工作考核评估

Slide Title,Body Text,Second Level,Third Level,Fourth Level,Fifth Level,Job Evaluation,Old, Bold or a Story Untold,Marcus Downing,Hay Group,Content,What is Job Evaluation?,Job Evaluation Processes and Guidelines,Job Evaluation and Pay,Setting Reward Structures Using Job Evaluation,Job Evaluation and Salary Management,Job 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 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 Evaluation ,IS,Comparative,Judgemental,Structured,Job Centred,IS Not,Absolute,Scientific,Unstructured,Person Focused,Possible Applications for Job Evaluation,JOB EVALUATION,Reward,Organisational Analysis,Grading,Career Development,Succession Planning,Identifying gaps in the structure,Understand relationships between roles,Link to market data,Understanding possible career paths,Underpin the framework,Arsenal,Bolton,Chelsea,Arsenal,Bolton,Chelsea,X,X,X,3,3,3,0,0,0,Total,Rank,3,0,3,6,1,2,Job Ranking,Chief Executive,HR Manager,Security,Chief Executive,HR Manager,Security,X,X,X,3,3,0,0,0,3,Total,Rank,0,3,2,6,1,3,Job Ranking,Elements of Sizing,Depth & Rangeof,Know-How,Planning &Organising,Communicating &Influencing,Freedom,to Act,Nature of,Impact,Area of,Impact,(Magnitude),Thinking,Environment,Thinking,Challenge,PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,+,+,=,TOTAL SIZE,LEVEL,1,5,16,6,6,6,4,5,5,5,4,5,5,3,3,5,3,2,12,36,15,15,15,9,12,12,12,9,12,12,7,7,11,7,3,21,60,27,27,27,15,21,21,21,16,21,21,12,12,18,12,4,32,88,42,42,42,22,32,32,32,24,32,32,18,18,25,18,5,45,120,60,60,60,30,45,45,45,34,45,45,25,25,25,6,60,156,39,60,60,60,46,60,60,7,196,49,60,8,240,60,15. Emotional effort,2.Knowledge, training & experience,3.Analytical skills,4.Planning and organisation skills,5.Physical skills,6.Responsibility Patient/client care,7.Responsibility Policy 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,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 definitions,The Process,Number and characteristics of grades are defined,Grade definitions to include factors like skills, experience, accountability,Usually only a few grades (differentiation a problem if too many),A,Xxxxxxxx,B,Xxxxxxxx,C,Xxxxxxxx,D,Xxxxxxxx,Job Evaluation Processes,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 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 for,Consensus,Guidelines in Job Evaluation,The job as it is now,Disregard current pay & status,Fully acceptable Performance,The Job & NOT the Person,Aim for,Consensus,Guidelines in Job Evaluation,The job as it is now,Disregard current pay & status,Fully acceptable Performance,The Job & NOT the Person,No understanding No Evaluation,Aim for,Consensus,Jobs Exist In A Context,Changes to one job affect those around them,jobs are intimately related to those around them,Job Family Evaluation Process,Review,Business,Information,Evaluation,Method,Job Information,Judgement,Record of,Reasons,Apply Conclusions,Business,Input,Job Evaluation and Pay,The AllTime Enemy of Job Evaluation.,Some factors influencing pay,Pay,Profit Share,Dept. Performance,Company Performance,Length of service,Market,Positioning,Individual Performance,Market,Comparison,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 STRUCTURE,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 engaged 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 for 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,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,.,.,.,Performance Criteria,.,.,.,Using Job Evaluation to Size Job Families,Levels Defined,Using,Chosen,Evaluation,Methodology,JFM 1,JFM 2,JFM 3,JFM 4,Using Job Evaluation to Set Grading Structures,Finance & IT,Finance,Director,Tech Mgr,Systems Mgr,Financial Controller,T, F H&S,Asst,Finance Admin,T, F, H&S,Mgr,Credit Control,Mgr,Finance,Asst,Systems Analyst,Asst Developer,IT Support,Asst,Using Job Evaluation to Set Grading Structures,Finance & IT,Finance,Director,Tech Mgr,Systems Mgr,Financial Controller,T, F H&S,Asst,Finance Admin,T, F, H&S,Mgr,Credit Control,Mgr,Finance,Asst,Systems Analyst,Asst Developer,IT Support,Asst,Using Job Evaluation to Set Grading Structures,Finance & IT,Finance,Director,Tech Mgr,Systems Mgr,Financial Controller,T, F H&S,Asst,Finance Admin,T, F, H&S,Mgr,Credit Control,Mgr,Finance,Asst,Systems Analyst,Asst Developer,IT Support,Asst,Using Job Evaluation For,Salary Management,%,JE Benefits,Possible Benefits,A structured framework for pay and grading,Greater clarity and transparency for employees,Identify and tackle anomalies,Improved fairness and better equal value protection,Access to market data to inform cost effective decisions on pay,Possible Benefits (2),Sensitive in measuring job differences,Enables comparison of dissimilar jobs,Enables benchmarking against jobs outside the organisation as well as reflecting hierarchies internally,Is able to reflect jobs as they change with time,Help to improve recruitment and retention for targeted areas within your business,Provide clear development pathways for your employees,JE Risks and Considerations,Possible 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 much,Implementation Considerations,the need for and possible problems in getting union involvement,the need for and problems in getting wider business involvement,the need to have appeals processes which do provide a safety valve but dont take up a lot of time,the critical nature of communications to success,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 etc,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 processes,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.,Questions,Contact/Presentation details,Marcus Downing,Hay Group Ltd,0788 411 0669,0207 856 7027,Marcus_DowningH,http:/www.haygroup.co.uk/Events/Events.asp,