清華大學(xué)HRM課件

Compensation Management : Tools and Techniques Lee Kok Wai Lectures 4 and 5 Day-to-Day Operational Focus Future/Strategic Focus People Processes Strategic HR Planning HR as Business Partner Culture and Image Strategic Partner Staffing Organizational Design Succession Planning Performance Measurement Training & Development Employee Relations Labor Relations Environment, Health, Safety & Security VOW Survey Action Plan Compensation Benefits HR Information Systems Compliance 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 (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 & ethics 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 Teambuilding 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 improvements HR performance stds & audit Legal compliance Document control Strategic Components of Human Resources COMPENSATION MANAGEMENT We believe in paying competitive wages that commensurate with job size and individual performance WELFARE MANAGEMENT We believe in being a firm, fair and caring employer. We strive to make employees value their jobs and want to remain in the organization based on their abilities to contribute and grow. PERFORMANCE MANAGEMENT We believe in equipping employees with the necessary skills to do a good job, providing them with the tools, the environment, the support and the information needed to excel in their jobs. CAREER MANAGEMENT We 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 MANAGEMENT We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results, teamwork, learning, sharing, service quality and work excellence. Internal equity External equity Employee equity 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 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 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 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-holder Evaluating the present job, not the future job Job is being carried out in a fully acceptable and competent manner Process 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 (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 : Doctorate 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 Degree 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 experience (Teaching or Research Assistant) Job Evaluation: The Point Method Job Evaluation Process 1. Form a Job Evaluation Steering Committee 2. Draw up a workplan for the exercise 3. Decide on the benchmark jobs 4. Decide on the job factors for the evaluation 5. Determine number of degrees for each factor 6. Prepare job descriptions based on job-factor format 7. Analyse each benchmark job in terms of factors and degrees 8. Decide on the weights of each factor 9. Determine the weighted score for each benchmark job 10. Slot in all other jobs into the job grades The Point Method Form the Job Evaluation (JE) Steering Committee 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. The HR Manager should then double-up as the counterpart for internal skills transfer. Job Factor Score Sheet : Job # 12 Factor A B C D E Education 20 40 60 80 100 Experience 30 60 90 120 150 Interpersonal Skills 10 20 30 40 50 Problems Encountered 30 60 90 120 150 Size of unit supervised 10 20 30 40 50 Decision Making 30 60 90 120 150 Work Environment 10 20 30 40 50 Impact of errors 30 60 90 120 150 Contacts/Committees 10 20 30 40 50 Assets Controlled ($) 20 40 60 80 100 Total Score = 440 points The Point Method Slot all other jobs into the job grades a. From the clusters, decide on the number of job grades to adopt. b. Slot in all other jobs into the job grades 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 decisions, 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 knowledge 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 kinds of patterns that seemed to be inherent to certain kinds of jobs The 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 Factors with a total of eight elements which determine the value of different jobs. They are: 1. Know-How 2. Problem-Solving 3. Accountability The Guide-Chart Profile Method : Know-How What is Know-How Know-How is the total of every kind of skill required for average acceptable job performance. It is knowledge and experience 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 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, support or administrative fields. This is referred to as the Breadth of Know-How Active, practicing person-to-person skills in work with other people. This is referred to as the Human Relations Skill. Depth Of Know-How A. Education to post primary level B. Practiced in standard work routines and /or use of simple equipment and machines C. Procedural or systematic efficiency and use of specialized equipment D. 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 detailed group of involved practices and procedures F. Seasoned proficiency in a highly specialized field, gained through experience built on theories or a broad and deep understanding of complex practices G. Mastery of principles, practices and theories gained through wide experience and/or special development H. Unique command of principles, theories and practices The Guide-Chart Profile Method : Know-How Breadth Of Know-How I. Non or minimal Performance or supervision of jobs which have closely specified objectives II. Homogeneous Integration of operations which are homogeneous in nature and objective, and coordination with associated functions III. Heterogeneous Integration or coordination of diverse functions or sub-functions in a company； or inter-company coordination of a tactical function IV. Broad Integration