英文版人力资源管理

1、Compensation Management : Tools and Techniques,Lee Kok Wai Lectures 4 and 5,Strategic Partner,Administrative Expert,Employee Relations Expert,Change Agent,HRs 4 Roles or inter-company coordination of a tactical function IV. Broad Integration of the major functions in an operating company; or group-w

2、ide coordination of a strategic function affecting policy formation V. Total The management of strategic functions and policy formation,The Guide-Chart Profile Method : Know-How,Human Relations Skills 1. Basic Ordinary courtesy and effectiveness in dealing with others 2. Important Understanding and

3、influencing people, important but not over-riding considerations 3. Over-riding Skills in developing and motivating people are over-riding considerations,The Guide-Chart Profile Method : Know-How,The Guide-Chart Profile Method : Know-How,Guide-Chart Profile Method : Problem Solving,What is Problem S

4、olving The use of Know-How required by the job to identify, define, and resolve problems. “You think with what you know.” This is even true for the most creative work. The raw material of any thinking is knowledge of facts, principles and means. For that reason, Problem Solving is measured as a perc

5、entage of Know-How. Problem Solving has two dimensions: The environment in which the thinking takes place The challenge presented by the thinking to be done,The Guide-Chart Profile Method Problem-Solving,Thinking Environment A. Detailed rules and/or rigid supervision B. Standard instructions and/or

6、continuous close supervision C. Well-defined procedures, somewhat diversified and/or supervised D. Substantially diversified established company procedures, and general supervision E. Clearly defined company policies, principles and specific objectives under readily available direction F. Broad poli

7、cies and objectives, under general direction G. General policies, principles and goals under guidance H. Business philosophy and/or principles controlling human affairs,The Guide-Chart Profile Method Problem-Solving,Thinking Challenge I. Repetitive Identical situations requiring solution by simple c

8、hoice of things learned II. Patterned Similar situations requiring solution by discriminating choice of things learned III. Variable Differing situations requiring searching, finding and selecting solutions within the area of things learned IV. Adaptive Situations requiring analytical interpretive a

9、nd/or constructive thinking. Judgment is required V. Creative Novel or non-recurring path-finding situations requiring the development of new concepts and imaginative approaches,Guide-Chart Profile Method : Accountability,What is Accountability? The answerability for action and for the consequences

10、thereof. It is the measured effect of the job on end results of the organization. It has three dimensions: Freedom to Act - is the extent of personal, procedural, or systematic guidance or control of actions in relation to the primary emphasis of the job Job Impact on End Results is the extent to wh

11、ich job can directly affects actions necessary to produce results within its primary emphasis. Magnitude is the portion of the total organization encompassed by the primary emphasis of the job. This is usually but not necessarily, reflected by the annual revenue or expense dollars associated with th

12、e area in which the job has its primary emphasis.,The Guide-Chart Profile Method - Accountability,Freedom To Act A. Prescribed Direct and detailed instructions, and close supervision B. Controlled Established work routines and close supervision C. Standardised Standardised practices and procedures,

13、general work instructions and supervision of progress and results D. Generally regulated Practices and procedures which have clear precedents E. Directed Broad practice and procedures covered by functional precedents and policies and managerial direction F. Oriented Direction Functional policies and

14、 goals, and general managerial direction G. Senior Guidance Inherently and primarily to direct top management guidance H. Ownership Guidance Only to ownership review and public recreation,Impact I. Very Small (under US$1M) II. Small (Between US$1M to US$10M) III. Medium (Between US$10M to US$100M) I

15、V. Large (More than US$100M),The Guide-Chart Profile Method - Accountability,Environment 1. Remote Giving information on other incidental services for use by others involved in the action 2. Contributory Interpreter, advisory or facilitating services to those involved in the action 3. Shared Partici

16、pating with others (except superiors and subordinates) in taking action 4. Prime Wholly responsible, with little or no shared responsibility,The Guide-Chart Profile Method - Accountability,Salary Survey based on Hay Method,Salary Survey based on Hay Method,Internal equity,External equity,Employee eq

17、uity,Administration,Concepts,Compensation Techniques,Planning, Budgeting, Monitoring, Evaluating,Job Analysis,Job Description,Job Evaluation,Job Grades,Market Definitions,Salary Surveys,Policy Lines,Pay Structures,Seniority Increases,Performance Evaluation,Increase Guidelines,Compensation Objectives

18、,Role clarity and accountability. Facilitates administration and performance management. Competitive wage policies and practices. Influence employees work attitudes and behaviour. Attract talents. Retain talents. Motivate employees. Comply with regulations. Consistency in policy administration.,The

19、Strategic Compensation Model,Compensation Management,The fundamentals of salary administration Salary administration is concerned with deciding how and what staff should be paid and with the techniques and procedures for designing and maintaining salary structures, rewarding staff and exercising sal

