Total Rewarding Management) manual which will include but is not limited to
   • Well-defined compensable Main-factor
   • Well-defined compensable Sub-factor
   • Well-defined level of each compensable Sub-factors.
   • Well-balanced Salary Structure both vertical and horizontal.
   • Mini-workshop on the international methodologies of:
     • Mercer
     • Hay group

3 hours and or Project submitted by trainees of a full salary structure of an existing company.

Requirements for certification: The CITRP (Certified International Total Reward Professional) will be offered to participants who attended the full registered days with a minimum of 80% of the entire program, and a professional demonstration from the attendee during the course which includes but is not limited to an interactive group discussion and debate regarding the different dimension of the management live case studies and the applied methodology to solve each issue.

The certification should be renewed every 4 years unless a higher certificate has been obtained.