职位薪酬体系.ppt
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职位薪酬体系.ppt
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Job-basedcompensationsystem,StructuresBasedOnJobs,People,OrBoth,Job-basedstructureslookatwhatpeoplearedoingandtheexpectedoutcomesSkill-andcompetencybasedstructureslookattheperson,ManyWaystoCreateInternalStructure,什么是职位薪酬体系,职位薪酬体系就是对职位本身的价值作出客观的评价,再根据这种评价的结果来赋予承担这一职位工作的人与该职位的价值相当的薪酬的一种基本薪酬决定制度。
简单地说,就是组织根据职位的相对价值给员工支付报酬。
优点和缺点,优点对岗不对人,实现同工同酬。
按职位系列进行管理,操作简单。
职位与薪酬紧密相关,有利于激励员工学习成长。
缺点不升职就难加薪对外界变化响应慢,InternalEquityinPractice,JobanalysisCollectingdataaboutjobsJobevaluationValuingjobs,JobAnalysis,JobAnalysis,GatheringinformationaboutworkBehaviorsTasksCriticalIncidents,JobAnalysisResult,Jobdescription:
jobbasedtasksworkperformedJobSpecificationemployeebasedknowledge,skills&abilitiesexperience,ContemporaryJobDescription(example),DeterminingtheInternalJobStructure,Job-BasedApproach:
MostCommon,WhyPerformJobAnalysis?
PotentialusesforjobanalysishavebeensuggestedforeverymajorpersonnelfunctionTypeofjobanalysisdataneededdiffersbyfunctionInternalstructurebasedonjob-relatedinformationprovidesawork-relatedrationaleforpaydifferencestobothmanagersandemployees,Job-BasedApproach:
MostCommon(cont.),WhyPerformJobAnalysis?
(cont.)Incompensation,jobanalysishastwocriticaluses:
EstablishessimilaritiesanddifferencesintheworkcontentsofthejobsHelpsestablishaninternallyfairandalignedjobstructureKeyissueforcompensationdecisionmakers:
Ensuringthatdatacollectedareusefulandacceptabletoemployeesandmanagersinvolved,JobAnalysisProcedures,JobanalysisusuallycollectsinformationaboutspecifictasksorbehaviorsPositionagroupoftasksperformedbyonepersonJobmadeupfromidenticalpositionsJobfamilybroadlysimilarjobsTraditional,stablestructuresareshrinking,butpersistinmanylargeorganizations,JobAnalysisTerminology,WhatInformationShouldBeCollected?
Jobdata:
IdentificationJobtitles,departments,thenumberofpeoplewhoholdthejobetc.Jobdata:
ContentElementaltasksorunitsofwork,withemphasisonthepurposeofeachtaskEmployeedataPositionAnalysisQuestionnaire(PAQ),TypicalDataCollectedforJobAnalysis,InterviewsAdvantages:
involvementincreasesunderstandingofprocessDisadvantage:
opentobiasandfavoritism,HowCantheInformationBeCollected?
ConventionalJobAnalysisProcedures,QuestionnairesAdvantages:
practicalandcost-effectiveDisadvantages:
ImportantaspectsofajobmaybeomittedResultingjobdescriptionscanbefaulty,HowCantheInformationBeCollected?
(cont.),OnlineJobAnalysisQuestionnaire,Whocollectstheinformation?
Whoprovidestheinformation?
Whataboutdiscrepancies?
Topmanagement(andunion)supportiscritical,HowCantheInformationBeCollected?
(cont.),WhoShouldbeInvolved?
ManagersandemployeesshouldbeinvolvedCanincluderepresentativesfromkeyoperatingfunctions,includingnonmanagerialemployeesOrganizationswithunionsfindincludingunionrepresentativeshelpsgainacceptanceExtentofunionparticipationvaries,JobDescriptionsSummarizeTheData,JobdescriptioninformationcollectedissummarizedanddocumentedinawaythatwillbeusefulforHRdecisions,includingjobevaluationsJobspecificationsknowledge,skills,andabilitiesrequiredtoadequatelyperformthetasksDescribingmanagerial/professionaljobsmore-detailedinformationonthenatureofthejob,itsscope,andaccountabilityVerifythedescription,EvaluatingWork:
JobEvaluation,Determiningajobsworthtotheorganization.Internalequity.,Job-BasedStructures:
JobEvaluation,JobevaluationprocessofsystematicallydeterminingtherelativeworthofjobstocreateajobstructurefortheorganizationTheevaluationisbasedonacombinationof:
JobcontentSkillsrequiredValuetotheorganizationOrganizationalcultureExternalmarket,WhatisJobEvaluation?
