合益HayGroup海氏薪酬标杆22页PPT
合集下载
hay group 薪酬标杆
7
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
I\Clients\NJIT\benchmark.review.12.10.01.ppt
6
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
I:/GKN0524.ppt
I\Clients\NJIT\benchmark.review.12.10.01.ppt
• Achieves desired and appropriately competitive market targets
Note: There will be no reductions in pay as a direct result of this study nor do we anticipate wholesale increases in compensation levels.
合益HayGroup海氏薪酬标杆
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
PPT文档演模板
•I:/GKN0524.ppt
PPT文档演模板
合益HayGroup海氏薪酬标杆
Step 3: Evaluate Jobs
•Hay will train a committee comprised of NJIT employees in •Hay’s proprietary job measurement methodology. Committee •members will include senior management and select •representatives from:
• Reflects job value and contribution in a consistent methodology
• Achieves desired and appropriately competitive market targets
•Note: There will be no reductions in pay as a direct result of this study •nor do we anticipate wholesale increases in compensation levels.
• Thinking Environment
• Thinking Challenge
PPT文档演模板
合益HayGroup海氏薪酬标杆
Step 3: Evaluate Jobs (Cont’d)
PPT文档演模板
•I:/GKN0524.ppt
PPT文档演模板
合益HayGroup海氏薪酬标杆
Step 3: Evaluate Jobs
•Hay will train a committee comprised of NJIT employees in •Hay’s proprietary job measurement methodology. Committee •members will include senior management and select •representatives from:
• Reflects job value and contribution in a consistent methodology
• Achieves desired and appropriately competitive market targets
•Note: There will be no reductions in pay as a direct result of this study •nor do we anticipate wholesale increases in compensation levels.
• Thinking Environment
• Thinking Challenge
PPT文档演模板
合益HayGroup海氏薪酬标杆
Step 3: Evaluate Jobs (Cont’d)
合益HayGroup海氏岗位评价技术运用
PPT文档演模板
合益HayGroup海氏岗位评价技术运 用
海氏职务分析指导量表之二：解决问题能力指导量表
思维环境：指定环境对任职者思维所设定限制的松紧程度或环境要求任 职者的应变能力；从几乎一切都按规定办的第一级（高度常规的），到只 作了含混规定的第八级（抽象规定的），此成分共分八级。 思维难度：指解决问题时当事者需要进行创造性思维的程度，从几乎无 需动多少脑筋只需按老规矩办的第一级（重复性的），到完全无规范可供 借鉴的第五级（无先例的），此成分共设了五个等级。
合益HayGroup海氏岗位评价技术运 用
目录
PPT文档演模板
•工作评价的定义 •工作评价的意义 •工作评价的注意事项 •工作评价的方法介绍
合益HayGroup海氏岗位评价技术运 用
工作评价是薪酬制度设计过程的重要环节
• • • • • • • • • •
薪
制 定 薪 酬 策 略
工 作 分 析
工 作 评 价
PPT文档演模板
合益HayGroup海氏岗位评价技术运 用
解决问题能力指导量表
PPT文档演模板
合益HayGroup海氏岗位评价技术运 用
解决问题能力指导量表应用举例
•
司机班班长属于最基层管理者，管理活动受到企业各种规章制度和上级的
约束，其思维环境属“标准化的”；其管理不需要太多的创造性，基本上是“模
3. 有利于改善劳动关系
4.
工作评价为员工参与工资确定过程的各个方面提供了机会，并且为
工资结构的确定提供了一个十分准确和值得信赖的基础。
4. 有利于实现同工同酬
5.
