《新酬管理制度——工具和技术（英文）》由会员分享，可在线阅读，更多相关《新酬管理制度——工具和技术（英文）（30页珍藏版）》请在金锄头文库上搜索。
1、Compensation Management : Tools and Techniques,Lee Kok Wai Lectures 4 and 5,Strategic Partner,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. Incen
2、tive 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 administ
3、ration 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 Corpor
4、ate 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
5、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 beli
6、eve 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
7、 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/VA
8、LUE 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, Bud
9、geting, 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 p
10、erformance 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 evaluatio
11、n 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 Eval
12、uation,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
13、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 Pro
14、file 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 exper
15、ience (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
16、 : 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 fo
