Beruflich Dokumente
Kultur Dokumente
Lectures 4 and 5
HRs
HRs 44 Roles
Roles &
& Key
Key Accountabilities
Accountabilities
Future/Strategic Focus
Strategic
Partner
HR as Business Partner
Strategic HR Planning
Compensation
Benefits
Compliance
HR Information
Systems
Administrative
Expert
Staffing
Performance
Measurement
Succession
Planning
Employee
Relations
Training &
Development
People
Processes
Organizational
Design
Change
Agent
VOW Survey
Action Plan
Labor
Relations
Environment,
Health, Safety &
Security
Employee
Relations
Expert
Culture/Values Mgt.
Corporate vision
Corporate mission
Culture building
Teambuilding
Habits building
Compensation Mgt.
T-Comp philosophy & design
T-Comp planning & admin.
Incentive plans (MIPs/LTB)
Profit-sharing scheme
Reward & recognition prog.
Expatriate mgt.
EHS&S Mgt.
Environment mgt.
Employee wellness
Employee health services
Loss prevention
Asset management
Safety mgt.
Compensation Techniques
Compensation Objectives
Internal
equity
Job
Job
Job
Job
Analysis Description Evaluation Grades
Market
Salary
Definitions Surveys
External
equity
Policy
Lines
Pay
Structures
Administration
Seniority
Increases
Performance Increase
Evaluation Guidelines
Attract talents.
Retain talents.
Motivate employees.
Comply with regulations.
Consistency in policy
administration.
Job Class C : Doctoral Degree with less than 5 years post doctoral
experience (Lecturer)
(Assistant Lecturer)
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
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
60
80
100
20 points
40
Total Score = 440
1. Know-How
2. Problem-Solving
3. Accountability
I
or Minimal
2
3
57
66
66
76
76
87
87 100
100 115
115 132
132 152
152 175
175 200
200 230
230 264
264 304
304 350
350 400
400 460
460 528
528 608
608 700
700
II
III
Homogeneous
Heterogeneous
1
2
3
1
2
3
76
87 100 115 132 152
87 100 115 132 152 175
100 115 132 152 175 200
115 132 152 175 200 230
132 152 175 200 230 264
152 175 200 230 264 304
175 200 230 264 304 350
200 230 264 304 350 400
230 264 304 350 400 460
264 304 350 400 460 528
304 350 400 460 528 608
350 400 460 528 608 700
400 460 528 608 700
460 528 608 700
528 608 700
608 700
700
IV
Broad
1
2
175 200
200 230
230 264
264 304
304 350
350 400
400 460
460 528
528 608
608 700
700
3
230
264
304
350
400
460
528
608
700
1
264
304
350
400
460
528
608
700
V
Diverse
2
304
350
400
460
528
608
700
3
350
400
460
528
608
700
805
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)
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
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
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
Compensation Techniques
Compensation Objectives
Internal
equity
Job
Job
Job
Job
Analysis Description Evaluation Grades
Market
Salary
Definitions Surveys
External
equity
Policy
Lines
Pay
Structures
Employee
equity
Administration
Attract talents.
Retain talents.
Motivate employees.
Comply with regulations.
Consistency in policy
administration.
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.
organization;
allowances;
achievements.
band.
Salary in RMB
200000
150000
Series1
Series2
100000
Series3
Series4
50000
0
1
9 10 11 12 13
Minimum
Midpoint
Maximum
6,000
8,000
10,000
7,500
10,000
12,500
9,375
12,500
15,625
11,719
15,625
19,531
14,648
19,531
24,414
18,311
24,414
30,518
22,888
30,518
38,147
28,610
38,147
47,684
35,763
47,684
59,605
44,703
59,605
74,506
55,879
74,506
93,132
69,849
93,132
116,415
87,311
116,415
145,519
Salary in RMB
Series1
Series2
Series3
Series4
Job Grades
9 10 11 12 13
%
150
Premium Zone
8,250
7,500
135
Qualified
Zone
6,750
125
115
Learning Zone
6,000
100
8,650
3
7,200
20%
2
6,000
20%
Maxmin
$20,000
$20,000
$20,000
Midpoint
Point
(100%) Point
Max
Dispersion
Ratio
$20,000(80%) $25,000(100%)
$30,000(120%)
+20%
1.50
$18,750(75%) $25,000(100%)
$31,250(125%)
+25%
1.67
$17,500(70%) $25,000(100%)
$32,5000(130%) +30%
1.85
Max
determine by:
Step 2
Conduct an update of the job evaluation exercise, taking into
Step 3
Obtain market rate data for the evaluated jobs, bearing in
Step 5
Slot all jobs into grade structure in accordance with
Step 6
Identify all cases that are below the salary range and
control.
