CIPDPres2英文版

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 Evalu

9、ation MethodMethod ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy consideringthe Entire JobClassificationMethodRankingMethodHay is a Modified Factor Comparison MethodLEVEL151666645554553353

10、212361515159121212912127711732160272727152121211621211212181243288424242223232322432321818251854512060606030454545344545252525660156396060604660607196496082406015. Emotional effort2. Knowledge, training & experience3. Analytical skills4. Planning and organisation skills5. Physical skills6. Respo

11、nsibility Patient/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 & relat

12、ionship skills16. Working conditionsDifferent Types of Evaluation MethodMethod ofComparison UsedMethod of Analysis UsedBy consideringJob ElementsPoint MethodFactor ComparisonMethodComparing JobAgainst SomeScaleComparing JobAgainst JobBy consideringthe Entire JobClassificationMethodRankingMethodHay i

13、s a Modified Factor Comparison 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 Usua

14、lly only a few grades (differentiation 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 i

15、t is nowFully acceptable 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 Jo

16、b & NOT the PersonAim forConsensusGuidelines 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

17、intimately related to those around themJob Family 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. Perfo

18、rmanceCompany PerformanceLength of serviceMarketPositioningIndividual PerformanceMarketComparisonInternal relativityPay “heritage”Job sizeSetting Reward Structures Using JEJOB ANALYSIS Job DescriptionsJOB EVALUATION Process Methodology ResultsREWARD STRUCTURE Number Width PositioningPAY STRUCTURE Po

19、licy Practice RangesPAY PROGRESSION Market Positioning 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 analy

20、sis and definition which identifies the levels within 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

21、next. Using Job Evaluation to Size Job FamiliesEvaluation 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 De

22、finedUsing ChosenEvaluationMethodology JFM 1JFM 2JFM 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 Ass

23、tUsing 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 &

24、 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 For Salary Management010,00020,00030,00040,000050010001500Job Evaluation Rating (e.g. Hay Units)Cu

25、rrently Paid ()%JE BenefitsPossible Benefitsw A structured framework for pay and grading 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 Benef

26、its (2)w Sensitive in measuring job differences w Enables comparison of dissimilar jobsw 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 and ConsiderationsPossible Risks Fears that salary costs will rise Administrative/process costs rise There is no fit with the strategic agend