Propuesta de sistemas estratégicos de compensación para la Empresa Litoempaques S.A.S

Abstract

This term paper seeks to recognize different strategic compensation systems and emotional salary as tools that allow preparing and holding the best human talent to generate added value to Litoempaques S.A.S. company business model. For this purpose, past present and future of human talent strategic management were analyzed as motivation and empowerment tools for people in the organizations. This is the way emotional salary, flexible payment and education become greater productivity, well being and stability strategies for human capital in current and future organizations. According to a 2012 – 2013 salary survey and human resources management trends, 42% of the companies surveyed apply emotional salary practices which have them let settle personal goals with labor relationships, generating a high impact to country’s enterprise competitiveness. Litoempaques S.A.S. company situation was analyzed with the purpose of identifying employees’ satisfaction and empowerment level. As a result of the analysis, the lowest qualification variable corresponds to payment with a medium low level (44,4 qualification), which could generate labor dissatisfaction to employees, beside comparing with other companies highest qualification. According to Cincel company where the same diagnostic was made (71,3 Max. qualification), Litoempaques S.A.S. is in disadvantage. Comparing last two years results, a stable 42 – 45 average range for this variable is observed. In order to improve labor satisfaction, a strategic system for payment and emotional salary implementation is proposed, allowing the company to attract and maintain competent and qualified human talent to achieve company’s goals and long term growth.