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C&B Essentials for HR and Managers

Pay decisions made one at a time, under offer pressure, produce a salary structure nobody can explain and cannot defend when staff compare notes. This two-day programme builds the structure instead. Participants evaluate jobs, design grades and salary ranges, benchmark against market data without misreading it, work through the statutory contributions and their thresholds, design variable pay that rewards the behaviour intended, and run a full annual salary review against a fixed budget.

Programme Agenda

What a Reward Strategy Has to Balance
Internal equity, external competitiveness, affordability and the behaviour you want to encourage. Total reward beyond base pay, and choosing where in the market you intend to sit and why.

Job Evaluation and Grading
Ranking, classification and point-factor methods. Running a point-factor evaluation on real roles, building a job hierarchy from the results, and collapsing it into a workable number of grades. Avoiding evaluation of the person instead of the job.

Salary Structures, Ranges and Midpoints
Designing grade minimum, midpoint and maximum. Range spread and overlap, compa-ratio, and reading a scatter of actual salaries against the new structure. Handling green-circled and red-circled employees without breaking trust or the budget.

Market Benchmarking Done Properly
Salary survey sources available in Malaysia, matching your jobs to survey jobs honestly, and reading percentiles, medians and market ratios without overinterpreting thin sample sizes. Why job titles are the least reliable basis for a match.

Statutory Contributions and Payroll Compliance
EPF, SOCSO and EIS obligations, contribution thresholds and treatment of allowances. Monthly tax deduction, taxable and non-taxable benefits, and where allowance design quietly creates a compliance or tax problem.

Allowances, Benefits and Leave Policy Design
Building a benefits package that is valued rather than merely expensive. Medical, insurance, transport and housing allowances, flexible benefits, and reviewing what your people actually use against what you actually spend.

Variable Pay, Bonus and Incentive Design
Company, team and individual performance weighting. Bonus pool funding, distribution mechanics, sales commission design and its predictable distortions, and long-term incentives. Testing a scheme against the behaviour it will really produce.

Running the Annual Salary Review
Merit matrices linking increment to performance and position in range, promotion increases, market adjustments, and modelling the total cost before committing. Participants run a full review against a fixed budget on real data.

Pay Communication and Pay Equity
Explaining a pay decision without disclosing anyone else's salary, training managers to hold the conversation, and responding when an employee brings a competitor offer. Reviewing for gender and other pay gaps, and the discrimination provisions in the 2022 Employment Act amendments.

Workshop: Build a Structure End to End
Working from a case organisation, participants evaluate jobs, build grades and ranges, benchmark, place current salaries, cost the gaps, and present a phased implementation plan with the trade-offs made explicit.

Learning Outcomes:
Evaluate jobs and build a defensible grade structure
Design salary ranges with sensible spread, overlap and midpoints
Benchmark against Malaysian survey data without misreading it
Apply EPF, SOCSO, EIS and MTD rules to pay and allowance design
Design a benefits package your people actually value
Build variable pay that rewards the behaviour you intended
Run an annual salary review inside a fixed budget
Explain a pay decision and review your structure for pay gaps

Duration: 2 Days (16 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: Beginner to Intermediate
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

HR executives, managers and business partners who own or are inheriting the pay agenda, payroll and finance staff involved in salary costing, and SME management setting pay structures for the first time. Some organisations send HR and finance together, which shortens the argument later.

No. All exercises can be run on the case organisation data provided. If you bring your own anonymised salary data you will get further, since the structure you build will be your own rather than an example.

It teaches you how to source, match and read benchmark data correctly, including the errors that make a benchmark misleading. It does not distribute licensed salary survey data, which you obtain from your chosen survey provider.

EPF, SOCSO, EIS and monthly tax deduction are covered at the level a C&B practitioner needs to design pay and allowances correctly and avoid creating a compliance problem. For deeper Employment Act coverage, see our Employment Act programme.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.