工作评估）.pptx

工作评估）.pptx

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,JobEvaluationOld,BoldoraStoryUntold,MarcusDowningHayGroup,Content,WhatisJobEvaluation?

JobEvaluationProcessesandGuidelinesJobEvaluationandPaySettingRewardStructuresUsingJobEvaluationJobEvaluationandSalaryManagementJobEvaluationBenefitsJobEvaluationRisksandConsiderations,WhatisJobEvaluation?

WhatisJobEvaluation?

JobEvaluationisasystematicprocessforrankingorratingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre-determinedscaletodeterminetherelativeimportanceofjobstoanorganisation.WhichistosaythatJobEvaluation,ISComparativeJudgementalStructuredJobCentred,ISNotAbsoluteScientificUnstructuredPersonFocused,PossibleApplicationsforJobEvaluation,JOBEVALUATION,Reward,OrganisationalAnalysis,Grading,CareerDevelopment,SuccessionPlanning,Identifyinggapsinthestructure,Understandrelationshipsbetweenroles,Linktomarketdata,Understandingpossiblecareerpaths,Underpintheframework,JobRanking,JobRanking,ElementsofSizing,Depth&RangeofKnow-HowPlanning&OrganisingCommunicating&Influencing,FreedomtoActNatureofImpactAreaofImpact（Magnitude）,ThinkingEnvironmentThinkingChallenge,PROBLEMSOLVING,KNOW-HOW,ACCOUNTABILITY,+,+,=,TOTALSIZE,15.Emotionaleffort,2.Knowledge,training&experience,3.Analyticalskills,4.Planningandorganisationskills,5.Physicalskills,6.ResponsibilityPatient/clientcare,7.ResponsibilityPolicyandservice,8.ResponsibilityFinancialandphysical,9.ResponsibilityStaff/HRleadership,training,10.ResponsibilityInformationresources,11.ResponsibilityR&D,12.Freedomtoact,13.Physicaleffort,14.Mentaleffort,1.Communication&relationshipskills,16.Workingconditions,JobClassification,SlotjobsintogradesbycomparingwholejobwithascaleintheformofahierarchyofgradedefinitionsTheProcessNumberandcharacteristicsofgradesaredefinedGradedefinitionstoincludefactorslikeskills,experience,accountabilityUsuallyonlyafewgrades（differentiationaproblemiftoomany）,JobEvaluationProcessesandGuidelines,GuidelinesinJobEvaluation,Thejobasitisnow,GuidelinesinJobEvaluation,Thejobasitisnow,FullyacceptablePerformance,GuidelinesinJobEvaluation,Thejobasitisnow,FullyacceptablePerformance,TheJob&NOTthePerson,GuidelinesinJobEvaluation,Thejobasitisnow,FullyacceptablePerformance,TheJob&NOTthePerson,AimforConsensus,GuidelinesinJobEvaluation,Thejobasitisnow,Disregardcurrentpay&status,FullyacceptablePerformance,TheJob&NOTthePerson,AimforConsensus,GuidelinesinJobEvaluation,Thejobasitisnow,Disregardcurrentpay&status,FullyacceptablePerformance,TheJob&NOTthePerson,NounderstandingNoEvaluation,AimforConsensus,JobsExistInAContext,Changestoonejobaffectthosearoundthemjobsareintimatelyrelatedtothosearoundthem,JobFamilyEvaluationProcess,Review,BusinessInformation,EvaluationMethod,JobInformation,Judgement,RecordofReasons,ApplyConclusions,BusinessInput,JobEvaluationandPay,TheAllTimeEnemyofJobEvaluation.,Somefactorsinfluencingpay,Pay,ProfitShare,Dept.Performance,CompanyPerformance,Lengthofservice,MarketPositioning,IndividualPerformance,MarketComparison,Internalrelativity,Pay“heritage”,Jobsize,SettingRewardStructuresUsingJE,JOBANALYSISJobDescriptions,JOBEVALUATIONProcessMethodologyResults,REWARDSTRUCTURENumberWidthPositioning,PAYSTRUCTUREPolicyPracticeRanges,PAYPROGRESSIONMarketPositioningCorporatePerformanceIndividualPerformance,SettingUpRewardStructuresforBasePay,JobFamilies,Ajobfamilydescribesanumberofroleswhichareengagedinasimilarorrelatedkindofwork.Jobfamilymodellingisaprocessofworkanalysisanddefinitionwhichidentifiesthelevelswithinafamily,anddefinesaccountabilities,performancemeasuresandskillsforeachlevelofwork.Acompletedjobfamilyconsidershowmanylevelsofthattypeofworkthereareanddescribesthekeyfactorswhichdifferentiateonelevelfromthenext.,UsingJobEvaluationtoSizeJobFamilies,EvaluationScores,JobFamilyGenericLevelAGenericLevelBGenericLevelCGenericLevelDGenericLevelE,JobFamilyLevels,Accountabilities.,Knowledge&Skills.,PerformanceCriteria.,UsingJobEvaluationtoSizeJobFamilies,LevelsDefinedUsingChosenEvaluationMethodology,JFM1,JFM2,JFM3,JFM4,UsingJobEvaluationtoSetGradingStructures,Finance&IT,UsingJobEvaluationtoSetGradingStructures,Finance&IT,UsingJobEvaluationtoSetGradingStructures,Finance&IT,UsingJobEvaluationForSalaryManagement,%,JEBenefits,PossibleBenefits,AstructuredframeworkforpayandgradingGreaterclarityandtransparencyforemployeesIdentifyandtackleanomaliesImprovedfairnessandbetterequalvalueprotectionAccesstomarketdatatoinformcosteffectivedecisionsonpay,PossibleBenefits

（2）,SensitiveinmeasuringjobdifferencesEnablescomparisonofdissimilarjobsEnablesbenchmarkingagainstjobsoutsidetheorganisationaswellasreflectinghierarchiesinternallyIsabletoreflectjobsastheychangewithtimeHelptoimproverecruitmentandretentionfortargetedareaswithinyourbusinessProvidecleardevelopmentpathwaysforyouremployees,JERisksandConsiderations,PossibleRisks,FearsthatsalarycostswillriseAdministrative/processcostsriseThereisnofitwiththestrategicagendaTherearenopositivebenefitsforstakeholdersTheorganisationtakesontoomuch,ImplementationConsiderations,theneedforandpossibleproblemsingettingunioninvolvementtheneedforandproblemsingettingwiderbusinessinvolvementtheneedtohaveappealsprocesseswhichdoprovideasafetyvalvebutdonttakeupalotoftimethecriticalnatureofcommunicationstosuccess,ImplementationConsiderations（cont）,therequirementtolookcloselyatthenewpaypolicy:

whattopayfor;theroleofincrementsandthebasisforprogressionetcthedifficultiesofgettingmanagerstobuyintoanewwayofworking,andofraisingtheircapabilitytodealwithpayandperformanceprocessesthefactthatallthisattentiontogradingandpaywillraiseexpectations,andsothebigriskisthatchangeleaveslargenumbersdisappointed.,Questions,Contact/Presentationdetails,MarcusDowningHayGroupLtd0788411066902078567027Marcus_DowningHhttp:

/www.haygroup.co.uk/Events/Events.asp,