【管理課件】haygroup－－jobevaluation

1、,,,Job EvaluationOld, Bold or a Story Untold,Marcus DowningHay Group,Content,What is Job Evaluation?Job Evaluation Processes and GuidelinesJob Evaluation and PaySetting Reward Structures Using Job EvaluationJob Eva

2、luation and Salary ManagementJob Evaluation Benefits Job Evaluation Risks and Considerations,What is Job Evaluation?,What is Job Evaluation?,Job Evaluation is a systematic process for ranking or rating jobs logically a

3、nd 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 Evaluation … …,IS Comparative Judgemental Structur

4、ed Job Centred,IS Not Absolute Scientific Unstructured Person Focused,Possible Applications for Job Evaluation,JOB EVALUATION,Reward,Organisational Analysis,Grading,Career Development,Succession Planning,Identi

5、fying ‘gaps’ in the structure,Understand relationships between roles,Link to market data,Understanding possible career paths,Underpin the framework,,,,,,,,,,,Job Ranking,Job Ranking,Elements of Sizing,Depth & Rangeo

6、f Know-HowPlanning &OrganisingCommunicating &Influencing,Freedomto ActNature of ImpactArea ofImpact(Magnitude),ThinkingEnvironmentThinkingChallenge,PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,+,+,=,,,

7、,,,TOTAL SIZE,,,,,15. Emotional effort,2.Knowledge, training & experience,3.Analytical skills,4.Planning and organisation skills,5.Physical skills,6.Responsibility – Patient/client care,7.Responsibility – Polic

8、y and service,8.Responsibility – Financial and physical,9.Responsibility – Staff/HR leadership, training,10. Responsibility – Information resources,11. Responsibility – R&D,12. Freedom to act,13. Physical effort,

9、14. Mental effort,1.Communication & relationship skills,16. Working conditions,Job Classification,Slot jobs into grades by comparing whole job with a scale in the form of a hierarchy of grade definitionsThe Pro

10、cessNumber and characteristics of grades are definedGrade definitions to include factors like skills, experience, accountability Usually only a few grades (differentiation a problem if too many),Job Evaluation Proces

11、ses and Guidelines,Guidelines in Job Evaluation,The job as it is now,,Guidelines in Job Evaluation,The job as it is now,Fully acceptable Performance,,,,Guidelines in Job Evaluation,The job as it is now,Fully acceptable

12、Performance,The Job & NOT the Person,,,,Guidelines in Job Evaluation,The job as it is now,Fully acceptable Performance,The Job & NOT the Person,,,,Aim forConsensus,,,Guidelines in Job Evaluation,The job as it is

13、 now,Disregard current pay & status,Fully acceptable Performance,The Job & NOT the Person,,,,,Aim forConsensus,,Guidelines in Job Evaluation,The job as it is now,Disregard current pay & status,Fully acceptab

14、le Performance,The Job & NOT the Person,No understanding No Evaluation,,,,,,Aim forConsensus,,Jobs Exist In A Context,Changes to one job affect those around themjobs are intimately related to those around them,,,,,

15、,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Job Family Evaluation Process,Review,BusinessInformation,EvaluationMethod,Job Information,Judgement,Record of Reasons,Apply Conclusions,,,,,,,,,BusinessInput,Job Evaluat

16、ion and Pay,The All–Time Enemy of Job Evaluation……..,Some factors influencing pay,,Pay,,Profit Share,,Dept. Performance,,Company Performance,,Length of service,MarketPositioning,,Individual Performance,,MarketCompariso

17、n,,Internal relativity,,Pay “heritage”,,Job size,Setting Reward Structures Using JE,,,JOB ANALYSIS Job Descriptions,JOB EVALUATION Process Methodology Results,,,REWARD STRUCTURE Number Width Positioning,PAY STRUCT

18、URE Policy Practice Ranges,PAY PROGRESSION Market Positioning Corporate Performance Individual Performance,Setting Up Reward Structures for Base Pay,Job Families,A job family describes a number of roles which are e

19、ngaged in a similar or related kind of work. Job family modelling is a process of work analysis and definition which identifies the levels within a family, and defines accountabilities, performance measures and skills f

20、or each level of work.A completed job family considers how many levels of that type of work there are and describes the key factors which differentiate one level from the next.,Using Job Evaluation to Size Job Families,

21、,,,,,,,Evaluation Scores,Job Family Generic Level A Generic Level B Generic Level C Generic Level D Generic Level E,Job Family Levels,Accountabilities ……………. ……………. …………….,Knowledge & Skills ……………. …………….

22、 …………….,Performance Criteria ……………. ……………. …………….,,,Using Job Evaluation to Size Job Families,,,,,,,,,Levels DefinedUsing ChosenEvaluationMethodology,,,,,,JFM 1,JFM 2,JFM 3,JFM 4,,,Using Job Evaluation to Set Grad

23、ing Structures,,,,,,,,,,,,Finance & IT,,,,,,,,,,,,,,,,,,,,,,,,,,,,Using Job Evaluation to Set Grading Structures,,,,,,,,,,,,Finance & IT,,,,,,,,,,,,,,,,,,,,,,,,,,,,Using Job Evaluation to Set Grading Structures,,

24、,,,,,,,,,,Finance & IT,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Using Job Evaluation For Salary Management,,,JE Benefits,Possible Benefits,A structured framework for pay and grading Greater clarity and transparency for employe

25、esIdentify and tackle anomaliesImproved fairness and better equal value protectionAccess to market data to inform cost effective decisions on pay,Possible Benefits (2),Sensitive in measuring job differences Enabl

26、es comparison of dissimilar jobsEnables benchmarking against jobs outside the organisation as well as reflecting hierarchies internallyIs able to reflect jobs as they change with timeHelp to improve recruitment and

27、 retention for targeted areas within your businessProvide clear development pathways for your employees,JE Risks and Considerations,Possible Risks,Fears that salary costs will rise Administrative/process costs rise

28、 There is no fit with the strategic agenda There are no positive benefits for stakeholders The organisation takes on too much,Implementation Considerations,the need for and possible problems in getting union invol

29、vementthe need for and problems in getting wider business involvement the need to have appeals processes which do provide a safety valve but don't take up a lot of timethe critical nature of communications to s

30、uccess,Implementation Considerations (cont…),the requirement to look closely at the new pay policy: what to pay for; the role of increments and the basis for progression etcthe difficulties of getting managers to buy i

31、n to a new way of working, and of raising their capability to deal with pay and performance processesthe fact that all this attention to grading and pay will raise expectations, and so the big risk is that change leave

32、s large numbers disappointed.,Questions,Contact/Presentation details,Marcus DowningHay Group Ltd0788 411 06690207 856 7027Marcus_Downing@Haygroup.comhttp://www.haygroup.co.uk/Events/Events.asp,嫩觴朓堽詑膊鬈瓎嬻嶻佀憶寃瞂枃鑠黽嶁匫甘

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