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1、【课件】新酬管理【课件】新酬管理-工工具和技术（英文具和技术（英文Day-to-Day Operational FocusFuture/Strategic FocusPeopleProcessesStrategic HR PlanningHR as Business PartnerCulture and ImageStrategicPartnerStaffingOrganizationalDesignSuccessionPlanningPerformance MeasurementTraining & DevelopmentEmployee RelationsLabor RelationsEn
2、vironment, Health, Safety & SecurityVOW Survey Action PlanCompensationBenefitsHR Information SystemsComplianceAdministrative ExpertEmployee Relations ExpertChange AgentCompensation Mgt. T-Comp philosophy & design T-Comp planning & admin. Incentive plans (MIPs/LTB) Profit-sharing scheme Reward & reco
3、gnition prog. Expatriate mgt.Manpower Mgt. Headcount management Recruitment strategies Sources of labor supply Selection process & tools Retention strategies & plans Staff deployment Staff orientation Employee Relations Mgt. Benefits administration Code of conduct & ethics Employee discipline Employ
4、ee communications Staff social, sports & recreation Community services & relationsEHS&S Mgt. Environment mgt. Employee wellness Employee health services Loss prevention Asset management Safety mgt. Culture/Values Mgt. Corporate vision Corporate mission Culture building Teambuilding Habits buildingPe
5、rformance Mgt. (HRD) Staff training & development Succession planning Career planning Coaching & counseling Appraisal review/ranking Organization development Leadership developmentHuman Resource Admin. Records & information mgt. Personnel research HR policy review HR process improvements HR performa
6、nce stds & audit Legal compliance Document controlCOMPENSATION MANAGEMENTWe believe in paying competitive wages that commensurate with job size and individual performanceWELFARE MANAGEMENTWe believe in being a firm, fair and caring employer. We strive to make employees value their jobs and want to r
7、emain in the organization based on their abilities to contribute and grow.PERFORMANCE MANAGEMENTWe believe in equipping employees with the necessary skills to do a good job, providing them with the tools, the environment, the support and the information needed to excel in their jobs.CAREER MANAGEMEN
8、TWe believe in matching employees strengths and aptitudes to available jobs, developing them to their highest potential and offering them opportunities to advance in their careers.CULTURE/VALUE MANAGEMENTWe believe in instilling our corporate core values and promoting a corporate culture that emphas
9、izes results, teamwork, learning, sharing, service quality and work excellence.InternalequityExternalequityEmployeeequityAdministrationConceptsCompensation TechniquesPlanning, Budgeting, Monitoring, EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPay
10、StructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accountability.Facilitates administration and performance management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attract talents.Retain talents.Motiv
11、ate employees.Comply with regulations.Consistency in policyadministration.The Strategic Compensation ModelJob evaluation is a decision process of comparing one job with another job with the aim of establishing the relative importance of jobs within the organization.Job evaluation will provide an int
12、ernally logical ranking of all jobs which will form the basis of the companys salary structure qEvaluating the job, not the job-holderqEvaluating the present job, not the future jobqJob is being carried out in a fully acceptable and competent mannerqProcess of evaluation is based on given facts in t
13、he job descriptions.qEvaluate the job based on the “primary responsibilities” and ignore the “special personal-to-holder responsibilities.” qQualitative Method (an example is the Job Classification Method and the Job Comparison Method)qQuantifying the Qualitative Method (an example is the Point Meth
14、od)qQuantitative Method (an example is the Guide Chart Profile Method) qJob Class A : Doctorate Degree with at least 10 years post doctoral experience plus relevant management experience (Faculty Head)qJob Class B : Doctoral Degree with at least 5 to 10 years post doctoral experience (Full Professor
15、)qJob Class C : Doctoral Degree with less than 5 years post doctoral experience or Masters Degree with over 10 years post graduate experience (Associate Professor and Senior Lecturer)qJob Class D : Masters Degree with 5 to 10 years post graduate experience (Lecturer)q Job Class E : Masters Degree wi
16、th 3 to 5 years experience (Assistant Lecturer)q Job Class F : Masters Degree with less than 3 years experience (Teaching or Research Assistant) Job Evaluation Process1. Form a Job Evaluation Steering Committee2. Draw up a workplan for the exercise3. Decide on the benchmark jobs4. Decide on the job
