宁海县服务业发展规划Title
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Shows distribution of pay for surveyed jobs
Linear trend line to be developed by the leastsquares regression method.
26
Market-Banded Pay Grades Example (Bank)
Compensable Factor
Job value common among a group of jobs. Something for which an organization
chooses to compensate an employee.
18
Examples of Compensable Factors for Different Job Families
21
Valuing Jobs Using Market Pricing
Market Pricing
Using market data to identify the relative value of
jobs based on what other firms pay for similar jobs.
Benefits Encourages horizontal movement of employees Is consistent with trend towards flatter organizations Creates a more flexible organization Encourages competency development Emphasizes career development
Matrix
89
Compa-ratio
The pay level divided by the midpoint of the pay range. EmJ p $ lo 1y (3c e.u e 3 pr5 a r 1 e y0 n )8t0 (9C- o ra m tip oa) 15(.m 00 idpoint)
can lead to 源自文库ide fluctuations.
22
Pay Surveys
Collection of data on compensation rates for workers performing similar jobs in other organizations. Benchmark Jobs Jobs found in many organizations. Internet-Based Pay Surveys
Garnishment Laws
16
Compensation Administration
Process
Pay Structure ❖ Pay grades ❖ Pay ranges
17
Valuing Jobs with Job Evaluation Methods
Job Evaluation
Means used to identify the relative worth of jobs within an organization.
10
More Compensation System Design Issues
Individual vs. Team Rewards
Team
Individual
How to develop compensation programs that build on the team
concept.
How to compensate the individuals whose
13
Exempt Status Under the FLSA
14
Compensation for Overtime Work
Common Overtime
Issues
Compensatory Time Off
Incentives for Non-exempts
Training Time
Travel Time
19
Job Evaluation Methods
Job Evaluation Methods
Point Method
Ranking Method
Classification Method
FactorComparison
Method
20
Job Evaluation Methods
Point method Ranking method Classification method Factor-comparison method
Advantages
• Ties organizational pay levels to the external job market, without “internal” job evaluation distortion.
• Communicates to employees that the compensation system is “market linked.”
Fairness Internal Equity
Procedural Distributive Interactional
External Equity Privacy Transparency
7
Market Competitiveness and Compensation
Lead the market Meet the market Lag the market
25
More on Pay Structures
Market Banding
Grouping jobs into pay grades based on similar market survey amounts.
Market Line
Shows relationship between job value as determined by job evaluation points and job value based on pay survey rates.
Pay Compression
Pay differences among individuals with different levels of experience and performance in the organization are reduced.
30
Pay Adjustment
29
Individual Pay
Rates Out of Range
Red-Circled Employee An incumbent (current jobholder) who is paid above the range set for the job.
Green-Circled Employee An incumbent who is paid below the range set for the job.
Disadvantages
• It relies on market survey data. • A specific job may differ from a
“matching” job in the survey. • The market data’s scope (range
of sources) is a concern. • Tying pay levels to market data
Limitations on who can acquire more competencies
Training in the appropriate competencies
Certification and maintenance of competencies
CompetencyBased Pay Systems
23
Pay Structures
Job Family Group of jobs with common organizational
characteristics. Common Pay Structures Hourly and salaried Office, plant, technical, professional, managerial Clerical, information technology, professional,
performance may also be evaluated on team
achievements.
11
Possible Components
of Global Employee Compensation
12
Legal Constraints on Pay Systems
Minimum wage Child labor Exempt vs. nonexempt status Overtime
31
Standardized Pay Adjustments
Standardized Pay Increases
Seniority
Cost-of-Living Adjustments
(COLA)
Across-theBoard
Increases
Lump-Sum Increases
(LSI)
32
8
Compensation Quartile Strategies
9
More Compensation System Design Issues
Identification of the required competencies
Progression and compensation of employees
15
Legislation Affecting Compensation
Compensation and the Law
Davis-Bacon Act Walsh-Healy Act McNamara-O’Hara
Act
Equal Pay Act of 1963 and Pay Equity
State and Local Laws
supervisory, management, and executive Pay Grades Groupings of individual jobs having
approximately the same job worth.
24
Compensation Administration
Process
27
*Computed by averaging the pay survey summary data for the jobs in each pay grade.
Example of Pay Grades and Pay Ranges
28
Pay Ranges
Broadbanding
Using fewer pay grades having broader pay ranges that in traditional systems.
宁海县服务业发展规划Title
Compensation Philosophies
4
HR Metrics for Compensation
5
Typical Division of HR Responsibilities: Compensation
6
Compensation System Design Issues
Linear trend line to be developed by the leastsquares regression method.