Salary Administration
Key topics covered
Minimum Point of Salary Range
Maximum Point of Salary Range
Entry Point for new staff
Annual increments
Salary adjustments
Promotion increments
Lumpsum payments
Incentive schemes
Flexible benefits
105,000
90,000
10
11
12
13
14
60
Compa-ratios (CR)
a compa-ratio (comparative ratio) is a measure of the
x 100
Compa-ratios (CR)
a compa-ratio of 80 would indicate a need to
Salary Administration
Minimum Salary Points
1. Minimum salary for the grade
2. Minimum for Job In the market
3. Set compa-ratio at 1 .00
4. Overlap between 60% to 80%
5. Avoid leapfrogging tendencies
6. Allow for realistic minimum
Salary Administration
Maximum Salary Points
1. Maximum salary for the grade
2. Maximum for job in the market
3. Keep salary range short (8 - 12 years)
4. Maxmin ratio between 1.5 to 2.0
5. Set compa-ratio at 1.00
6. Allow for realistic maximum
Salary Administration
Minimum And Maximum Points
Minimum
Maximum
Existing Salary
Hay Survey @
Proposed Salary Range
Hay Points
Ranges
(Sept 94)
(Using Q1 Ref) #
Range *MTV Min $ Med $ Max $ Q1 $ Med $ Q3 $ New Grad Min $ Med $ Max $
1056-1260
880-1055
735-879
614-734
519-613
439-518
371-438
314-370
269-313
228-268
192-227
1142
954
805
677
571
479
406
342
291
252
208
9,000
7,000
6,000
5,000
4,000
3,500
3,000
2,500
2,000
1,500
1,000
10,050
8,500
7,000
6,000
5,000
4,000
3,500
3,000
2,500
2,000
1,500
12,000
10,000
8,000
7,000
6,000
4,500
4,000
3,500
3,000
2,500
2,000
11,727
9,475
8,172
6,878
5,616
4,565
3,756
3,033
2,480
2,148
1,772
12,384
10,533
9,123
7,610
6,232
5,091
4,152
3,382
2,791
2,402
1,964
14,260
12,159
10,212
8,502
6,957
5,679
4,580
3,751
3,116
2,681
2,191
22
21
20
19
18
17
16
15
14
13
12
8,800
7,100
6,100
5,175
4,200
3,375
2,800
2,300
1,875
1,600
1,300
11,750
9,475
8,150
6,900
5,600
4,500
3,750
3,050
2,500
2,150
1,750
14,675
11,850
10,175
8,625
7,000
5,625
4,700
3,800
3,125
2,700
2,200
Actua l Mid-Point
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
34-39
40-46
37
42
36.5
43
47-53
54-62
63-72
73-84
85-97
98-113
114-134
135-160
161-191
192-227
228-268
269-313
314-370
371-438
439-518
519-613
614-734
735-879
880-1055
1056-1260
1261-1507
1508-1800
1801-2140
2141-2550
2551-3020
3021-3580
49
57
66
75
90
104
125
151
173
208
252
291
342
406
479
571
677
805
954
1142
1372
1628
1960
2328
2812
3232
50
58
67.5
78.5
91
105.5
124
147.5
176
209.5
248
291
342
404.5
478.5
566
674
807
967.5
1158
1384
1654
1970.5
2345.5
2785.5
3300.5
3581-4250
4056
3915.5
4251-5060
5061-6020
6021-7160
7161-8320
8321-9640
9641-11180
4656
5352
6512
7744
8912
10224
4655.5
5540.5
6590.5
7740.5
8980.5
10410.5
Salary Administration
Determining Entry Salary
1.