Jobevaluationwillprovideaninternallylogicalrankingofalljobswhichwillformthebasisofthecompanyssalarystructure,DetermininganInternallyAlignedJobStructure,FourJobEvaluationMethods,Ranking,OrdersjobdescriptionsfromhighesttolowestbasedonadefinitionofrelativevalueorcontributiontotheorganizationssuccessSimple,fast,andeasytounderstandandexplainInitially,theleastexpensivemethodCanbemisleadingTwoapproachesAlternationrankingPairedcomparisonmethod,PairedComparisonRanking,UsesclassdescriptionsthatserveasthestandardforcomparingjobdescriptionsClassesincludebenchmarkjobsOutcome:
Seriesofclasseswithanumberofjobsineach,Classification,BenchmarkJobs,Classification,LikelibraryclassificationsystemDefinecategoriesandthencomparejobagainstcategories,ClassISimplework,nosupervisoryresponsibility,nopubliccontactClassIISimplework,nosupervisoryresponsibility,publiccontactClassIIIMediumworkcomplexity,nosupervisoryresponsibility,publiccontact,ClassificationsforEngineeringWorkUsedbyClarkConsulting,PointMethod,Threecommoncharacteristicsofpointmethods:
CompensablefactorsFactordegreesnumericallyscaledWeightsreflectrelativeimportanceofeachfactorMostcommonlyusedapproachtoestablishpaystructuresinU.S.Differfromothermethodsbymakingexplicitthecriteriaforevaluatingjobscompensablefactors,ConductjobanalysisDeterminecompensablefactorsScalethefactorsWeightthefactorsaccordingtoimportanceCommunicatetheplan,trainusers;preparemanualApplytononbenchmarkjobs,DesigningaPointPlan:
SixSteps,Step1:
ConductJobAnalysis,PointplansbeginwithjobanalysisArepresentativesampleofjobs(benchmarkjobs)isdrawnforanalysisContentofthesejobsisbasisfor:
DefiningcompensablefactorsScalingcompensablefactorsWeightingcompensablefactors,Step2:
DetermineCompensableFactors,Compensablefactorscharacteristicsintheworkthattheorganizationvalues,thathelpitpursueitsstrategyandachieveitsobjectivesCompensablefactorsplayapivotalroleReflecthowworkaddsvaluetoorganization,Step2:
DetermineCompensableFactors(cont.),Tobeeffective,compensablefactorsshouldbe:
BasedonstrategyandvaluesoforganizationBasedonworkperformedDocumentationisimportantAcceptabletothestakeholdersAdaptingfactorsfromexistingplans,PointFactorMethod,WorkingConditions1.Hazardousworkdealswithdangerousmaterialsorworkingconditions2.Uncomfortableworkloud,hotorcold,dirty3.Goodworkingconditionsofficeenvironment,airconditioned,goodlighting,Education1.Jobrequiresgraduateeducation2.Jobrequiresbachelordegree3.Jobrequireshighschooleducation,EffectofError1.Majormistake-morethan$500,0002.Majormistake-morethan$100,0003.Majormistake-lessthan$99,999,1=10points,2-8points,3=5points,CompensableFactorDefinition:
MultinationalResponsibilities,FactorsinHayPlan,HayGuideChartProfileMethodofJobEvaluation,Step3:
ScaletheFactors,ConstructscalesreflectingdifferentdegreeswithineachfactorMostfactorscalesconsistoffourtoeightdegreesIssueWhethertomakeeachdegreeequidistantfromadjacentdegrees(intervalscaling),Step3:
ScaletheFactors(cont.),CriteriaforscalingfactorsEnsurenumberofdegreesisnecessarytodistinguishamongjobsUseunderstandableterminologyAnchordegreedefinitionswithbenchmark-jobtitlesand/orworkbehaviorsMakeitapparenthowdegreeappliestojob,Jobevaluationpointchart,Step4:
WeighttheFactorsAccordingtoImportance,DifferentweightsreflectdifferencesinimportanceattachedtoeachfactorbytheemployerDeterminationoffactorweightsAdvisorycommitteeallocates100percentofthevalueamongfactors,Step4:
WeighttheFactorsAccordingtoImportance(cont.),SelectcriterionpaystructureCommitteemembersrecommendthecriterionpaystructureStatisticalapproachistermedpolicycapturingtodifferentiateitfromthecommitteeapriorijudgmentapproachWeightsalsoinfluencepaystructure,JobEvaluationForm,Step5:
CommunicatethePlanandTrainUsers,InvolvesdevelopmentofmanualcontaininginformationtoallowuserstoapplyplanDescribesjobevaluationmethodDefinescompensablefactorsProvidesinformationtopermituserstodistinguishvaryingdegreesofeachfactorInvolvestrainingusersontotalpaysystemIncludesappealsprocessforemployeesEmployeeacceptanceisimperativeCommunication,Step6:
ApplytoNonbenchmarkJobs,FinalstepinvolvesapplyingplantoremainingjobsCouldinvolvebothdesignersand/oremployeestrainedinapplyingtheplanToolformanagersandHRspecialistsonceplanisdevelopedandacceptedTrainedevaluatorswillevaluatenewjobsorreevaluatejobswhoseworkcontenthaschangedMayalsobepartofappealsprocess,ComparisonofJobEvaluationMethods,PrinciplesForJobEvaluation,Evaluatingthejob,notthejob-holderEvaluatingthepresentjob,notthefuturejobJobisbeingcarriedoutinafullyacceptableandcompetentmannerProcessofevaluationisbasedongivenfactsinthejobdescriptions.Evaluatethejobbasedonthe“primaryresponsibilities”andignorethe“specialpersonal-to-holderresponsibilities.”,1.FormaJobEvaluationSteeringCommittee2.Drawupaworkplanfortheexercise3.Decideonthebenchmarkjobs4.Decideonthejobfactorsfortheevaluation5.Determinenumberofdegreesforeachfactor6.Preparejobdescriptionsbasedonjob-factorformat7.Analyseeachbenchmarkjobintermsoffactorsanddegrees8.Decideontheweightsofeachfactor9.Determinetheweightedscoreforeachbenchmarkjob10.Slotinallotherjobsintothejobgrades,JobEvaluationProcess,theJobEvaluation(JE)SteeringCommittee,a.TheSteeringCommitteeshouldbechairedbytheCEOwithfunctionalManagers/Headsasmembers.TheHRManagershouldbetheSecretaryoftheJESteeringCommittee.b.Ifanexternalconsultantisemployedtoassistintheexercise,thenheshouldbedesignatedastheadvisortotheSteeringCommittee.TheHRManagershouldthendouble-upasthecounterpartforinternalskillstransfer.,TheFinalResult:
Struc
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- 职位 薪酬 体系