26
Market-Banded Pay Grades Example (Bank)
Compensable Factor
Job value common among a group of jobs. Something for which an organization
chooses to compensate an employee.
18
Examples of Compensable Factors for Different Job Families
21
Valuing Jobs Using Market Pricing
Market Pricing
Using market data to identify the relative value of
jobs based on what other firms pay for similar jobs.
Benefits Encourages horizontal movement of employees Is consistent with trend towards flatter organizations Creates a more flexible organization Encourages competency development Emphasizes career development
Matrix
89
Compa-ratio
The pay level divided by the midpoint of the pay range. EmJ p $ lo 1y (3c e.u e 3 pr5 a r 1 e y0 n )8t0 (9C- o ra m tip oa) 15(.m 00 idpoint)
can lead to 源自文库ide fluctuations.
22
Pay Surveys
Collection of data on compensation rates for workers performing similar jobs in other organizations. Benchmark Jobs Jobs found in many organizations. Internet-Based Pay Surveys
Garnishment Laws
16
Compensation Administration
Process
Pay Structure ❖ Pay grades ❖ Pay ranges
17
Valuing Jobs with Job Evaluation Methods
Job Evaluation
Means used to identify the relative worth of jobs within an organization.
10
More Compensation System Design Issues
Individual vs. Team Rewards
Team
Individual
How to develop compensation programs that build on the team
concept.
How to compensate the individuals whose
13
Exempt Status Under the FLSA
14
Compensation for Overtime Work
Common Overtime
Issues
Compensatory Time Off
Incentives for Non-exempts
Training Time
Travel Time
19
Job Evaluation Methods
Job Evaluation Methods
Point Method
Ranking Method
Classification Method
FactorComparison
Method
20
Job Evaluation Methods
Point method Ranking method Classification method Factor-comparison method
Advantages
• Ties organizational pay levels to the external job market, without “internal” job evaluation distortion.
• Communicates to employees that the compensation system is “market linked.”
Fairness Internal Equity
Procedural Distributive Interactional
External Equity Privacy Transparency
7
Market Competitiveness and Compensation
Lead the market Meet the market Lag the market
25
More on Pay Structures
Market Banding
Grouping jobs into pay grades based on similar market survey amounts.
Market Line
Shows relationship between job value as determined by job evaluation points and job value based on pay survey rates.
Pay Compression
Pay differences among individuals with different levels of experience and performance in the organization are reduced.
30
Pay Adjustment
29
Individual Pay
Rates Out of Range
Red-Circled Employee An incumbent (current jobholder) who is paid above the range set for the job.
Green-Circled Employee An incumbent who is paid below the range set for the job.
Disadvantages
• It relies on market survey data. • A specific job may differ from a
“matching” job in the survey. • The market data’s scope (range
of sources) is a concern. • Tying pay levels to market data
Limitations on who can acquire more competencies
Training in the appropriate competencies
Certification and maintenance of competencies
CompetencyBased Pay Systems
23
Pay Structures
Job Family Group of jobs with common organizational
characteristics. Common Pay Structures Hourly and salaried Office, plant, technical, professional, managerial Clerical, information technology, professional,
performance may also be evaluated on team
achievements.
11
Possible Components
of Global Employee Compensation
12
Legal Constraints on Pay Systems
Minimum wage Child labor Exempt vs. nonexempt status Overtime
31
Standardized Pay Adjustments
Standardized Pay Increases
Seniority
Cost-of-Living Adjustments
(COLA)
Across-theBoard
Increases
Lump-Sum Increases
(LSI)
32
8
Compensation Quartile Strategies
9
More Compensation System Design Issues
Identification of the required competencies
Progression and compensation of employees
15
Legislation Affecting Compensation
Compensation and the Law
Davis-Bacon Act Walsh-Healy Act McNamara-O’Hara
Act
Equal Pay Act of 1963 and Pay Equity
State and Local Laws
supervisory, management, and executive Pay Grades Groupings of individual jobs having
approximately the same job worth.
24
Compensation Administration
Process
27
*Computed by averaging the pay survey summary data for the jobs in each pay grade.
Example of Pay Grades and Pay Ranges
28
Pay Ranges
Broadbanding
Using fewer pay grades having broader pay ranges that in traditional systems.
宁海县服务业发展规划Title
Compensation Philosophies
4
HR Metrics for Compensation
5
Typical Division of HR Responsibilities: Compensation
6
Compensation System Design Issues