一各个岗位在整体工作中的相对重要性来确定其工资等级，能够保
证同工同酬原则的实现，有利于消除工资结构中的不公正因素，维护企
合益HayGroup海氏薪酬标杆PPT资料24页
Strategies which Align wБайду номын сангаасth Business Objectives • Leader in Compensation Assessment and Design
I\Clients\NJIT\benchmark.review.12.10.01.ppt
2
Project Objectives
I\Clients\NJIT\benchmark.review.12.10.01.ppt
6
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
7
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
I:/GKN0524.ppt
I\Clients\NJIT\benchmark.review.12.10.01.ppt
I\Clients\NJIT\benchmark.review.12.10.01.ppt
2
Project Objectives
I\Clients\NJIT\benchmark.review.12.10.01.ppt
6
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
7
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
I:/GKN0524.ppt
I\Clients\NJIT\benchmark.review.12.10.01.ppt
海氏薪酬标杆PPT课件教材讲义
? Finance and Budget ? North Jersey Transportation Planning Authority ? Information Technology
Project Objectives
Recommend modifications to the design of the current program to ensure that pay structure:
? 2,000 Employees Worldwide
? 9,000 Clients in Various Industries
? Partners with Clients to Implement Human Resources Strategies which Align with Business Objectives
NJIT's current classification program has not been formally reviewed in a number of years…concerns have developed about: comparability of roles and job value across the organization, turnover in certain areas, and the increasing complexity of work.
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
Project Objectives
Recommend modifications to the design of the current program to ensure that pay structure:
? 2,000 Employees Worldwide
? 9,000 Clients in Various Industries
? Partners with Clients to Implement Human Resources Strategies which Align with Business Objectives
NJIT's current classification program has not been formally reviewed in a number of years…concerns have developed about: comparability of roles and job value across the organization, turnover in certain areas, and the increasing complexity of work.
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
合益HayGroup海氏薪酬标杆共24页
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
5
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
I\Clients\NJIT\benchmark.review.12.10.01.ppt
合益HayGroup海氏职位分析法介绍、实践与评价共69页PPT资料
21.02.2020
9
海氏分析法的思想
它是职务评分法的一种 抽象出三种职务评分要素（付酬要素）：
知识水平和技能技巧 解决问题的能力 承担的职位责任
提供科学的参照表和计算公式
21.02.2020
10
意锐 · 管理顾 eray con问sulting
海氏分析法三要素
21.02.2020
打分关键：技术类岗位从5开始起评；其他 岗位通常在1－4，个别级别较高（如副总经 理）可以到7以上。
举例分析：打字员 VS 网络工程师
21.02.2020
14
管理技巧
管理技巧指为达到要求绩效水平而具备的计划、组织、执行、控 制及评价的能力与技巧。
5 全面的 4 广博的 3 多样的 2 有关的 1 起码的
21.02.2020
7
一般方法存在的缺陷
在职务数量太多时难以一一比较 对于一些性质不同的职务，难以直接比较 对于众多的岗位，难以确定统一的比较标准和
权重。 其评价结果太过笼统，缺少细化、量化的表征。
21.02.2020
8
海氏分析法特点
海氏分析法是一种打分法，分数对应于该岗位的相对价 值，汇总许多人对同一个岗位的评价，就会得到平均值。
和其他种类的打分法不同，海氏法可以用以比较不同职 能部门的不同职务的相对价值，而其他打分法则只能用 于比较同一职能部门内部的不同职务的相对价值。如： 压制工和销售业务员这两个职务，工作内容和职责很不 一样，怎么样比较它们的价值呢？
海氏法却令人信服的解决了这个难题。因此这种方法已 经被数十个国家的近万家大企业采用。据统计，世界 500强的企业中有1/3以上的企业进行职位评估时都采 用了海氏分析法。
hay group 薪酬标杆
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
• 2,000 Employees Worldwide • 9,000 Clients in Various Industries • Partners with Clients to Implement Human Resources
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
• Thinking Environment
• Thinking Challenge
Step 3: Evaluate Jobs (Cont’d)
Accountability - the latitude to take action and commit resources and the measured effect of the job on the organization:
The Committee’s evaluations will then be reviewed with the Division Heads to ensure that the relative importance of jobs has accurately been reflected.
