Apart from discipline and dismissal dealing with remuneration is arguable the next most uncomfortable HR management activity for most people. There is much to consider if a company sets the remuneration level for a position between say £20,000 and £30,000 depending on the skill levels of the incumbent, their experience and their achievements so far. To help determine the outcome a common HR management practice is remuneration modelling. This involves 'playing' with a total figure to arrive at the best scenario for the employee, as far as take home pay or benefits are concerned.

Whilst HR management development is about setting role or job descriptions as part of an employment agreement HR management must constantly assess the organisations continued development and how that might impact on role descriptions.

The role or job description component of the employment agreement needs to identify the position responsibilities, duties, remuneration levels, who it reports to and who reports to it. Role and job description can evolve over a period of time depending on additional responsibilities, re-location or similar changes. HR management must be alert to all these "creeping changes". In some cases, if the changes are dramatic, it is prudent for HR management development to perform a process chain study and reassess role requirements.

This HR management activity is usually performed at certain times throughout the year. Award-based employees normally get increases based on their birthdays or their service or level changes in their positions. Non-award employees can receive reviews in conjunction with their performance review or when they have achieved new skill levels or take on extra responsibilities. To be both objective and fair HR management needs well defined HR management procedures and evidence for assessment.

This term is used to describe the gap between an employee's current level in a certain skill and the level required in the role. The employee and their manager will then make commitments on how they will bridge the gap. HR management development then becomes preoccupied with developmental processes, for example, training and coaching.