Advanced Remuneration and Performance Management

This article discusses advanced remuneration and performance management, including a model remuneration system and a performance management model. It also includes a curriculum vitae of a professional business consultant with experience in performance management and remuneration control.

Running Head: ADVANCED REMUNARATION AND PERFOMANCE MANAGEMNET 1
Advanced Remuneration and Performance Management
Kandarp Shukula
La Trobe University

Advanced Remuneration And Performance Management 2
My name is Kandarp Shukula, I am a professional business consultant with two years’
work experience in the business consultancy industry. I am currently working with Globe
consultancy limited which has helped me to grow tremendously in my profession. I have
rendered my services to multiple organizations in the areas of performance management,
remuneration control, strategic management, quality assurance, project management, and human
resource management. In my profession, customer’s needs are a priority and I serve them guided
by the values of honesty, integrity, confidentiality, and professionalism. My desire is to be able
to render my services to over one million organizations all over the world in the next 20 years
through the use of information technology.
Curriculum Vitae
Personal Details
Name Kandarp Shukla
Date of Birth (mm/dd/yyyy)
Gender (M/F)
Nationality Australian

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State
National ID/ Passport Number
Residence
Address
Contacts
E-Mail
A professional business consultant with two years of experience providing business management
consultation services.
Work experience:
Business Consultant.
Globe consultancy limited.
May 2017- To date,
Reporting to Head of operations.
Key responsibilities:
 Guiding clients on how to conduct an effective performance management.
 Conducting performance appraisals on behave of the clients.
 Researching on economic trends and advising clients accordingly.
 Guiding clients in formulating business plans for small and medium-sized enterprises.

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 Guiding clients in formulating long-term growth strategies for their business
 Advising clients on cost reduction strategies that are applicable to their business
organizations.
 Guiding clients in developing a suitable remuneration system.
 Conducting a strength, weakness, threats, and opportunities (SWOT) analysis for the
client.
 Guiding clients in conducting business process re-engineering and implementing total
quality management.
 Guiding clients on conducting integration strategies.
 Advising clients on how to gain a competitive advantage over their competitors including
substitute products competitors.
 Preparing monthly reports on issues mainly consulted by clients.
 Writing business documents such as contracts on behalf of our clients.
 Maintaining good relationship between clients and Globe consultancy limited.
 Conducting regular visits to clients’ business premises to check on the progress of their
business.
Internship.
Globe consultancy Limited.
November 2016 – May 2017.
Reporting to General Manager.
Key responsibilities:

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 Formulating short-term departmental goals which are aligned with the organization’s
long-term objectives.
 Developing suitable plans to be used to achieve the set goals and objectives within the
set time and at the minimum cost possible.
 Analyzing the organization’s internal environment to uncover the organization’s
strengths and weaknesses.
 Determining the threats and opportunities that may arise from the organization’s external
environment.
 Ensuring that the organization follows the required standards in rendering its services to
the clients
 Conducting milestone reviews of the organization's growth plans to ensure annual
deliverables are achieved.
 Conducting premise control to ensure the viability of a strategy.
 Preparing monthly reports on the performance of the organization.
Notable honors and achievements.
 Best young business consultant in Melbourne.
 Awarded the best in work ethics by standards Australia.
Education Background
Date Attended Institution Attended Certificate Gained
2012 to 2016 La Trobe University Bachelor of Commerce
2010 to 2012 Senior Secondary School
2006 to 2010 Secondary school

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1998 to 2006 Primary School
Skills:
 Performance management.
 Designing and evaluation of remuneration system.
 Strategy formulation and implementation.
 Business Process Re-engineering.
 Total quality management.
 Business researching and reporting skills.
 Quality assurance and standard maintenance.
 Business project management.
 Analytical skills.
 Good spoken and written communication skills.
 Team player
 Good customer service skills.
Referees:
Professor Paul Mather,
Head of La Trobe Business School,
MARB 310D, Melbourne (Bundoora).
Tel: [phone]

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Madam. Joyce Fetcher,
General Manager,
Globe consultancy limited,
Mr. Lincoln Smith,
Head of Consultancy,
Globe consultancy limited.
Testimonials
Australian steel suppliers:
We have been getting business consultancy services from Globe consultancy limited
since last year and our personal consultant is Kandarp Shukla. Previously our business used to
register huge loss as a result of poor management, this changed from the moment we started
receiving business advice on performance management from Kandarp Shukla. Last year our
business registered a 10% reduction in the cost of production and acute increase in efficiency,
effectiveness, market share, and profitability. Thank you Kandarp Shukula and Globe business
consultancy for your professional advice.

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Kytons Bakery:
At Kytons bakery we attribute our success to the professional advice we got from
Kandarp Shukla of Globe consultancy limited. Shukla has impacted us with business skills such
as performance management, administration, marketing, strategic management, and total quality
management among others, which have helped our business to increase its market share and
profitability. We look forward to getting more services from Shukla.
Woolworths supermarket:
Kandarp Shukla of Globe consultancy limited has been our business consultant for a
period of one year now. Shukla’s professional services have been of much help to us since it has
helped in transforming our organization from just a profit-making organization to an
organization that maintains good performance management. Shukla’s value to our supermarket is
worth more than all the other consultants that we have had before.
Remuneration System
According to Guillen & Guyader (2015), remuneration is compensation received for a
service offered, it includes basic employment salaries and all economic bonuses. A remuneration
system involves tangible rewards such as wages, salary, and bonuses (Arnason & Gissurarson,
2017).
The following is a model remuneration system for a business consultant in Australia.

