《人力资源有关讲义.ppt》由会员分享，可在线阅读，更多相关《人力资源有关讲义.ppt（111页珍藏版）》请在三一办公上搜索。
1、Compensation Management:Tools and Techniques,Lee Kok Wai Lectures 4 and 5,StrategicPartner,Administrative Expert,Employee Relations Expert,Change Agent,HRs 4 Roles&Key Accountabilities,Managing Human Resources in COMPAQ,Compensation Mgt.T-Comp philosophy&design T-Comp planning&admin.Incentive plans(
2、MIPs/LTB)Profit-sharing scheme Reward&recognition prog.Expatriate mgt.,Manpower Mgt.Headcount management Recruitment strategies Sources of labor supply Selection process&tools Retention strategies&plans Staff deployment Staff orientation,Employee Relations Mgt.Benefits administration Code of conduct
3、ðics Employee discipline Employee communications Staff social,sports&recreation Community services&relations,EHS&S Mgt.Environment mgt.Employee wellness Employee health services Loss prevention Asset management Safety mgt.,Culture/Values Mgt.Corporate vision Corporate mission Culture building Tea
4、mbuilding Habits building,Performance Mgt.(HRD)Staff training&development Succession planning Career planning Coaching&counseling Appraisal review/ranking Organization development Leadership development,Human Resource Admin.Records&information mgt.Personnel research HR policy review HR process impro
5、vements HR performance stds&audit Legal compliance Document control,Strategic Components of Human Resources,COMPENSATION MANAGEMENTWe believe in paying competitive wages that commensurate with job size and individual performanceWELFARE MANAGEMENTWe believe in being a firm,fair and caring employer.We
6、 strive to make employees value their jobs and want to remain in the organization based on their abilities to contribute and grow.PERFORMANCE MANAGEMENTWe believe in equipping employees with the necessary skills to do a good job,providing them with the tools,the environment,the support and the infor
7、mation needed to excel in their jobs.CAREER MANAGEMENTWe believe in matching employees strengths and aptitudes to available jobs,developing them to their highest potential and offering them opportunities to advance in their careers.CULTURE/VALUE MANAGEMENTWe believe in instilling our corporate core
8、values and promoting a corporate culture that emphasizes results,teamwork,learning,sharing,service quality and work excellence.,Internalequity,Externalequity,Employeeequity,Administration,Concepts,Compensation Techniques,Planning,Budgeting,Monitoring,Evaluating,JobAnalysis,JobDescription,JobEvaluati
9、on,JobGrades,MarketDefinitions,SalarySurveys,PolicyLines,PayStructures,SeniorityIncreases,PerformanceEvaluation,IncreaseGuidelines,Compensation Objectives,Role clarity and accountability.Facilitates administration and performance management.Competitive wage policies and practices.Influence employees
10、 workattitudes and behaviour.Attract talents.Retain talents.Motivate employees.Comply with regulations.Consistency in policyadministration.,The Strategic Compensation Model,What is Job Evaluation?,Job evaluation is a decision process of comparing one job with another job with the aim of establishing
11、 the relative importance of jobs within the organization.Job evaluation will provide an internally logical ranking of all jobs which will form the basis of the companys salary structure,Principles For Job Evaluation,Evaluating the job,not the job-holderEvaluating the present job,not the future jobJo
12、b is being carried out in a fully acceptable and competent mannerProcess of evaluation is based on given facts in the job descriptions.Evaluate the job based on the“primary responsibilities”and ignore the“special personal-to-holder responsibilities.”,Job Evaluation:3 Main Methods,Qualitative Method(
13、an example is the Job Classification Method and the Job Comparison Method)Quantifying the Qualitative Method(an example is the Point Method)Quantitative Method(an example is the Guide Chart Profile Method),Job Classification Method adopted by Academic Institutions such as Universities,Job Class A:Do
14、ctorate Degree with at least 10 years post doctoral experience plus relevant management experience(Faculty Head)Job Class B:Doctoral Degree with at least 5 to 10 years post doctoral experience(Full Professor)Job Class C:Doctoral Degree with less than 5 years post doctoral experience or Masters Degre
15、e with over 10 years post graduate experience(Associate Professor and Senior Lecturer)Job Class D:Masters Degree with 5 to 10 years post graduate experience(Lecturer)Job Class E:Masters Degree with 3 to 5 years experience(Assistant Lecturer)Job Class F:Masters Degree with less than 3 years experienc
16、e(Teaching or Research Assistant),Job Evaluation:The Point Method,Job Evaluation Process1.Form a Job Evaluation Steering Committee2.Draw up a workplan for the exercise3.Decide on the benchmark jobs4.Decide on the job factors for the evaluation5.Determine number of degrees for each factor6.Prepare jo
17、b descriptions based on job-factor format7.Analyse each benchmark job in terms of factors and degrees8.Decide on the weights of each factor9.Determine the weighted score for each benchmark job10.Slot in all other jobs into the job grades,The Point Method,Form the Job Evaluation(JE)Steering Committee
18、a.The Steering Committee should be chaired by the CEO with functional Managers/Heads as members.The HR Manager should be the Secretary of the JE Steering Committee.b.If an external consultant is employed to assist in the exercise,then he should be designated as the advisor to the Steering Committee.
