4技能能力薪酬体系ppt课件

1、Skill & Competency - BasedCompensation SystemChapter TopicsPerson-Based Structures: Skill Plans“How to: Skill AnalysisPerson-Based Structures: Competencies“How to: Competency AnalysisJobs v. Skills or CompetenciesJobsclear expectationssense of progresspay based on value of workinflexibleSkills or Co

2、mpetenciescontinuous learningflexibilitylateral movementSkill & Competency AnalysisSkill Analysis: systematic process to identify skills to perform work: What you know.Skills: basic unit of knowledgeCompetency Analysis: systematic process to identify competencies required to for success. What you ca

3、n do.Competencies: basic units of knowledge & abilitiesSkill or Competency EvaluationPerson centered approach rather than job centeredDetermine the skill blocks that are valued: skill or skill units, rather than jobs are compensable.Quantify the valueDevelop certification proceduresMastery of skill

4、units is measured and certified.Pay changes do not necessarily accompany job changes.There is little emphasis on seniority in pay determination.Many Ways to Create Internal StructurePerson-Based Structures: CompetenciesSeveral perspectives on what competencies are and what they are meant to accompli

5、shSkill that can be learned and developed or a trait that includes attitudes and motives?Focus on the minimum requirements that the organization needs to stay in business or focus on outstanding performance?Characteristics of the organization or of the employee?才干薪酬体系才干是指一系列的技艺、知识、才干行为特征以及其他个人特征的总称。

6、在组合得当且环境适宜的情况下，这种才干对个人、群体、特定任务及整个组织的绩效有一种预测作用。才干是能预测人们在任务或生活中能否能获得高绩效或胜利的要素的集合。才干的冰山模型界定组织所需求的才干并不是一切才干都是组织所需求的斯内尔的中心才干界定模型中心才干是技艺和技术的集合，它使组织能为客房带来特别的、与众不同的利益。中心才干的判别规范：有价值很独特可扩展能学习斯内尔以为，中心才干可分为知识、流程、关系、技术四类。知识微生物免疫诊断抗体流程研发生物提纯DNA杂交关系美国军队世卫组织销售网络雇员技术免疫鉴定快速诊断基于DNA衡量才干通常有两种思绪来衡量员工才干将组织所需的每项才干视为一个独立的技艺

7、部件，对每个技艺部件都设置技艺等级和与之相对应的衡量规范。然后再根据这些规范来衡量员工才干。将组织所需的才干细化到职位簇中，为每个职位簇开发出与其对应的任职资历。然后再根据任职资历要求来衡量员工的才干。人际交往能力 4321容易与他人建立可信赖的积极发展的长期关系，善于与他人合作共事，善于领会他人的请求，并付之于适当的言行。 能够与他人建立可信赖的长期关系，能够与他人合作共事，领会他人的请求，有时帮助想办法解决。 较为自我，不易与他人建立长期关系，团队合作精神不强，对工作有影响，有时能关心他人，体会人的苦衷。 刚愎自用，不易与他人相处，自我封闭；不能与他人很好合作；不太关心他人，对他人的需求毫

8、无感觉。 领导能力 能合理评价下属的技能和绩效；善于了解下属需要，帮助下属成长和发展；善于分配工作与权力，引导下级积极主动地工作，完成任务。 能较为合理地评价下属的技能和绩效，指出其不足；能够根据实际情况，帮助下属成长和发展；能够顺利分配工作与权力，提高下属积极性能够按公司要求对下属作评估；不能很好地帮助下属成长和发展；欠缺分配工作、权力及指导部属的方法，下属积极性不高。 无法正确评估下属；不能帮助下属成长和发展；不善分配工作与权力，缺乏指导下属的方法；下属积极性不高。将才干与薪酬结合直接挂钩：员工的根本薪酬由才干决议。间接挂钩：根本薪酬由员工所在的职位和员工才干共同决议。其中才干职位决议“薪

9、等，才干决议根本工资在薪等中的详细位置。A1A2A33124才干薪酬体系产生的背景市场竞争方式的变化。知识经济时代的竞争是人才的竞争。要成为一流的企业，就要一流的员工队伍。组织构造的变化跨部门、跨职能团队出现、组织构造扁平化使员工不再把追求高级管理职位作为职业开展的主要目的，他们需求的是较大的自主权和任务弹性。管理理念的变化将才干与薪酬挂钩，是引导员工学习，进而企业提升本身中心竞争力的重要方法。Determining the InternalCompetency-Based StructureTerms in Competency AnalysisCore competenciesRelate

10、d to mission statements expressing organizations philosophy, values, business strategies, and plansCompetency setsTranslate each core competency into actionCompetency indicatorsObservable behaviors that indicate the level of competency within each setDefining CompetenciesOrganizations seem to be mov