20、ary control.,Aims Of Salary Administration,The basic aims of salary administration are to attract, retain and motivate staff by developing and maintaining a competitive and equitable salary structure. To ensure that a sufficient number of suitable staff is attracted to join the organization; To enco

21、urage suitable staff to remain with the organization; To develop and maintain a logical salary structure which achieves equity in the pay for jobs of similar responsibility and consistency in the differentials between jobs in accordance with their relative values; To ensure that salary levels match

22、market rates; To keep the salary levels adjusted in line with increases in the cost of living;,Aims Of Salary Administration,To maintain consistency in methods used to fix and review salary levels and differentials; To provide for progression within the salary structure in accordance with performanc

23、e and level of responsibility; To operate the salary system fairly and convince the staff that the system is fair; To maintain a flexible salary system which will accommodate changes in the market rates for different skills and in the companys organization structure; To achieve simplicity in operati

24、ons as an aid to staff understanding and to minimize administrative effort; To operate effective systems of controlling salary costs and the administrative procedures required to achieve the above aims at the least cost to the organization.,Components Of Salary Administration,The starting point of s

25、alary administration is the determination of salary levels by job evaluation. Thereafter, salary administration is concerned with: The design and maintenance of salary structures; The operation of salary progression systems; The administration and control of salary reviews; The design and operation

26、of bonus schemes; The provision of employee benefits and other allowances; The development of a total remuneration policy.,Compensation Tools and Techniques,Pay Structure Salary Structure Performance Related Pay Merit Payment Scheme Incentive Scheme Benefit Policies Salary Review Guidelines Compa-ra

27、tio Salary Problems,Criteria for Pay Structures,Be appropriate to the needs of the organization, in terms of its: - culture, size and the degree in which changes take place - need for flexibility - type and level of employees to be covered Be flexible in response to internal and external pressures,

28、especially those related to market rates and skill shortages. Provide scope for rewarding high-flyers while still providing appropriate rewards for the majority of employees. Ensure that rewards are given in line with performances and achievements. Provide a basis for career planning which will moti

29、vate ambitious employees with high potential. Facilitate consistency in the treatment of varying levels of responsibility and performance.,Graded Salary Structures,All jobs are allocated into salary grade within the structure on the basis of an assessment of their internal and external value to the

30、organization. Each salary grade consists of a salary range or band. The jobs allocated to a salary grade are assumed to be broadly of the same level normally the same minimum and maximum rates, which correspond with grade boundaries.,Graded Salary Structures,A typical graded structure consists of a

31、sequence of salary grades or ranges, each of which has a defined minimum and maximum. It is assumed that all the jobs allocated into a grade are broadly of the same value, although actual salaries earned by individuals will depend on their performance or length of service. Across the board cost of l

32、iving or market rate increases will usually result in an increase to the minima and maxima of each grade. All the jobs in an organization may be covered by the same structure of salary ranges or there may be different structures for different levels or categories of jobs.,Make-up of a Salary Grade,A

33、 basic principle of a salary structure is that individuals advance through the structure either by progressing within the salary grade for the job as they improve their performance, or by promotion. In the simplest structure, people move more or less steadily from the entry point of the grade (with

34、might be above the minimum if they have already gained relevant experience elsewhere or within the firm) to the upper limit, unless they move to a higher grade. It is possible, however, to distinguish three stages into which this progression is divided, and for salary administration purposes it is h

35、elpful to divide the grade into three zones which correspond to these stages.,Salary Structure : Ratio Method,Salary Structure : Ratio Method,Salary Structure : Dispersion Method,Salary Structure : Dispersion Method,The learning zone covers the period when a person is on his learning curve, familiar

36、izing himself with the knowledge and skills required if he is to become fully competent. The length of time to go through this zone will vary according to the individuals experience, competence and ability to learn. It would be accepted that someone might enter the range at any point in this zone, f

37、rom bottom to top, depending on experience.,The Learning Zone,The qualified zone covers the period when the job holder continues to increase his capacity to do the work and to improve his performance. The minimum salary in this zone should be the market rate for the job, so far as this can be ascert

38、ained, the assumption being that the market rate is the salary level required to attract a competent individual from another job to join the company.The mid-point in this zone, which is also the mid-point of the grade, is the salary level which all competent employees would be expected to achieve. T

39、his is above the market rate in order to retain these individuals. An employee who is no more than competent could stop at this point, but most would continue to advance until they reach the top of the qualified zone, which would be regarded as the normal maximum for the job. Many such employees wou

40、ld in any case be promoted to a higher grade before they reach the upper limit of this zone.,The Qualified Zone,The premium zone is reserved for those employees, especially in the higher grade jobs, who achieve exceptional results but for whom suitable promotion opportunities do not exist. This zone