17、factors for the evaluation5. Determine number of degrees for each factor6. Prepare job descriptions based on job-factor format7. Analyse each benchmark job in terms of factors and degrees8. Decide on the weights of each factor9. Determine the weighted score for each benchmark job10. Slot in all othe
18、r jobs into the job gradesForm the Job Evaluation (JE) Steering Committeea. The Steering Committee should be chaired by the CEO with functional Managers/ Heads as members. The HR Manager should be the Secretary of the JE Steering Committee.b. If an external consultant is employed to assist in the ex
19、ercise, then he should be designated as the advisor to the Steering Committee. The HR Manager should then double-up as the counterpart for internal skills transfer.FactorABCDEEducation20406080100Experience306090120150Interpersonal Skills1020304050Problems Encountered306090120150Size of unit supervis
20、ed1020304050Decision Making306090120150Work Environment1020304050Impact of errors306090120150Contacts/Committees1020304050Assets Controlled ($)20406080100Slot all other jobs into the job gradesa. From the clusters, decide on the number of job grades to adopt.b. Slot in all other jobs into the job gr
21、ades adopted.This method, first developed by Dr Edward N. Hay in the early 1950s, is essentially concerned with decision making and responsibility. Guide Charts were created in 1951 in client situations.Emphasis was placed on answerability for the consequences of decisions, the degree of freedom to
22、take decisions and bring them to fruition, the degree to which there is prime accountability, as compared to shared or contributory accountability in a job. qThe most significant factor could be grouped as representing the knowledge required to do a job, the kind of thinking needed to solve the prob
23、lems commonly faced, and the responsibilities assigned.qJobs could be ranked not only in the order of importance within the organization, but the distances between the ranks could be determined.qThe factors appeared in certain kinds of patterns that seemed to be inherent to certain kinds of jobsqThe
24、 focus of the process of job evaluation must be on the nature and requirements of the job itself, not on the skills or background or characteristics or pay of the job holder.There are Three Factors with a total of eight elements which determine the value of different jobs. They are:1. Know-How2. Pro
25、blem-Solving3. Accountability What is Know-HowqKnow-How is the total of every kind of skill required for average acceptable job performance. It is knowledge and experience in professional, managerial and human Relations activities necessary to fulfill the job.qKnow-How is measured in depth by eight
26、degrees and in breadth by five degrees The three dimensions of Know-How are:qPractical procedures, specialized techniques and knowledge within occupational fields, commercial functions, and professional or scientific disciplines. This is commonly referred to as the Depth of Know- How.qIntegrating an
27、d harmonizing simultaneous achievements of diversified functions within managerial situations occurring in operating, technical, support or administrative fields. This is referred to as the Breadth of Know-HowqActive, practicing person-to-person skills in work with other people. This is referred to
28、as the Human Relations Skill. Depth Of Know-HowA. Education to post primary levelB. Practiced in standard work routines and /or use of simple equipment and machinesC. Procedural or systematic efficiency and use of specialized equipmentD. Specialized skill gained by on-the-job experience or through p
29、art professional qualification E. Understanding of theoretical principles normally gained through professional qualification or through a detailed group of involved practices and proceduresF. Seasoned proficiency in a highly specialized field, gained through experience built on theories or a broad a
30、nd deep understanding of complex practicesG. Mastery of principles, practices and theories gained through wide experience and/or special developmentH. Unique command of principles, theories and practices Breadth Of Know-HowI. Non or minimal Performance or supervision of jobs which have closely speci
31、fied objectivesII. Homogeneous Integration of operations which are homogeneous in nature and objective, and coordination with associated functionsIII. Heterogeneous Integration or coordination of diverse functions or sub-functions in a company; or inter-company coordination of a tactical functionIV.
