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1、Job EvaluationOld,Bold or a Story UntoldMarcus DowningHay GroupContent1.What is Job Evaluation?2.Job Evaluation Processes and Guidelines3.Job Evaluation and Pay4.Setting Reward Structures Using Job Evaluation5.Job Evaluation and Salary Management6.Job Evaluation Benefits 7.Job Evaluation Risks and C
2、onsiderationsWhat is Job Evaluation?What is Job Evaluation?Job Evaluation is a systematic process for ranking or rating jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative importance of jobs to an organisation.Which is to say that Job Ev
3、aluation IS Comparative Judgemental Structured Job CentredIS Not Absolute Scientific Unstructured Person FocusedPossible Applications for Job Evaluation JOB EVALUATIONRewardOrganisational AnalysisGradingCareer DevelopmentSuccession PlanningIdentifying gaps in the structureUnderstand relationships be
4、tween rolesLink to market dataUnderstanding possible career pathsUnderpin the frameworkArsenalBoltonChelseaArsenalBoltonChelseaXXX333000TotalRank303612Chief ExecutiveHR ManagerSecurityChief ExecutiveHR ManagerSecurityXXX330003TotalRank032613Elements of SizingDepth&Rangeof Know-HowPlanning&Organising
5、Communicating&InfluencingFreedomto ActNature of ImpactArea ofImpact(Magnitude)ThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITY+=TOTAL SIZELEVEL151666645554553353212361515159121212912127711732160272727152121211621211212181243288424242223232322432321818251854512060606030454545
6、344545252525660156396060604660607196496082406015.Emotional effort2.Knowledge,training&experience3.Analytical skills4.Planning and organisation skills5.Physical skills6.Responsibility Patient/client care7.Responsibility Policy and service8.Responsibility Financial and physical9.Responsibility Staff/H
7、R leadership,training10.Responsibility Information resources11.Responsibility R&D12.Freedom to act13.Physical effort14.Mental effort1.Communication&relationship skills16.Working conditionsJob ClassificationAXxxxxxxxBXxxxxxxxCXxxxxxxxDXxxxxxxxJob Evaluation Processes and GuidelinesGuidelines in Job E
8、valuationThe job as it is nowGuidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceGuidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceThe Job&NOT the PersonGuidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceThe Job&NOT the Perso
9、nAim forConsensusGuidelines in Job EvaluationThe job as it is nowDisregard current pay&statusFully acceptable PerformanceThe Job&NOT the PersonAim forConsensusGuidelines in Job EvaluationThe job as it is nowDisregard current pay&statusFully acceptable PerformanceThe Job&NOT the PersonNo understandin
10、g No EvaluationAim forConsensusJobs Exist In A ContextwChanges to one job affect those around themjobs are intimately related to those around themJob Family Evaluation Process Review BusinessInformationEvaluationMethod Job InformationJudgement Record of Reasons Apply Conclusions Job Evaluation and P
11、aySome factors influencing pay PayProfit ShareDept.PerformanceCompany PerformanceLength of serviceMarketPositioningIndividual PerformanceMarketComparisonInternal relativityPay“heritage”Job sizeSetting Reward Structures Using JEJOB ANALYSIS Job DescriptionsJOB EVALUATION Process Methodology ResultsRE
12、WARD STRUCTURE Number Width PositioningPAY STRUCTURE Policy Practice RangesPAY PROGRESSION Market Positioning Corporate Performance Individual PerformanceSetting Up Reward Structures for Base PayJob FamilieswA job family describes a number of roles which are engaged in a similar or related kind of w
13、ork.wJob family modelling is a process of work analysis and definition which identifies the levels within a family,and defines accountabilities,performance measures and skills for each level of work.wA completed job family considers how many levels of that type of work there are and describes the ke
14、y factors which differentiate one level from the next.Using Job Evaluation to Size Job FamiliesEvaluation Scores Job Family Generic Level A Generic Level B Generic Level C Generic Level D Generic Level EJob Family Levels Accountabilities.Knowledge&Skills.Performance Criteria.Using Job Evaluation to
15、Size Job Families Levels DefinedUsing ChosenEvaluationMethodology JFM 1JFM 2JFM 3 JFM 4 Using Job Evaluation to Set Grading Structures Finance&ITFinance Director Tech MgrSystems MgrFinancial ControllerT,F H&S AsstFinance AdminT,F,H&S Mgr Credit Control MgrFinance AsstSystems AnalystAsst DeveloperIT
16、Support AsstUsing Job Evaluation to Set Grading Structures Finance&ITFinance Director Tech MgrSystems MgrFinancial ControllerT,F H&S AsstFinance AdminT,F,H&S Mgr Credit Control MgrFinance AsstSystems AnalystAsst DeveloperIT Support AsstUsing Job Evaluation to Set Grading Structures Finance&ITFinance
17、 Director Tech MgrSystems MgrFinancial ControllerT,F H&S AsstFinance AdminT,F,H&S Mgr Credit Control MgrFinance AsstSystems AnalystAsst DeveloperIT Support AsstUsing Job Evaluation For Salary Management%JE BenefitsPossible BenefitswA structured framework for pay and grading wGreater clarity and tran
18、sparency for employeeswIdentify and tackle anomalieswImproved fairness and better equal value protectionwAccess to market data to inform cost effective decisions on payPossible Benefits(2)wSensitive in measuring job differences wEnables comparison of dissimilar jobswEnables benchmarking against jobs
19、 outside the organisation as well as reflecting hierarchies internallywIs able to reflect jobs as they change with timewHelp to improve recruitment and retention for targeted areas within your businesswProvide clear development pathways for your employeesJE Risks and ConsiderationsPossible Risks Fea
20、rs that salary costs will rise Administrative/process costs rise There is no fit with the strategic agenda There are no positive benefits for stakeholders The organisation takes on too muchImplementation Considerationswthe need for and possible problems in getting union involvementwthe need for and
21、problems in getting wider business involvement wthe need to have appeals processes which do provide a safety valve but dont take up a lot of timewthe critical nature of communications to successImplementation Considerations(cont)wthe requirement to look closely at the new pay policy:what to pay for;
22、the role of increments and the basis for progression etcwthe difficulties of getting managers to buy in to a new way of working,and of raising their capability to deal with pay and performance processeswthe fact that all this attention to grading and pay will raise expectations,and so the big risk is that change leaves large numbers disappointed.QuestionsContact/Presentation details