人力资源管理

Compensation Management : Tools and Techniques

Lee Kok Wai

Lectures 4 and 5

人力资源管理

HR s 4 Roles & Key Accountabilities

Future/Strategic FocusStrategic PartnerHR as Business Partner Culture and Image Organizational Design Performance Measurement Succession Planning Employee Relations Benefits

Change AgentStaffing Training & Development

Processes

Strategic HR Planning

People

Compensation

VOW Survey Action PlanLabor Relations

ComplianceHR Information Systems

Administrative Expert

Environment, Health, Safety & Security

Employee Relations Expert

Day-to-Day Operational Focus

人力资源管理

Managing Human Resources in COMPAQManpower Mgt. Headcount management Recruitment strategies Sources of labor supply Selection process & tools Retention strategies & plans Staff deployment Staff orientation Employee Relations Mgt. Benefits administration Code of conduct & ethics Employee discipline Employee communications Staff social, sports & recreation Community services & relations

Performance Mgt. (HRD) Staff training & development Succession planning Career planning Coaching & counseling Appraisal review/ranking Organization development Leadership development

Human Resource Admin. Records & information mgt. Personnel research HR policy review HR process improvements HR performance stds & audit Legal compliance Document control

Compensation Mgt. T-Comp philosophy & design T-Comp planning & admin. Incentive plans (MIPs/LTB) Profit-sharing scheme Reward & recognition prog. Expatriate mgt.

Culture/Values Mgt. Corporate vision Corporate mission Culture building Teambuilding Habits building

EHS&S Mgt. Environment mgt. Employee wellness Employee health services Loss prevention Asset management Safety mgt.

人力资源管理

Strategic Components of Human ResourcesCOMPENSATION MANAGEMENT We believe in paying competitive wages that commensurate with job size and individual performance WELFARE MANAGEMENT We 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 MANAGEMENT We believe in equipping employees 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 MANAGEMENT We believe in matching employees’ strengths and aptitudes to available jobs, developing them to their highest potential and offering them opportunities to advance in their careers. CULTURE/VALUE MANAGEMENT We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results, teamwork, learning, sharing, service quality and work excellence.

人力资源管理

The Strategic Compensation ModelConcepts

Compensation Techniques

Compensation Objectives

Internal equity

Job Job

Job Job Analysis Description Evaluation Grades

Role clarity and accountability. Facilitates administration and performance management. Competitive wage policies and practices. Influence employees work attitudes and behaviour.

External equity

Market Salary Definitions Surveys

Policy Lines

Pay Structures

Employee equity

Seniority Increases

Performance Increase Evaluation Guidelines

Attract talents. Retain talents. Motivate employees. Comply with regulations. Consistency in policy administration.

Administration

Planning, Budgeting, Monitoring, Evaluating

人力资源管理

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 company s salary structure

人力资源管理

Principles For Job Evaluation Evaluating the job, not the job-holder Evaluating the present job, not the future job Job is being carried out in a fully acceptable

and competent manner Process of evaluation is based on given facts

in the job descriptions. Evaluate the job based on the “primary

responsibilities” and ignore the “special personal-to-holder responsibilities.”

人力资源管理

Job Evaluation : 3 Main Methods Qualitative Method (an example is the

Job Classification Method and the Job Comparison Method) Quantifying the Qualitative Method (an

example is the Point Method) Quantitative Method (an example is the

Guide Chart Profile Method)

人力资源管理

Job Classification Method adopted by Academic Institutions such as Universities Job Class A : Doctorate Degree with at least 10

years post doctoral experience plus relevant management experience (Faculty Head) Job Class B : Doctoral Degree 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 years

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)

人力资源管理

Job Evaluation: The Point MethodJob Evaluation Process1. Form a Job Evaluation Steering Committee2. Draw up a workplan for the exercise 3. Decide on the benchmark jobs

4. Decide on the job factors for the evaluation5. Determine number of degrees for each factor 6. Prepare job descriptions based on job-factor format

7. Analyse each benchmark job in terms of factors and degrees8. Decide on the weights of each factor 9. Determine the weighted score for each benchmark job 10. Slot in all other jobs into the job grades

人力资源管理

The Point MethodForm the Job Evaluation (JE) Steering Committeea. The Steering Committee should be chaired

by the CEO with functional Managers/ Heads as members. 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.

人力资源管理

Job Factor Score Sheet : Job # 12FactorEducation

A

B40 60 20 60 20 60 20 60 20 40

C60 90 30 90 30 90 30 90 30 60

D80 120 40 120 40 120 40 120 40 80

E100 150 50 150 50 150 50 150 50 100

20 Experience 30 Interpersonal Skills 10 Problems Encountered 30 Size of unit supervised 10 Decision Making 30 Work Environment 10 Impact of errors 30 Contacts/Committees 10 Assets Controlled ($) 20

Total Score = 440 points

人力资源管理

The Point MethodSlot all other jobs into the job grades a. From the clusters, decide on the number of job grades to adopt.

b. Slot in all other jobs into the job grades adopted.

人力资源管理

The Guide-Chart Profile : Hay MethodThis method, first 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 to fruition, the degree to which there is prime accountability, as compared to shared or contributory accountability in a job.

人力资源管理

The Guide-Chart Profile : 4 Critical Observations The most significant factor could be grouped as

representing the knowledge required to do a job, the kind of thinking 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 certain kinds of jobs The 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.

人力资源管理

The Guide-Chart Profile : Hay MethodThere are Three Factors with a total of eight elements which determine the value of different jobs. They are:

1. Know-How

2. Problem-Solving3. Accountability