Market value
2.
3.
Basic qualifications
4.
Additional qualifications
5.
6.
7.
8.
9.
Incremental Systems
Incremental systems vary from rigid procedures
with fixed and predetermined movements through a
scale related to age, service in the company or
service in the job, to flexible systems where
management exercises complete discretion over
the award and size of increments without any
guidelines. Between the two extremes there is a
middle ground of semi-flexible systems.
Incremental Systems
Fixed scales with automatic progression where
Incremental Systems
Fixed scales with limited flexibility where it is
Incremental Systems
Variable progression with guidelines where there
Annual Increment
Fixed increment system
- Fixed $
- Fixed %
Variable increment system
- Fixed variable
- Fixed Plus (merit increment)
Flexible increment system
Median
High
Excellent
Performance
16%
12%
9%
Good
Performance
12%
9%
6%
Satisfactory
Performance
8%
6%
3%
Below Average
Performance
4%
3%
0%
Low $
Medium $
High $
2,150
2,150
2,150
2,250
2,300
2,400
2,350
2,450
2,650
2,450
2,600
2,900
2,550
2,750
3,150
2,650
2,900
3,400
2,750
3,050
3,650
2,850
3,200
3,900
2,950
3,350
4,150
3,050
3,500
4,400
10
3,150
3,650
4,650
reward
Increment (%)
A Outstanding
9 10
B Good
78
C Satisfactory
46
D Needs improvement
0% plus counseling*
E Unsatisfactory
Termination
Increment (%)
Distribution
A outstanding
9 % 10%
10%
B good
7% 8%
20%
C satisfactory
4 % 6%
50%
D needs improvement
0%
10%
E unsatisfactory
0%
10%
Limit In Grade
Learning zone
1 to 3 years
2 years
Performing zone
4 to 6 years
5 years
Exceeding zone
2 to 4 years
3 years
Typical Length
Salary Problems
Absorbing market rates pressures
Salary Problems
- between top and middle management within companies
this is partly incentive led
- between executives recruited by search and those with a
one-company career.
Performance pay
tend to favour the few whose results can be measured.
merit-assessment are too often based on subjective and
biased judgments.
can be avoided only by intensive training of assessors and
by careful monitoring of the appraisal scheme.
Salary Problems
Staff reaching the top of their salary league
Salary Problems
Deteriorating job evaluation schemes
appropriate.
staff.
successful PRP schemes need to match the culture and core values of
the organization.
Linking PRP to business strategy
all types of PRP are very powerful forms of communication. To get the right
messages across for any scheme, one must make key decisions on the
following:
How can the scheme achieve the best possible launch?
Is it better to give no pay-out rather than a low pay-out?
What is the best psychological moment for pay-out?
What communications should be used to gain maximum
motivational impact from payment?
How should communications be handled when the scheme
requires changes?
Salary ($)
Excellent
Good
Satisfactory
Learning
New Entry
Professional
Performing
Competent
Professional
Exceeding
Experienced
Professional
Competence bands
Performance
Levels
salary progression.
through experience.
Sales Job
Definition
Quota and
Crediting
Compensation Plan
Design
Sales Plan
Implementation
Fixed
Base
BaseSalary/
Salary/
Fixed
FixedPay
Pay
TargetSales
Sales
Target
Incentivefor
for
Incentive
QuotaAchievement
Achievement
Quota
AcceleratedIncentives
Incentives
Accelerated
forQuota
Quota
for
Over-achievement
Over-achievement
FAT/MBO
FAT/MBO
Recognition
Recognition
Total Potential
Rewards
$ Earnings
Above quota
achievement
Performance
Profit
Profit
Sharing
Sharing
Stock
Stock
Options*
Options*
workers employed.
understood formula.
circumstances.
pay.
Benefits Policies
Range of benefits provided
Benefits Policies
Allowing choice