11、ing away from the vagueness of self-concepts, traits, and motivesGreater emphasis on business-related descriptions of behaviors “that excellent performers exhibit much more consistently than average performersCompetencies are becoming “a collection of observable behaviors that require no inference,

12、assumption or interpretationCompetency-Based ApproachesTRW Human Resources CompetenciesSample Behavioral Competency IndicatorsHuman Resources CompetenciesSample Behavioral Competency IndicatorsPurpose of the Competency-Based StructureOrganization strategyFair to employeesMotivates behavior toward or

13、ganization objectives“How To Competency AnalysisObjectiveWhat information to collect?One scheme to classify competencies includesPersonal characteristicsVisionaryOrganization specificExamples3M Leadership CompetenciesBehavioral Anchors for Global-Perspective CompetencyThe Top 20 Competencies“How To

14、Competency Analysis (cont.)Whom to involve?Competencies are derived from executive leaderships beliefs about strategic organizational intent Establish certification methodsResulting structure Designed with relatively few levelsGuidance from the research on competenciesCompetency Analysis CriticismsC

15、ompetencies sometimes vagueSome competencies difficult to measure: cant give a testDifficult to relate to what people do Could expect a competency that they dont engage in才干薪酬的优缺陷优点：提高企业的灵敏性和顺应性使员工承当更多、更广泛的责任鼓励员工为本身开展担任，努力提高才干。缺陷：要定期更新才干评价体系，重新鉴定员工才干。能够会添加人工本钱Person-Based Structures: Skill PlansAdva

16、ntage of a skill-based plan is that people can be deployed in a way that better matches the flow of workAvoids bottle necksAvoids idlingSkill-based structures link pay to the depth or breadth of the skills, abilities, and knowledge person acquires that are relevant to the work. In contrast, a job-ba

17、sed plan pays employees for the job to which they are assigned, regardless of the skills they possess.What is a Skill-Based Structure? 技艺薪酬体系技艺薪酬体系是指组织根据一个人所掌握的与任务有关的技艺、才干以及知识的深度、广度支付根本薪酬的一种报酬制度。Types of Skill PlansSkill plans can focus on Depth based深度技艺，即经过在一个范围较为明确的具有一定专业性的技术或专业领域中不断积累而构成的专业知识、技艺

18、和阅历。 SpecialistBreadth based广度技艺，往往要求员工在从事任务时，需求运用其上游、下游或者同级职位上所要求的多种普通性技艺。 Generalist/ multiskilled based技艺深度和技艺广度Sample: Skill LadderPurpose of the Skill-Based StructureAlign employee goals with the goals of the organization Improve staffing flexibility Increase individual productivity Increase ov

19、erall efficiency in the organization, thereby, reducing costs Determining theInternal Skill-Based StructureSystematic process of identifying and collecting information about skills required to perform work in an organization.What Is Skill Analysis?“How To Skill AnalysisTo build a structure, a proces

20、s is needed to describe, certify, and value the skillsWhat is the objective of the plan?What information should be collected?What methods should be used?Who should be involved?How useful are the results for pay purposes?“How To Skill Analysis (cont.)What information to collect? Foundation skillsCore

21、 electivesOptional electivesWhom to involve?Employees and managersEstablish certification methodsPeer review, on-the-job demonstrations, or formal tests“How To Skill Analysis (cont.)Guidance from the research on skill-based plansDesign of certification process crucial in perception of fairnessAlignm

22、ent with organizations strategyMay be best for short-term initiativesCreating Skill Blocks A skill block is a set of skills acquired to perform a collection of tasks, duties, and/or responsibilities that represents an organizationally-valued package upon which to base pay decisions.Creating Skill Bl

23、ocks - Case Studies Skill Certification- Case StudiesFMCs Technician Skill-Based StructureCosts Associated with SBC Increased labor costs Increased training costs Increased administrative costs PRODUCTIVITY AND EFFICIENCY must offset these increased costs in order for a SBC program to succeed! 技艺薪酬的

24、实施条件从任务性质上看，技艺薪酬体系适用于需求多种技艺的职位技艺薪酬体系能否得到运用还取决于管理层的认识。技艺薪酬体系的设计流程建立技艺薪酬体系设计小组进展任务分析评价任务义务确定技艺等级并为之定价技艺的分析、培训与认证1、建立设计小组要成立两个层次的小组指点委员会来自公司高层，把握全局设计小组来自各相关部门，从事详细设计任务。设计小组的成员要有广泛的代表性。2、进展任务分析技艺薪酬的支付对象是组织需求的技艺不做详细的任务分析，就不能区分所需的技艺，难以划分技艺等级。3、评价任务义务对各项任务义务的难度和重要性进展评价。需求制定相应的尺度重要性尺度0不执行该技能1有点重要2一般重要3比较重要 4很重要5非常重要4、技艺等级确实定与定价技艺模块：员工为了按照既定的规范完成任务义务而必需可以执行的一个