個案總覽

Spreadsheet for product 9B20C026.

In March 2012, the head of compensation for Colgate-Palmolive (India) Limited was reviewing five resumes. He had been asked to determine appropriate pay scales for the five candidates, and he knew that the decision had ramifications far beyond the salary of a few employees. The giant corporation, which was well established in India, had opened other plants in India in the past, but the new toothbrush factory in Sri City had just started operations. The head of compensation would need to define an appropriate pay philosophy and strategy that would enable the organization to attract, motivate, and retain the right talent for the Sri City plant. That strategy would have to be consistent with the existing culture at Colgate-Palmolive (India) Limited.

In March 2012, the head of compensation for Colgate-Palmolive (India) Limited was reviewing five resumes. He had been asked to determine appropriate pay scales for the five candidates, and he knew that the decision had ramifications far beyond the salary of a few employees. The giant corporation, which was well established in India, had opened other plants in India in the past, but the new toothbrush factory in Sri City had just started operations. The head of compensation would need to define an appropriate pay philosophy and strategy that would enable the organization to attract, motivate, and retain the right talent for the Sri City plant. That strategy would have to be consistent with the existing culture at Colgate-Palmolive (India) Limited.

Student spreadsheet for case W20391.