薪酬管理-工具和技术（英文）1ppt课件

1、Compensation Management :Tools and TechniquesLee Kok Wai Lectures 4 and 5精品资料网shu.Day-to-Day Operational FocusFuture/Strategic FocusPeopleProcessesStrategic HR PlanningHR as Business PartnerCulture and ImageStrategicPartnerStaffingOrganizationalDesignSuccessionPlanningPerformance MeasurementTraining

2、 & DevelopmentEmployee RelationsLabor RelationsEnvironment, Health, Safety & SecurityVOW Survey Action PlanCompensationBenefitsHR Information SystemsComplianceAdministrative ExpertEmployee Relations ExpertChange AgentHRs 4 Roles & Key Accountabilities精品资料网shu.Managing Human Resources in COMPAQCompen

3、sation Mgt. T-Comp philosophy & design T-Comp planning & admin. Incentive plans (MIPs/LTB) Profit-sharing scheme Reward & recognition prog. Expatriate mgt.Manpower Mgt. Headcount management Recruitment strategies Sources of labor supply Selection process & tools Retention strategies & plans Staff de

4、ployment Staff orientation Employee Relations Mgt. Benefits administration Code of conduct & ethics Employee discipline Employee communications Staff social, sports & recreation Community services & relationsEHS&S Mgt. Environment mgt. Employee wellness Employee health services Loss prevention Asset

5、 management Safety mgt. Culture/Values Mgt. Corporate vision Corporate mission Culture building Teambuilding Habits buildingPerformance Mgt. (HRD) Staff training & development Succession planning Career planning Coaching & counseling Appraisal review/ranking Organization development Leadership devel

6、opmentHuman Resource Admin. Records & information mgt. Personnel research HR policy review HR process improvements HR performance stds & audit Legal compliance Document control精品资料网shu. Strategic Components of Human Resources COMPENSATION MANAGEMENTWe believe in paying competitive wages that commens

7、urate 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 remain in the organization based on their abilities to contribute and grow.PERFORMANCE MANAGEMENTWe believe in equipping empl

8、oyees 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 MANAGEMENTWe believe in matching employees strengths and aptitudes to available jobs, developing them to their highest potential and

9、offering them opportunities to advance in their careers.CULTURE/VALUE MANAGEMENTWe believe in instilling our corporate core values and promoting a corporate culture that emphasizes results, teamwork, learning, sharing, service quality and work excellence.精品资料网shu.InternalequityExternalequityEmployee

10、equityAdministrationConceptsCompensation TechniquesPlanning, Budgeting, Monitoring, EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accounta

11、bility.Facilitates administration and performance management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attract talents.Retain talents.Motivate employees.Comply with regulations.Consistency in policyadministration.The Strategic Compensation Model精品资料网shu.

12、What is Job Evaluation?Job 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 internally logical ranking of all jobs which will form the basis of the companys salar

13、y structure 精品资料网shu.Principles For Job EvaluationEvaluating the job, not the job-holderEvaluating the present job, not the future jobJob is being carried out in a fully acceptable and competent mannerProcess of evaluation is based on given facts in the job descriptions.Evaluate the job based on the

14、 “primary responsibilities and ignore the “special personal-to-holder responsibilities. 精品资料网shu. Job Evaluation : 3 Main MethodsQualitative Method (an example is the Job Classification Method and the Job Comparison Method)Quantifying the Qualitative Method (an example is the Point Method)Quantitati

15、ve Method (an example is the Guide Chart Profile Method) 精品资料网shu.Job Classification Method adopted by Academic Institutions such as UniversitiesJob Class A : Doctorate Degree with at least 10 years post doctoral experience plus relevant management experience (Faculty Head)Job Class B : Doctoral Deg

16、ree with at least 5 to 10 years post doctoral experience (Full Professor)Job 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)Job Class D : Masters Degree with 5 to 10 year

17、s post graduate experience (Lecturer) Job Class E : Masters Degree with 3 to 5 years experience (Assistant Lecturer) Job Class F : Masters Degree with less than 3 years experience (Teaching or Research Assistant) 精品资料网shu.Job Evaluation: The Point MethodJob Evaluation Process1. Form a Job Evaluation

18、 Steering Committee2. Draw up a workplan for the exercise3. Decide on the benchmark jobs4. Decide on the job 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. D

19、ecide on the weights of each factor9. Determine the weighted score for each benchmark job10. Slot in all other jobs into the job grades精品资料网shu.The Point MethodForm the Job Evaluation (JE) Steering Committeea. The Steering Committee should be chaired by the CEO with functional Managers/ Heads as mem

20、bers. The HR Manager should be the Secretary of the JE Steering Committee.b. If an external consultant is employed to assist in the exercise, 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.精品