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Basic Salary per
year
Allowances per
year
Bonuses Commission Total
(excluding
commission)
$80,000 Housing
allowance
( $10,000)
Commuter
allowance
( $15000)
Medical
Allowance
($10,000)
Professional
allowance
($ 5000)
$5000 5% of the amount
earned from any
client who seeks
your service for 5
times and above.
$125000
The above model of a remuneration system is suitable because of the following reasons:
The model provides pay by performance in which an individual or organization
performance has an influence on the amount of pay rise and bonuses given to an employee
(Boston, 2016). The commission in the above model ensures that consultant who offers good

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services to their clients receive a rise in their income. This motivates employees to improve the
quality of their services.
The model will attract qualified people and retain the existing one since about 80% of
competitors in the industry are paying a total annual income of $115 000. The success of a
business is highly dependent on the skillset of the minds behind the organization strategy (Dijk et
al, 2014). Qualified consultants will, therefore, be of much value to the organization since they
will attract more new customers and facilitate retention of existing customers by offering
professional services.
The model should be fair to both the organization and the staff (Selviaridis & Wynstra,
2015), therefore, it has been developed based on consensus obtained after consultation with all
concerned organization stakeholders. This makes it to be embraced by all stakeholders and
eradicate any conflict of interest. The model will ensure that employees are well motivated and at
the same time, organization’s growth will not be threatened by remuneration cost.
Performance Management
According to Dooren, Bouckaert, & Halligan (2015), performance management is the
continues process by which managers and employees, work together to plan, evaluate and
monitor employees work objectives and their contribution to the organization. Performance
management should be focused on improving the employee so that they can provide more value
to the organization (Mone & London, 2018). Every organization should embrace performance
management in order to ensure that its goals and objectives are achieved (Buckingham &
Goodall, 2015). The following diagram shows performance management that incorporates values

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that a business consultancy firm can embrace in order to achieve provision of quality services to
its clients.
Practices and Process to Support the Model
The above performance management model will be supported by the following practices/process
to ensure its effectiveness.
Team
work Ethics
Integrity
Leadership
Total quality
Management
Communi
cation
Professionalism

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Setting of performance goals which are the goals that an organization intends to achieve
within a given period of time given the availability of the needed resources (Cascio, 2018). Well
established goals and objectives provide unity of purpose and direction within an organization.
Performance goals can easily be achieved by an organization using the divide and conquer
approach in which each employee is assigned individual goals to pursue and when all the
employees achieve their individual goals, then the overall performance goals of the organization
are achieved. Zhu, (2014), argues that goals act as motivating factor to an employee.
Conducting performance appraisal which is defined as the process through which an
employee is evaluated in terms of how he/she executes a job (Cardy & Leonard, 2014). It mainly
aims at determining the existing skill gaps between the job requirement and the employee skill
set for purposes of training and development. Regular performance appraisal in the organization
will ensure that the employees are well developed to handle their duties.
Recognizing and rewarding performance of the employee through both monetary and
non-monetary incentives such as career growth opportunities. According to Shields (2015)
rewards are a great pillar towards achieving performance management. The reward motivates
employees to achieve their allocated targets and also attract them towards embracing
performance management. When employees’ efforts are recognized by the organization, their
self-actualization is boosted and they become more loyal to the organization

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References
Arnason, R., & Gissurarson, H. H. (2017). Individual transferable quotas in theory and
practice (Vol. 4). Almenna bókafélagið.
Boston, J. (2016). Basic NPM ideas and their development. In The Ashgate research companion
to new public management (pp. 33-48). Routledge.
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard
Business Review, 93(4), 40-50.
Cardy, R., & Leonard, B. (2014). Performance Management: Concepts, Skills and Exercises:
Concepts, Skills and Exercises. Routledge.
Cascio, W. (2018). Managing human resources. McGraw-Hill Education.
Guillen, J., Macher, C., Merzéréaud, M., Boncoeur, J., & Guyader, O. (2015). Effects of the
share remuneration system on fisheries management targets and rent distribution. Marine
Resource Economics, 30(2), 123-138.
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an
integrated approach. Cengage Learning.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance
management: A practical guide for managers. Routledge.

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Selviaridis, K., & Wynstra, F. (2015). Performance-based contracting: a literature review and
future research directions. International Journal of Production Research, 53(12), 3505-
3540.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., &
Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices,
and Strategies. Cambridge University Press.
Van Dijk, C. E., Verheij, R. A., Te Brake, H., Spreeuwenberg, P., Groenewegen, P. P., & De
Bakker, D. H. (2014). Changes in the remuneration system for general practitioners:
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Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public
sector. Routledge.
Zhu, J. (2014). Quantitative models for performance evaluation and benchmarking: data
envelopment analysis with spreadsheets (Vol. 213). Springer.