41、 enables outstanding staff to be given additional rewards and encouragement. In some salary structures, the published salary grades for each job only cover the learning and qualified zones, the premium zone being reserved for use in special cases. Progression through that zone would not be regarded

42、as normal by management or staff.,The Premium Zone,Make-up of a Salary Range,Relationships Between Grades,20%,20%,Graded Salary Structures,The range may be defined in terms of the difference between the lowest and highest points in the range, using the minimum as the anchor (Maxmin ratio method): Mi

43、nMidpointMaxMaxmin $20,000$24,000$30,0001:50 $20,000$25,000$32,0001:60 $20,000$26,000$34,0001:70 Alternatively, the range may be defined as a percentage of the midpoint using the midpoint as the anchor (Salary dispersion method): Min Midpoint MaxDispersion Max Point (100%)PointRatio $20,000(80%)$25,

44、000(100%)$30,000(120%)+20%1.50 $18,750(75%) $25,000(100%)$31,250(125%) +25%1.67 $17,500(70%)$25,000(100%)$32,5000(130%)+30%1.85,The midpoint of the range is regarded as the “target salary” for the grade, which would be the average salary of the staff in the grade. The target salary is the salary tha

45、t you will pay to a fully competent professional doing the job on that grade The midpoint is usually aligned to the market rates for jobs in the grade. The salary policy of the organization determines whether the midpoint is equated to the median market rate or whether it is related to another point

46、. eg upper quartile,Graded Salary Structures,The rate of salary progression through a range is determine by: - time or length of service (service increments) - individual performance (variable or merit increments) The number of salary ranges required depend on: - the upper and lower salary levels of

47、 the jobs to be covered by the structure, which give the overall range of salaries within which the individual salary ranges have to be fitted - the number of distinct levels of responsibility in the hierarchy which needs to be catered for by separate grades - the size of the differentials between e

48、ach salary range.,Graded Salary Structures,Graded Salary Structures,There is a differential between the midpoints of each salary range which provides adequate scope for rewarding increased responsibility on promotion. It does not create too wide a gap between adjacent grades or reduce the amount of

49、flexibility available for grading jobs. The salary ranges are sufficiently wide to allow recognition of the fact that people in same job grade can perform differently, from satisfactory performance to outstanding performance. There is an overlap between two consecutive salary grades which acknowledg

50、es that an experienced person should be of more value on the current grade than a newcomer in the next higher grade.,Designing the Salary Structure,Step 1 Conduct market rate surveys for existing jobs. Review existing salary structures and differentials between the salary levels of the most senior a

51、nd junior jobs to be covered by the new structure. Identify key problem areas (if any) in existing structures. Step 2 Conduct an update of the job evaluation exercise, taking into consideration all changes to jobs since the last job evaluation review Step 3 Obtain market rate data for the evaluated

52、jobs, bearing in mind that there is likely be a range of market rates rather than a precise figure. Preferably the market rate data should be based on a similar job evaluation system for comparability.,Designing the Salary Structure,Step 4 Draw up a salary grade structure between the upper and lower

53、 limits, according to policies for differentials, the width of salary grades and the size of overlap between two consecutive grades. Step 5 Slot all jobs into grade structure in accordance with the results of both the job evaluations and the market rate surveys. Step 6 Identify all cases that are be

54、low the salary range and cases that have exceeded the salary range (max-out cases) and review their job evaluation scores and grades,Advantages of Graded Structures,The relative levels of jobs in different functions can be readily assessed and recognized. Consistent methods of grading jobs and estab

55、lishing differentials between them can be maintained. A well-defined and comprehensible framework exists within which salary and career progression can be planned and controlled. Better control can be exercised over salaries for new hires, merit increments and promotion increases. Graded structures

56、facilitate order, consistency and control.,Disadvantages of Graded Structures,It can be inflexible at times, unless periodic review is carry out every 3 years or so. Fixed grades make it more difficult to accommodate the many changes to which reward structures are subject because of internal and ext

57、ernal pressures. The sort of people they employ cannot be confined within rigid range boundaries, unless incentive schemes are available. It brings people to the top of the range barriers where they become stuck if there are no opportunities for promotion to the next grade.,Key topics covered Minimu

58、m Point of Salary Range Maximum Point of Salary Range Entry Point for new staff Annual increments Salary adjustments Promotion increments Lumpsum payments Incentive schemes Flexible benefits,Salary Administration,60,Current and Proposed Salary Structure Midpoints, Market Average, and Company Average

59、 Salary,Job Grades or where the adoption of other new and key values should be rewarded. Discriminate consistently and be equitable on the distribution of rewards to employees according to their performance results and contributions.,Objectives of Performance-Related Pay (PRP),Deliver a positive message about performance expectations of the company focuses attention on key performance issues. Direct attention and endeavour by specifying the organizations performance goals and standards. Emphasize individual performance or teamwork as appropriate. Improve the recruitmen