合益Hay group—海氏薪酬标杆
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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.
Recommend modifications to the design of the current program to ensure that pay structure:
• Reflects job value and contribution in a consistent methodology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
13
Step 3: Evaluate Jobs (Cont’d)
Know-How - the sum total of knowledge, however acquired, necessary for competent job performance:
• Evaluations are consistent with external references and standards
I\Clients\NJIT\benchmark.review.12.10.01.ppt
10
Step 3: Evaluate Jobs (Cont’d)
Quality Control….
1
About the Hay Group
• Global Human Resources Management Consulting Firm
• 2,000 Employees Worldwide • 9,000 Clients in Various Industries • Partners with Clients to Implement Human Resources
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
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.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
11
Step 3: Evaluate Jobs (Cont’d)
Hay’s Methodology is the most widely used process in the world:
• Measures jobs to reflect their relative weight in the organization
• 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)
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.
• Provides means to assess pay across different market/functions
Biblioteka Baidu
• Evaluates jobs and not people
• Not based on performance, title, writing skills or current salary
The Committee’s evaluations will then be reviewed with the Division Heads to ensure that the relative importance of jobs has accurately been reflected.
8
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:
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
I\Clients\NJIT\benchmark.review.12.10.01.ppt
2
Project Objectives
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:
• 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:
I\Clients\NJIT\benchmark.review.12.10.01.ppt
12
Step 3: Evaluate Jobs (Cont’d)
Hay’s Job Evaluation Methodology values all jobs against three factors:
• Know-How • Problem Solving • Accountability
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:
• Technical Know-How • Managerial Know-How • Human Relations Skills
I\Clients\NJIT\benchmark.review.12.10.01.ppt
14
Step 3: Evaluate Jobs (Cont’d)
Problem Solving - the amount of original, “self”starting” thinking required to analyze, evaluate, create and make conclusions:
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
Agenda
• Introductions
• Project Objectives • Project Steps • Project Timeline • Q&A • Position Information Questionnaire Addendum
I\Clients\NJIT\benchmark.review.12.10.01.ppt
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:
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
• 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.
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise
Recommend modifications to the design of the current program to ensure that pay structure:
• Reflects job value and contribution in a consistent methodology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
13
Step 3: Evaluate Jobs (Cont’d)
Know-How - the sum total of knowledge, however acquired, necessary for competent job performance:
• Evaluations are consistent with external references and standards
I\Clients\NJIT\benchmark.review.12.10.01.ppt
10
Step 3: Evaluate Jobs (Cont’d)
Quality Control….
1
About the Hay Group
• Global Human Resources Management Consulting Firm
• 2,000 Employees Worldwide • 9,000 Clients in Various Industries • Partners with Clients to Implement Human Resources
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
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.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
11
Step 3: Evaluate Jobs (Cont’d)
Hay’s Methodology is the most widely used process in the world:
• Measures jobs to reflect their relative weight in the organization
• 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)
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.
• Provides means to assess pay across different market/functions
Biblioteka Baidu
• Evaluates jobs and not people
• Not based on performance, title, writing skills or current salary
The Committee’s evaluations will then be reviewed with the Division Heads to ensure that the relative importance of jobs has accurately been reflected.
8
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:
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
I\Clients\NJIT\benchmark.review.12.10.01.ppt
2
Project Objectives
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:
• 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:
I\Clients\NJIT\benchmark.review.12.10.01.ppt
12
Step 3: Evaluate Jobs (Cont’d)
Hay’s Job Evaluation Methodology values all jobs against three factors:
• Know-How • Problem Solving • Accountability
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:
• Technical Know-How • Managerial Know-How • Human Relations Skills
I\Clients\NJIT\benchmark.review.12.10.01.ppt
14
Step 3: Evaluate Jobs (Cont’d)
Problem Solving - the amount of original, “self”starting” thinking required to analyze, evaluate, create and make conclusions:
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
Agenda
• Introductions
• Project Objectives • Project Steps • Project Timeline • Q&A • Position Information Questionnaire Addendum
I\Clients\NJIT\benchmark.review.12.10.01.ppt
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:
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
• 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.
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise