Compensation and Benefit Management in Abu Dhabi Commercial Bank

This presentation discusses the compensation and benefit management in Abu Dhabi Commercial Bank (ADCB), including the pay model, strategic perspectives, job analysis, compensation of special groups, and gap analysis. It also provides recommendations to address the gaps in the compensation and benefit system of the organization.

COMPENSATION
AND
BENEFIT MANAGEMENT

ABU DHABI COMMERCIAL BANK
Abu Dhabi Commercial
Bank is also known as
ADCB, it is one of the
leading banks in the
banking sector of United
Arab Emirates (UAE)
(Adcb.com. 2018).
ADCN is the third largest
bank in UAE and it is
second largest bank in
UAE in terms of assets.

COMPENSATION AND BENEFITS
 PAY MODEL
 STRATEGIC PERSPECTIVES
 INTERNAL ALIGNMENT
 JOB ANALYSIS
 COMPETITIVENESS

COMPENSATION AND BENEFITS(CONTD.)
 PAY LEVELS, MIX AND PAY
STRUCTURE
 PERFORMANCE APPRAISAL
SYSTEMS
 BENEFIT DETERMINATION
PROCESS
 COMPENSATION OF SPECIAL
GROUPS

PAY MODEL IN ADCB
In the pay model of any organization there are four
policies, which are used for determination of pay of
the employee of the organization.
It includes the internal alignment, external
competitiveness, employee contributions and
management of the pay systems.
ADCB utilizes the internal alignment and external
competitiveness.

STRATEGIC PERSPECTIVES OF
COMPENSATION
The strategic
perspective of
compensation that are
followed by Abu Dhabi
Commercial Bank is
divided in two
categories.
 It includes the
perspective of
organization and it also
includes perspective of
employees

JOB ANALYSIS OF ADCB
The job analysis of the bank, ADCB includes the
following key factors:
Surveying the job obligations of the present
representatives
Examining the obligations of the work ,assignments
and obligations that should be proficient by the
representatives filling the position
Looking into and offering to different organizations
that have comparable jobs

COMPENSATION OF SPECIAL GROUPS
 The special groups in the bank, ADCB includes
people who are strategically important to the
organization.
The bank, ADCB provides the special group people
special treatment with add-on packages that are not
received by other employees of the bank .
Some of the compensation that are provide to the
corporate directors includes annual retainer,
attendance fess, fees for the participation on
subcommittees (Michelson, Grant, Ad van Iterson
and Kathryn Waddington 2014).

GAP ANALYSIS
Mismatches between available
needs and employee benefits
(McKeeby, Charles and Randall
Nunley 2013).
Not using reliable longitudinal
metrics

RECOMMENDATIONS
Create a single ,unified system of paid leave for the
WRS-eligible employees of the ADCB bank
 Employee benefits that are offered should be
consistent across the category of the employees
Benefit education and communication should be
improved so that there is no confusion so that the
the employees would be able to maximize the
benefits .
Increase long term opportunities for the employee
engagement .

CONCLUSION
After analyzing the compensation
and benefits of ADCB ,it has been
identified that the compensation
structure of the organization is
well organized and structured
However, the presentation
identifies that there are some
gaps in the compensation and
benefits system of the
organization and proper
measures can be taken to
address the gaps.

REFERENCES
 Adcb.com. (2018). About. [online] Available at:
https://www.adcb.com/about/index.aspx [Accessed 7 Oct. 2018].
 Alagaraja, Meera, "Mobilizing Organizational Alignment
Through Strategic Human Resource Development" (2013)
16(1) Human Resource Development International
 McKeeby, Charles and Randall Nunley, "Employee Benefits: The
Age Of Accountability" (2013) 41(5) Compensation & Benefits
Review
 Michelson, Grant, Ad van Iterson and Kathryn Waddington,
"Special Issue On Gossip In/Around Organizations" (2014)
33(4) Group & Organization Management