21、资料网shu.Job Factor Score Sheet : Job # 12FactorABCDEEducation20406080100Experience306090120150Interpersonal Skills1020304050Problems Encountered306090120150Size of unit supervised1020304050Decision Making306090120150Work Environment1020304050Impact of errors306090120150Contacts/Committees1020304050As

22、sets Controlled ($)20406080100Total Score = 440 points精品资料网shu.The Point MethodSlot 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 grades adopted.精品资料网shu.The Guide-Chart Profile : Hay MethodThis method, firs

23、t 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 take decisions and bring them

24、to fruition, the degree to which there is prime accountability, as compared to shared or contributory accountability in a job. 精品资料网shu.The Guide-Chart Profile : 4 Critical ObservationsThe most significant factor could be grouped as representing the knowledge required to do a job, the kind of thinki

25、ng needed to solve the problems commonly faced, and the responsibilities assigned.Jobs could be ranked not only in the order of importance within the organization, but the distances between the ranks could be determined.The factors appeared in certain kinds of patterns that seemed to be inherent to

26、certain kinds of jobsThe 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.精品资料网shu.The Guide-Chart Profile : Hay MethodThere are Three Factors with a total of eight elements wh

27、ich determine the value of different jobs. They are:1. Know-How2. Problem-Solving3. Accountability 精品资料网shu.The Guide-Chart Profile Method : Know-HowWhat is Know-HowKnow-How is the total of every kind of skill required for average acceptable job performance. It is knowledge and experience in profess

28、ional, managerial and human Relations activities necessary to fulfill the job.Know-How is measured in depth by eight degrees and in breadth by five degrees 精品资料网shu.The Guide-Chart Profile Method : Know-HowThe three dimensions of Know-How are:Practical procedures, specialized techniques and knowledg

29、e within occupational fields, commercial functions, and professional or scientific disciplines. This is commonly referred to as the Depth of Know- How.Integrating and harmonizing simultaneous achievements of diversified functions within managerial situations occurring in operating, technical, suppor

30、t or administrative fields. This is referred to as the Breadth of Know-HowActive, practicing person-to-person skills in work with other people. This is referred to as the Human Relations Skill. 精品资料网shu.Depth Of Know-HowA. Education to post primary levelB. Practiced in standard work routines and /or

31、 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 part professional qualification E. Understanding of theoretical principles normally gained through professional qualification or

32、 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 and deep understanding of complex practicesG. Mastery of principles, practices and theories gained through wide experience and/o

33、r special developmentH. Unique command of principles, theories and practices The Guide-Chart Profile Method : Know-How精品资料网shu.Breadth Of Know-HowI. Non or minimal Performance or supervision of jobs which have closely specified objectivesII. Homogeneous Integration of operations which are homogeneou

34、s 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. Broad Integration of the major functions in an operating company; or group-w

35、ide coordination of a strategic function affecting policy formationV. Total The management of strategic functions and policy formation The Guide-Chart Profile Method : Know-How精品资料网shu.Human Relations Skills1. Basic Ordinary courtesy and effectiveness in dealing with others2. Important Understanding

36、 and influencing people, important but not over-riding considerations3. Over-riding Skills in developing and motivating people are over-riding considerations The Guide-Chart Profile Method : Know-How精品资料网shu.The Guide-Chart Profile Method : Know-How精品资料网shu.Guide-Chart Profile Method : Problem Solvi

37、ngWhat is Problem SolvingThe use of Know-How required by the job to identify, define, and resolve problems. “You think with what you know. This 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 m

38、easured as a percentage of Know-How.Problem Solving has two dimensions:The environment in which the thinking takes placeThe challenge presented by the thinking to be done 精品资料网shu.The Guide-Chart Profile Method Problem-SolvingThinking Environment A. Detailed rules and/or rigid supervisionB. Standard

39、 instructions and/or continuous close supervisionC. Well-defined procedures, somewhat diversified and/or supervisedD. Substantially diversified established company procedures, and general supervisionE. Clearly defined company policies, principles and specific objectives under readily available direc

40、tionF. Broad policies and objectives, under general directionG. General policies, principles and goals under guidanceH. Business philosophy and/or principles controlling human affairs精品资料网shu.The Guide-Chart Profile Method Problem-SolvingThinking ChallengeI. Repetitive Identical situations requiring

41、 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 things learnedIV. Adaptive Situations requiring analyti

42、cal 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 精品资料网shu.Guide-Chart Profile Method : AccountabilityWhat is Accountability?The answerability for action a

43、nd for the consequences thereof. It is the measured effect of the job on end results of the organization. It has three dimensions:Freedom to Act - is the extent of personal, procedural, or systematic guidance or control of actions in relation to the primary emphasis of the jobJob Impact on End Resul

44、ts is the extent to which job can directly affects actions necessary to produce results within its primary emphasis.Magnitude 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 dollars associated with the area in which the job has its primary emphasis.精品资料网shu.The Guide-Chart Profile Method - AccountabilityFreedom To ActA. Prescribed Direct and detailed instructi