19、The HR Manager should then double-up as the counterpart for internal skills transfer.,Job Factor Score Sheet:Job#12,Total Score=440 points,The Point Method,Slot all other jobs into the job gradesa.From the clusters,decide on the number of job grades to adopt.b.Slot in all other jobs into the job gra
20、des adopted.,The Guide-Chart Profile:Hay Method,This method,first developed by Dr Edward N.Hay in the early 1950s,is essentially concerned with decision making and responsibility.Guide Charts were created in 1951 in client situations.Emphasis was placed on answerability for the consequences of decis
21、ions,the degree of freedom to take decisions and bring them to fruition,the degree to which there is prime accountability,as compared to shared or contributory accountability in a job.,The Guide-Chart Profile:4 Critical Observations,The most significant factor could be grouped as representing the kn
22、owledge required to do a job,the kind of thinking needed to solve the problems commonly faced,and the responsibilities assigned.Jobs could be ranked not only in the order of importance within the organization,but the distances between the ranks could be determined.The factors appeared in certain kin
23、ds of patterns that seemed to be inherent to certain kinds of jobsThe focus of the process of job evaluation must be on the nature and requirements of the job itself,not on the skills or background or characteristics or pay of the job holder.,The Guide-Chart Profile:Hay Method,There are Three Factor
24、s with a total of eight elements which determine the value of different jobs.They are:1.Know-How2.Problem-Solving3.Accountability,The Guide-Chart Profile Method:Know-How,What is Know-HowKnow-How is the total of every kind of skill required for average acceptable job performance.It is knowledge and e
25、xperience in professional,managerial and human Relations activities necessary to fulfill the job.Know-How is measured in depth by eight degrees and in breadth by five degrees,The Guide-Chart Profile Method:Know-How,The three dimensions of Know-How are:Practical procedures,specialized techniques and
26、knowledge within occupational fields,commercial functions,and professional or scientific disciplines.This is commonly referred to as the Depth of Know-How.Integrating and harmonizing simultaneous achievements of diversified functions within managerial situations occurring in operating,technical,supp
27、ort or administrative fields.This is referred to as the Breadth of Know-HowActive,practicing person-to-person skills in work with other people.This is referred to as the Human Relations Skill.,Depth Of Know-HowA.Education to post primary levelB.Practiced in standard work routines and/or use of simpl
28、e equipment and machinesC.Procedural or systematic efficiency and use of specialized equipmentD.Specialized skill gained by on-the-job experience or through part professional qualification E.Understanding of theoretical principles normally gained through professional qualification or through a detai
29、led group of involved practices and proceduresF.Seasoned proficiency in a highly specialized field,gained through experience built on theories or a broad and deep understanding of complex practicesG.Mastery of principles,practices and theories gained through wide experience and/or special developmen
30、tH.Unique command of principles,theories and practices,The Guide-Chart Profile Method:Know-How,Breadth Of Know-HowI.Non or minimal Performance or supervision of jobs which have closely specified objectivesII.Homogeneous Integration of operations which are homogeneous in nature and objective,and coor
31、dination with associated functionsIII.Heterogeneous Integration or coordination of diverse functions or sub-functions in a company;or inter-company coordination of a tactical functionIV.Broad Integration of the major functions in an operating company;or group-wide coordination of a strategic functio
32、n affecting policy formationV.Total The management of strategic functions and policy formation,The Guide-Chart Profile Method:Know-How,Human Relations Skills1.Basic Ordinary courtesy and effectiveness in dealing with others2.Important Understanding and influencing people,important but not over-ridin
33、g considerations3.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 SolvingThe use of Know-How required by the job to identif