of the major functions in an operating company； or group-wide 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 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 H u m a n R e l a t i o n s D i v e r s e1 2 3 1 2 3 1 2 3 1 2 3 1 2 3A 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350P r i m a r y 57 66 76 87 100 115 132 152 175 200 230 264 304 350 40066 76 87 100 115 132 152 175 200 230 264 304 350 400 460B 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528E l e m e n t a r y 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608V o c a t i o n a l 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700C 115 132 152 175 200 230 264 304 350 400 460 528 608 700 805V o c a t i o n a l 132 152 175 200 230 264 304 350 400 460 528 608 700152 175 200 230 264 304 350 400 460 528 608 700D 175 200 230 264 304 350 400 460 528 608 700A d v a n c e d 200 230 264 304 350 400 460 528 608 700V o c a t i o n a l 230 264 304 350 400 460 528 608 700E 264 304 350 400 460 528 608 700B a s i c 304 350 400 460 528 608 700P r o f e s s i o n a l , e t c 350 400 460 528 608 700F 400 460 528 608 700S e a s o n e d 460 528 608 700P r o f e s s i o n a l , e t c 528 608 700G 608 700P r o f e s s i o n a l 700M a s t e r y 805HU n i q u e A u t h o r i t yVT a b l e 1 : M a t r i x O f D e p t h A n d B r e a d t h O f M a n a g e m e n t K n o w - H o wIIIH e t e r o g e n e o u sIVB r o a dIN o n e o r M i n i m a lIIH o m o g e n e o u sGuide-Chart Profile Method : Problem Solving What is Problem Solving 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 percentage 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 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 policies 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 choice 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 and/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 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 which 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 the 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, 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 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) IV. 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 Participating 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 Hay Point Range Median Salary Formula 200 - 300 129.46 * HP - 1386 301 - 400 155.27 * HP - 9127 401 - 500 167.24 * HP - 13,916 501 - 600 159.47 * HP - 10,033 601 - 700 172.55 * HP - 17,881 701 - 800 150.75 * HP - 2621 Salary Survey based on Hay Method Hay Point Range Upper Quartile (Q3) Salary Formula 200 - 300 144.89 * HP - 1648 301 - 400 165.55 * HP - 7845 401 - 500 195.67 * HP - 19,893 501 - 600 176.16 * HP - 10,140 601 - 700 194.51 * HP - 21,145 701 - 800 168.63 * HP - 3029 Internal equity External equity Employee equity 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 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 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 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 structure. 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 differentials between jobs in accordance with their relative values； To ensure that salary levels match 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 performance 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 operations 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 salary 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 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-ratio 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, 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 motivate 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 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 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 living 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 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 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 helpful to divide the grade into three zones which correspond to these stages. Salary Structure : Ratio Method J o b G r a d e s M i n i m u m M i d p o i n t M a x i m u m0 6000 8400 108001 7500 10500 135002 9375 13125 168753 11719 16406 210944 14648 20508 263675 18311 25635 329596 22888 32043 411997 28610 40054 514988 35763 50068 643739 44703 62585 8046610 55879 78231 10058311 69849 97789 12572912 87311 122236 157161Salary Structure : Ratio Method Sa l a r y Str u c tu r e0500001000001500002000001 2 3 4 5 6 7 8 9 10 11 12 13C o m p a n y J o b G r a d e sSalary in RMBS e r i e s 1S e r i e s 2S e r i e s 3S e r i e s 4Salary Structure : Dispersion Method J o b G r a d e s M i n i m u m M i d p o i n t M a x i m u m0 6 , 0 0 0 8 , 0 0 0 1 0 , 0 0 01 7 , 5 0 0 1 0 , 0 0 0 1 2 , 5 0 02 9 , 3 7 5 1 2 , 5 0 0 1 5 , 6 2 53 1 1 , 7 1 9 1 5 , 6 2 5 1 9 , 5 3 14 1 4 , 6 4 8 1 9 , 5 3 1 2 4 , 4 1 45 1 8 , 3 1 1 2 4 , 4 1 4 3 0 , 5 1 86 2 2 , 8 8 8 3 0 , 5 1 8 3 8 , 1 4 77 2 8 , 6 1 0 3 8 , 1 4 7 4 7 , 6 8 48 3 5 , 7 6 3 4 7 , 6 8 4 5 9 , 6 0 59 4 4 , 7 0 3 5 9 , 6 0 5 7 4 , 5 0 610 5 5 , 8 7 9 7 4 , 5 0 6 9 3 , 1 3 211 6 9 , 8 4 9 9 3 , 1 3 2 1 1 6 , 4 1 512 8 7 , 3 1 1 1 1 6 , 4 1 5 1 4 5 , 5 1 9Salary Structure : Dispersion Method Sa l a r y Str u c tu r e : D i s p e r s i o n M e th o d0200004000060000800001000001200001400001600001 2 3 4 5 6 7 8 9 10 11 12 13J o b G r a d e sSalary in RMBS e r i e s 1S e r i e s 2S e r i e s 3S e r i e s 4 The learning zone covers the period when a person is on his learning curve, familiarizing himself with the knowledge and skills required if he is to become fully competent. The length of time to go through this zone