岗位评估英文资料(1).pptx

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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

2、ConsiderationsWhat 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 E

3、valuation 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 b

4、etween rolesLink to market dataUnderstanding possible career pathsUnderpin the frameworkDifferent Types of Evaluation MethodMethod ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy considering

5、the Entire JobClassificationMethodRankingMethodHay is a Modified Factor Comparison MethodArsenalBoltonChelseaArsenalBoltonChelseaXXX333000TotalRank303612Job RankingChief ExecutiveHR ManagerSecurityChief ExecutiveHR ManagerSecurityXXX330003TotalRank032613Job RankingDifferent Types of Evaluation Metho

6、dMethod ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy consideringthe Entire JobClassificationMethodRankingMethodHay is a Modified Factor Comparison MethodThe Underlying PrincipleAccountabi

7、lityJobs exist to achieve an end resultAccountabilityAccountabilityProblem SolvingTherefore, the job holder requires a level of knowledge and experience commensurate with the scale and complexity of the deliverablesKnow-HowProblem SolvingTo achieve this endresult, job holders must address problems,

8、create, analyse and apply judgement132Elements of SizingDepth & Rangeof Know-HowPlanning &OrganisingCommunicating &InfluencingFreedomto ActNature of ImpactArea ofImpact(Magnitude)ThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITY+=TOTAL SIZEDifferent Types of Evaluation Method

9、Method ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy consideringthe Entire JobClassificationMethodRankingMethodHay is a Modified Factor Comparison MethodLEVEL151666645554553353212361515159

10、121212912127711732160272727152121211621211212181243288424242223232322432321818251854512060606030454545344545252525660156396060604660607196496082406015. Emotional effort2. Knowledge, training & experience3. Analytical skills4. Planning and organisation skills5. Physical skills6. Responsibility Patien

11、t/client care7. Responsibility Policy and service8. Responsibility Financial and physical9. Responsibility Staff/HR leadership, training10. Responsibility Information resources11. Responsibility R&D12. Freedom to act13. Physical effort14. Mental effort1. Communication & relationship skills16. Workin

12、g conditionsDifferent Types of Evaluation MethodMethod ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy consideringthe Entire JobClassificationMethodRankingMethodHay is a Modified Factor Comp

13、arison MethodJob ClassificationSlot jobs into grades by comparing whole job with a scale in the form of a hierarchy of grade definitionsThe ProcessNumber and characteristics of grades are definedGrade definitions to include factors like skills, experience, accountability Usually only a few grades (d

14、ifferentiation a problem if too many)AXxxxxxxxBXxxxxxxxCXxxxxxxxDXxxxxxxxJob Evaluation Processes and GuidelinesGuidelines in Job EvaluationThe job as it is nowGuidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceGuidelines in Job EvaluationThe job as it is nowFully acceptable

15、 PerformanceThe Job & NOT the PersonGuidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceThe Job & NOT the PersonAim forConsensusGuidelines in Job EvaluationThe job as it is nowDisregard current pay & statusFully acceptable PerformanceThe Job & NOT the PersonAim forConsensusGu

16、idelines in Job EvaluationThe job as it is nowDisregard current pay & statusFully acceptable PerformanceThe Job & NOT the PersonNo understanding No EvaluationAim forConsensusJobs Exist In A Contextw Changes to one job affect those around them jobs are intimately related to those around themJob Famil

17、y Evaluation Process Review BusinessInformationEvaluationMethod Job InformationJudgement Record of Reasons Apply Conclusions BusinessInputJob Evaluation and PayThe AllTime Enemy of Job Evaluation. Some factors influencing pay PayProfit ShareDept. PerformanceCompany PerformanceLength of serviceMarket

18、PositioningIndividual PerformanceMarketComparisonInternal relativityPay “heritage”Job sizeSetting Reward Structures Using JEJOB ANALYSIS Job DescriptionsJOB EVALUATION Process Methodology ResultsREWARD STRUCTURE Number Width PositioningPAY STRUCTURE Policy Practice RangesPAY PROGRESSION Market Posit

19、ioning Corporate Performance Individual PerformanceSetting Up Reward Structures for Base PayJob Familiesw A job family describes a number of roles which are engaged in a similar or related kind of work. w Job family modelling is a process of work analysis and definition which identifies the levels w

20、ithin a family, and defines accountabilities, performance measures and skills for each level of work.w 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 FamiliesE

21、valuation 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 Size Job Families Levels DefinedUsing ChosenEvaluationMethodology JFM 1JFM 2JFM

22、 3 JFM 4 Using Job Evaluation to Set Grading StructuresFinance & 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 StructuresFinance & ITFinan

23、ce 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 StructuresFinance & ITFinance Director Tech MgrSystems MgrFinancial ControllerT, F H&S AsstFinance

24、AdminT, F, H&S Mgr Credit Control MgrFinance AsstSystems AnalystAsst DeveloperIT Support AsstUsing Job Evaluation For Salary Management010,00020,00030,00040,000050010001500Job Evaluation Rating (e.g. Hay Units)Currently Paid ()%JE BenefitsPossible Benefitsw A structured framework for pay and grading

25、 w Greater clarity and transparency for employeesw Identify and tackle anomaliesw Improved fairness and better equal value protectionw Access to market data to inform cost effective decisions on payPossible Benefits (2)w Sensitive in measuring job differences w Enables comparison of dissimilar jobsw

26、 Enables benchmarking against jobs outside the organisation as well as reflecting hierarchies internallyw Is able to reflect jobs as they change with timew Help to improve recruitment and retention for targeted areas within your businessw Provide clear development pathways for your employeesJE Risks

27、 and ConsiderationsPossible Risks Fears 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 Considerationsw the need for and possible problems in getti

28、ng union involvementw the need for and problems in getting wider business involvement w the need to have appeals processes which do provide a safety valve but dont take up a lot of timew the critical nature of communications to successImplementation Considerations (cont)w the requirement to look clo

29、sely at the new pay policy: what to pay for; the role of increments and the basis for progression etcw the difficulties of getting managers to buy in to a new way of working, and of raising their capability to deal with pay and performance processesw the 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