新酬管理工具和技术英文

CompensationManagement:ToolsandTechniquesLeeKokWaiLectures4and5Day-to-DayOperationalFocusFuture/StrategicFocus(未来/战略重点)PeopleProcessesStrategicHRPlanning战略性人力资源规划HRasBusinessPartner业务合作伙伴

CultureandImage文化和形象StrategicPartner战略合作伙伴Staffing工作人员OrganizationalDesign组织设计SuccessionPlanning职业生涯规划PerformanceMeasurement评估Training&Development员工培训与发展EmployeeRelations劳资关系LaborRelations劳动关系Environment,Health,Safety&Security环境，健康，人身与财产安全VOWSurveyActionPlan调查行动计划

Compensation补偿Benefits福利HRInformationSystems人力资源信息系统Compliance顺从AdministrativeExpert行政专家EmployeeRelationsExpert雇员关系专家ChangeAgent变革代理人HR’s4Roles&KeyAccountabilities(问责制)ManagingHumanResourcesinCOMPAQCompensationMgt.T-Compphilosophy&designT-Compplanning&admin.Incentiveplans(MIPs/LTB)Profit-sharingschemeReward&recognitionprog.Expatriatemgt.ManpowerMgt.人力管理Headcountmanagement人头管理Recruitmentstrategies招聘策略Sourcesoflaborsupply劳动力来源Selectionprocess&tools选聘Retentionstrategies&plans保留计划Staffdeployment员工分配Stafforientation员工发展EmployeeRelationsMgt.雇佣关系管理Benefitsadministration福利管理Codeofconductðics行为守则及道德Employeediscipline员工纪律Employeecommunications雇佣联系Staffsocial,sports&recreation员工社会活动Communityservices&relations社区服务＆关系EHS&SMgt.EHS&S(环保/健康/安全/保卫)管理Environmentmgt.环境管理Employeewellness故园健康Employeehealthservices雇员健康服务Lossprevention资产损耗Assetmanagement资产管理Safetymgt.安全管理Culture/ValuesMgt.文化\价值观管理Corporatevision企业愿景Corporatemission企业使命Culturebuilding文化建设Teambuilding团队建设Habitsbuilding职业习惯建设PerformanceMgt.(HRD)表面管理Stafftraining&development员工培训与发展Successionplanning晋升Careerplanning职业生涯规划Coaching&counseling教练与辅导Appraisalreview/ranking评估Organizationdevelopment组织发展Leadershipdevelopment领导发展HumanResourceAdmin.人力资源管理Records&informationmgt.记录与信息管理Personnelresearch研究人员HRpolicyreview人力资源政策讨论HRprocessimprovements人力资源流程改善HRperformancestds&auditLegalcomplianceDocumentcontrol

StrategicComponentsofHumanResources

COMPENSATIONMANAGEMENTWebelieveinpayingcompetitivewagesthatcommensuratewithjobsizeandindividualperformanceWELFAREMANAGEMENTWebelieveinbeingafirm,fairandcaringemployer.Westrivetomakeemployeesvaluetheirjobsandwanttoremainintheorganizationbasedontheirabilitiestocontributeandgrow.

PERFORMANCEMANAGEMENTWebelieveinequippingemployeeswiththenecessaryskillstodoagoodjob,providingthemwiththetools,theenvironment,thesupportandtheinformationneededtoexcelintheirjobs.

CAREERMANAGEMENTWebelieveinmatchingemployees’strengthsandaptitudestoavailablejobs,developingthemtotheirhighestpotentialandofferingthemopportunitiestoadvanceintheircareers.

CULTURE/VALUEMANAGEMENTWebelieveininstillingourcorporatecorevaluesandpromotingacorporateculturethatemphasizesresults,teamwork,learning,sharing,servicequalityandworkexcellence.

InternalequityExternalequityEmployeeequityAdministrationConceptsCompensationTechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensationObjectivesRoleclarityandaccountability.Facilitatesadministrationandperformancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.TheStrategicCompensationModelWhatisJobEvaluation?Jobevaluationisadecisionprocessofcomparingonejobwithanotherjobwiththeaimofestablishingtherelativeimportanceofjobswithintheorganization.Jobevaluationwillprovideaninternallylogicalrankingofalljobswhichwillformthebasisofthecompany’ssalarystructure

PrinciplesForJobEvaluationEvaluatingthejob,notthejob-holderEvaluatingthepresentjob,notthefuturejobJobisbeingcarriedoutinafullyacceptableandcompetentmannerProcessofevaluationisbasedongivenfactsinthejobdescriptions.Evaluatethejobbasedonthe“primaryresponsibilities”andignorethe“specialpersonal-to-holderresponsibilities.”