32、 Broad Integration of the major functions in an operating company; or group-wide coordination of a strategic function affecting policy formationV. Total The management of strategic functions and policy formation Human Relations Skills1. Basic Ordinary courtesy and effectiveness in dealing with other
33、s2. Important Understanding and influencing people, important but not over-riding considerations3. Over-riding Skills in developing and motivating people are over-riding considerations Human RelationsDiverse123123123123123A5057667687100115132152175200230264304350Primary576676871001151321521752002302
34、64304350400667687100115132152175200230264304350400460B7687100115132152175200230264304350400460528Elementary87100115132152175200230264304350400460528608Vocational100115132152175200230264304350400460528608700C 115132152175200230264304350400460528608700805Vocational1321521752002302643043504004605286087
35、00152175200230264304350400460528608700D175200230264304350400460528608700Advanced200230264304350400460528608700Vocational230264304350400460528608700E264304350400460528608700Basic 304350400460528608700Professional, etc 350400460528608700F400460528608700Seasoned 460528608700Professional, etc 528608700G
36、608700Professional700Mastery805HUnique AuthorityVTable 1: Matrix Of Depth And Breadth Of Management Know-HowIIIHeterogeneousIVBroadINone or MinimalIIHomogeneousWhat is Problem SolvingqThe use of Know-How required by the job to identify, define, and resolve problems. “You think with what you know.” T
37、his is even true for the most creative work. The raw material of any thinking is knowledge of facts, principles and means. For that reason, Problem Solving is measured as a percentage of Know-How.qProblem Solving has two dimensions:nThe environment in which the thinking takes placenThe challenge pre
38、sented by the thinking to be done Thinking Environment A. Detailed rules and/or rigid supervisionB. Standard instructions and/or continuous close supervisionC. Well-defined procedures, somewhat diversified and/or supervisedD. Substantially diversified established company procedures, and general supe
39、rvisionE. Clearly defined company policies, principles and specific objectives under readily available directionF. Broad policies and objectives, under general directionG. General policies, principles and goals under guidanceH. Business philosophy and/or principles controlling human affairsThinking
40、ChallengeI. Repetitive Identical situations requiring solution by simple choice of things learnedII. Patterned Similar situations requiring solution by discriminating choice of things learnedIII. Variable Differing situations requiring searching, finding and selecting solutions within the area of th
41、ings learnedIV. Adaptive Situations requiring analytical interpretive and/or constructive thinking. Judgment is requiredV. Creative Novel or non-recurring path-finding situations requiring the development of new concepts and imaginative approaches What is Accountability?qThe answerability for action
42、 and for the consequences thereof. It is the measured effect of the job on end results of the organization. It has three dimensions:qFreedom to Act - is the extent of personal, procedural, or systematic guidance or control of actions in relation to the primary emphasis of the jobqJob Impact on End R
43、esults is the extent to which job can directly affects actions necessary to produce results within its primary emphasis.qMagnitude is the portion of the total organization encompassed by the primary emphasis of the job. This is usually but not necessarily, reflected by the annual revenue or expense
44、dollars associated with the area in which the job has its primary emphasis.Freedom To ActA. Prescribed Direct and detailed instructions, and close supervisionB. Controlled Established work routines and close supervisionC. Standardised Standardised practices and procedures, general work instructions
45、and supervision of progress and resultsD. Generally regulated Practices and procedures which have clear precedentsE. Directed Broad practice and procedures covered by functional precedents and policies and managerial directionF. Oriented Direction Functional policies and goals, and general manageria
46、l directionG. Senior Guidance Inherently and primarily to direct top management guidanceH. Ownership Guidance Only to ownership review and public recreationImpactI. Very Small (under US$1M)II. Small (Between US$1M to US$10M)III. Medium (Between US$10M to US$100M)IV. Large (More than US$100M)Environm
47、ent1. Remote Giving information on other incidental services for use by others involved in the action2. Contributory Interpreter, advisory or facilitating services to those involved in the action3. Shared Participating with others (except superiors and subordinates) in taking action4. Prime Wholly r
48、esponsible, with little or no shared responsibility Hay Point RangeMedian Salary Formula200 - 300129.46 * HP - 1386301 - 400155.27 * HP - 9127401 - 500167.24 * HP - 13,916501 - 600159.47 * HP - 10,033601 - 700172.55 * HP - 17,881701 - 800150.75 * HP - 2621Hay Point RangeUpper Quartile (Q3) Salary Fo
49、rmula200 - 300144.89 * HP - 1648301 - 400165.55 * HP - 7845401 - 500195.67 * HP - 19,893501 - 600176.16 * HP - 10,140601 - 700194.51 * HP - 21,145701 - 800168.63 * HP - 3029InternalequityExternalequityEmployeeequityAdministrationConceptsCompensation TechniquesPlanning, Budgeting, Monitoring, Evaluat
50、ingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accountability.Facilitates administration and performance management.Competitive wage policies and