34、y,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 percentage of Know-How.Problem Solving has two dimensions:The environ
35、ment in which the thinking takes placeThe challenge presented by the thinking to be done,The Guide-Chart Profile Method Problem-Solving,Thinking Environment A.Detailed rules and/or rigid supervisionB.Standard instructions and/or continuous close supervisionC.Well-defined procedures,somewhat diversif
36、ied and/or supervisedD.Substantially diversified established company procedures,and general supervisionE.Clearly defined company policies,principles and specific objectives under readily available directionF.Broad policies and objectives,under general directionG.General policies,principles and goals
37、 under guidanceH.Business philosophy and/or principles controlling human affairs,The Guide-Chart Profile Method Problem-Solving,Thinking ChallengeI.Repetitive Identical situations requiring solution by simple choice of things learnedII.Patterned Similar situations requiring solution by discriminatin
38、g choice of things learnedIII.Variable Differing situations requiring searching,finding and selecting solutions within the area of things learnedIV.Adaptive Situations requiring analytical interpretive and/or constructive thinking.Judgment is requiredV.Creative Novel or non-recurring path-finding si
39、tuations 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 thereof.It is the measured effect of the job on end results of the organization.It has three dimensions
40、:Freedom to Act-is the extent of personal,procedural,or systematic guidance or control of actions in relation to the primary emphasis of the jobJob Impact on End Results is the extent to which job can directly affects actions necessary to produce results within its primary emphasis.Magnitude is the
41、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 the area in which the job has its primary emphasis.,The Guide-Chart Profile Method-Accountability,Freedom To ActA.Pr
42、escribed Direct and detailed instructions,and close supervisionB.Controlled Established work routines and close supervisionC.Standardised Standardised practices and procedures,general work instructions and supervision of progress and resultsD.Generally regulated Practices and procedures which have c
43、lear precedentsE.Directed Broad practice and procedures covered by functional precedents and policies and managerial directionF.Oriented Direction Functional policies and goals,and general managerial directionG.Senior Guidance Inherently and primarily to direct top management guidanceH.Ownership Gui
44、dance Only to ownership review and public recreation,ImpactI.Very Small(under US$1M)II.Small(Between US$1M to US$10M)III.Medium(Between US$10M to US$100M)IV.Large(More than US$100M),The Guide-Chart Profile Method-Accountability,Environment1.Remote Giving information on other incidental services for
45、use by others involved in the action2.Contributory Interpreter,advisory or facilitating services to those involved in the action3.Shared Participating with others(except superiors and subordinates)in taking action4.Prime Wholly responsible,with little or no shared responsibility,The Guide-Chart Prof
46、ile Method-Accountability,Salary Survey based on Hay Method,Salary Survey based on Hay Method,Internalequity,Externalequity,Employeeequity,Administration,Concepts,Compensation Techniques,Planning,Budgeting,Monitoring,Evaluating,JobAnalysis,JobDescription,JobEvaluation,JobGrades,MarketDefinitions,Sal
47、arySurveys,PolicyLines,PayStructures,SeniorityIncreases,PerformanceEvaluation,IncreaseGuidelines,Compensation Objectives,Role clarity and accountability.Facilitates administration and performance management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attra
48、ct talents.Retain talents.Motivate employees.Comply with regulations.Consistency in policyadministration.,The Strategic Compensation Model,Compensation Management,The fundamentals of salary administrationSalary administration is concerned with deciding how and what staff should be paid and with the
49、techniques and procedures for designing and maintaining salary structures,rewarding staff and exercising salary 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 str
50、ucture.To ensure that a sufficient number of suitable staff is attracted to join the organization;To encourage 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