JobEvaluation:3MainMethodsQualitativeMethod(anexampleistheJobClassificationMethodandtheJobComparisonMethod)QuantifyingtheQualitativeMethod(anexampleisthePointMethod)QuantitativeMethod(anexampleistheGuideChartProfileMethod)

JobClassificationMethodadoptedbyAcademicInstitutionssuchasUniversitiesJobClassA:DoctorateDegreewithatleast10yearspostdoctoralexperienceplusrelevantmanagementexperience(FacultyHead)JobClassB:DoctoralDegreewithatleast5to10yearspostdoctoralexperience(FullProfessor)JobClassC:DoctoralDegreewithlessthan5yearspostdoctoralexperienceorMastersDegreewithover10yearspostgraduateexperience(AssociateProfessorandSeniorLecturer)JobClassD:MastersDegreewith5to10yearspostgraduateexperience(Lecturer)JobClassE:MastersDegreewith3to5yearsexperience(AssistantLecturer)JobClassF:MastersDegreewithlessthan3yearsexperience(TeachingorResearchAssistant)

JobEvaluation:ThePointMethodJobEvaluationProcess1.FormaJobEvaluationSteeringCommittee2.Drawupaworkplanfortheexercise3.Decideonthebenchmarkjobs4.Decideonthejobfactorsfortheevaluation5.Determinenumberofdegreesforeachfactor6.Preparejobdescriptionsbasedonjob-factorformat7.Analyseeachbenchmarkjobintermsoffactorsanddegrees8.Decideontheweightsofeachfactor9.Determinetheweightedscoreforeachbenchmarkjob10.SlotinallotherjobsintothejobgradesThePointMethodFormtheJobEvaluation(JE)SteeringCommitteea.TheSteeringCommitteeshouldbechairedbytheCEOwithfunctionalManagers/Headsasmembers.TheHRManagershouldbetheSecretaryoftheJESteeringCommittee.b.Ifanexternalconsultantisemployedtoassistintheexercise,thenheshouldbedesignatedastheadvisortotheSteeringCommittee.TheHRManagershouldthendouble-upasthecounterpartforinternalskillstransfer.JobFactorScoreSheet:Job#12FactorABCDEEducation20406080100Experience306090120150InterpersonalSkills1020304050ProblemsEncountered306090120150Sizeofunitsupervised1020304050DecisionMaking306090120150WorkEnvironment1020304050Impactoferrors306090120150Contacts/Committees1020304050AssetsControlled($)20406080100TotalScore=440pointsThePointMethodSlotallotherjobsintothejobgradesa.Fromtheclusters,decideonthenumberofjobgradestoadopt.b.Slotinallotherjobsintothejobgradesadopted.TheGuide-ChartProfile:HayMethodThismethod,firstdevelopedbyDrEdwardN.Hayintheearly1950s,isessentiallyconcernedwithdecisionmakingandresponsibility.GuideChartswerecreatedin1951inclientsituations.Emphasiswasplacedonanswerabilityfortheconsequencesofdecisions,thedegreeoffreedomtotakedecisionsandbringthemtofruition,thedegreetowhichthereisprimeaccountability,ascomparedtosharedorcontributoryaccountabilityinajob.

TheGuide-ChartProfile:4CriticalObservationsThemostsignificantfactorcouldbegroupedasrepresentingtheknowledgerequiredtodoajob,thekindofthinkingneededtosolvetheproblemscommonlyfaced,andtheresponsibilitiesassigned.Jobscouldberankednotonlyintheorderofimportancewithintheorganization,butthedistancesbetweentherankscouldbedetermined.ThefactorsappearedincertainkindsofpatternsthatseemedtobeinherenttocertainkindsofjobsThefocusoftheprocessofjobevaluationmustbeonthenatureandrequirementsofthejobitself,notontheskillsorbackgroundorcharacteristicsorpayofthejobholder.TheGuide-ChartProfile:HayMethodThereareThreeFactorswithatotalofeightelementswhichdeterminethevalueofdifferentjobs.Theyare:

1.Know-How 2.Problem-Solving 3.Accountability

TheGuide-ChartProfileMethod:Know-HowWhatisKnow-HowKnow-Howisthetotalofeverykindofskillrequiredforaverageacceptablejobperformance.Itisknowledgeandexperienceinprofessional,managerialandhumanRelationsactivitiesnecessarytofulfillthejob.Know-Howismeasuredindepthbyeightdegreesandinbreadthbyfivedegrees

TheGuide-ChartProfileMethod:Know-HowThethreedimensionsofKnow-Howare:Practicalprocedures,specializedtechniquesandknowledgewithinoccupationalfields,commercialfunctions,andprofessionalorscientificdisciplines.ThisiscommonlyreferredtoastheDepthofKnow-How.Integratingandharmonizingsimultaneousachievementsofdiversifiedfunctionswithinmanagerialsituationsoccurringinoperating,technical,supportoradministrativefields.ThisisreferredtoastheBreadthofKnow-HowActive,practicingperson-to-personskillsinworkwithotherpeople.ThisisreferredtoastheHumanRelationsSkill.

DepthOfKnow-HowA.Educationtopost–primarylevelB.Practicedinstandardworkroutinesand/oruseofsimpleequipmentandmachinesC.ProceduralorsystematicefficiencyanduseofspecializedequipmentD.Specializedskillgainedbyon-the-jobexperienceorthroughpartprofessionalqualificationE.UnderstandingoftheoreticalprinciplesnormallygainedthroughprofessionalqualificationorthroughadetailedgroupofinvolvedpracticesandproceduresF.Seasonedproficiencyinahighlyspecializedfield,gainedthroughexperiencebuiltontheoriesorabroadanddeepunderstandingofcomplexpracticesG.Masteryofprinciples,practicesandtheoriesgainedthroughwideexperienceand/orspecialdevelopmentH.Uniquecommandofprinciples,theoriesandpractices

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