合益HayGroup海氏薪酬标杆
• Thinking Environment
• Thinking Challenge
I\Clients\NJIT\benchmark.review.12.10.01.ppt
15
Step 3: Evaluate Jobs (Cont’d)
Accountability - the latitude to take action and commit resources and the measured effect of the job on the organization:
A subset of the Committee will work with Hay to evaluate the benchmark positions over a four day period. Hay’s facilitation will ensure:
• An objective process is applied to all jobs
The Committee’s evaluations will then be reviewed with the Division Heads to ensure that the relative importance of jobs has accurately been reflected.
• Human Resources
NJIT currently uses a job measurement approach that is similar to Hay’s methodology.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
9
Step 3: Evaluate Jobs (Cont’d)
• Thinking Challenge
I\Clients\NJIT\benchmark.review.12.10.01.ppt
15
Step 3: Evaluate Jobs (Cont’d)
Accountability - the latitude to take action and commit resources and the measured effect of the job on the organization:
A subset of the Committee will work with Hay to evaluate the benchmark positions over a four day period. Hay’s facilitation will ensure:
• An objective process is applied to all jobs
The Committee’s evaluations will then be reviewed with the Division Heads to ensure that the relative importance of jobs has accurately been reflected.
• Human Resources
NJIT currently uses a job measurement approach that is similar to Hay’s methodology.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
9
Step 3: Evaluate Jobs (Cont’d)
hay group 薪酬标杆
A subset of the Committee will work with Hay to evaluate the benchmark positions over a four day period. Hay’s facilitation will ensure:
• An objective process is applied to all jobs
New Jersey Institute of Technology Position Information Questionnaire
• Managers will review, comment on and approve the completed questionnaires.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
I\Clients\NJIT\benchmark.review.12.10.01.ppt
5
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
• An objective process is applied to all jobs
New Jersey Institute of Technology Position Information Questionnaire
• Managers will review, comment on and approve the completed questionnaires.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
I\Clients\NJIT\benchmark.review.12.10.01.ppt
5
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
合益(Hay)岗位评估 ppt课件
ppt课件
5
3 成立专家评估 小组
ppt课件
6
评估小组的人员由两部分组成 ：外部与内部 企业内部的测评人员一般要求在企业任职时间较长，对 企业的业务和岗位非常了解，在不同的部门任过职。 企 业内部的测评人员一定要有良好的品德，能客观公正的评 价事务。 企业外部的专家顾问能站在中立、客观的角度进行测评， 同时还能培训内部测评人员的测评方法和技巧。
职务责任
ppt课件
子因素释义 对该职务要求从事的职业领域的理论、实际方法与专门知识的理解。该子系统分为八个等级，从基本的（第一级） 到权威专门技术的（第八级）
为达到要求绩效水平而具备的计划、组织、执行、控制、评价的能力与技巧。该子系统分为五个等级，从起码的 （第一级）到全面的（第五级）
该职务所需要的沟通、协调、激励、培训、关系处理等方面主动而活跃的活动技巧。该子系统分“基本的”、“重要的”、 “关键的”三个等级
230
264
264
304
350
87 100 115 115 132 152 152
175
200
200
230
264
264
304
350
100 115 132 132 152 175 175
200
230
230
264
304
304
350
400
115 132 152 152 175 200 200
230
264
264
理解和影响人是此类工作的重要要求。此种能力 订货员、维修协调员、青年辅导员 既要理解他人的观点，也要有说服力以影响行为 和改变观点或者改变处境，对于安排并督导他人 工作的人，需要此类的沟通能力。
合益HayGroup海氏薪酬标杆
Recommend modifications to the design of the current program to ensure that pay structure:
• Reflects job value and contribution in a consistent methodology
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
• Provides means to assess pay across different market/functions
• Evaluates jobs and not people
• Not based on performance, title, writing skills or current salary
Assess New Jersey Institute of Technology’s current position classification program and make recommendations to ensure that it enables pay in an equitable and competitive manner.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
3
Project Objectives
Benchmark sample of 80 positions (both aligned and non-aligned) selected to encompass a representative sample of titles and job levels in the following functional areas:
相关主题