4技能能力薪酬体系

Skill&Competency-BasedCompensationSystemChapterTopicsPerson-BasedStructures:SkillPlans“Howto”:SkillAnalysisPerson-BasedStructures:Competencies“Howto”:CompetencyAnalysisJobsv.SkillsorCompetenciesJobs–clearexpectations–senseofprogress–paybasedonvalueofwork–inflexibleSkillsorCompetencies–continuouslearning–flexibility–lateralmovementSkill&CompetencyAnalysisSkillAnalysis:systematicprocesstoidentifyskillstoperformwork:–Whatyouknow.–Skills:basicunitofknowledgeCompetencyAnalysis:systematicprocesstoidentifycompetenciesrequiredtoforsuccess.–Whatyoucando.–Competencies:basicunitsofknowledge&abilitiesSkillorCompetencyEvaluationPersoncenteredapproachratherthanjobcenteredDeterminetheskillblocksthatarevalued:skillorskillunits,ratherthanjobsarecompensable.–Quantifythevalue–Developcertificationprocedures–Masteryofskillunitsismeasuredandcertified.Paychangesdonotnecessarilyaccompanyjobchanges.Thereislittleemphasisonseniorityinpaydetermination.ManyWaystoCreateInternalStructurePerson-BasedStructures:CompetenciesSeveralperspectivesonwhatcompetenciesareandwhattheyaremeanttoaccomplish–Skillthatcanbelearnedanddevelopedoratraitthatincludesattitudesandmotives?–Focusontheminimumrequirementsthattheorganizationneedstostayinbusinessorfocusonoutstandingperformance?–Characteristicsoftheorganizationoroftheemployee?能力薪酬体系能力是指一系列的技能、知识、能力行为特征以及其他个人特征的总称。在组合得当且环境适合的情况下，这种能力对个人、群体、特定工作及整个组织的绩效有一种预测作用。能力是能预测人们在工作或生活中是否能取得高绩效或成功的要素的集合。能力的冰山模型界定组织所需要的能力并不是所有能力都是组织所需要的斯内尔的核心能力界定模型核心能力是技能和技术的集合，它使组织能为客房带来特别的、与众不同的利益。核心能力的判断标准：有价值很独特可扩展能学习斯内尔认为，核心能力可分为知识、流程、关系、技术四类。知识微生物免疫诊断抗体流程研发生物提纯DNA杂交关系美国军队世卫组织销售网络雇员技术免疫鉴定快速诊断基于DNA衡量能力通常有两种思路来衡量员工能力将组织所需的每项能力视为一个独立的技能部件，对每个技能部件都设置技能等级和与之相对应的衡量标准。然后再根据这些标准来衡量员工能力。将组织所需的能力细化到职位簇中，为每个职位簇开发出与其对应的任职资格。然后再根据任职资格要求来衡量员工的能力。人际交往能力4321容易与他人建立可信赖的积极发展的长期关系，善于与他人合作共事，善于领会他人的请求，并付之于适当的言行。能够与他人建立可信赖的长期关系，能够与他人合作共事，领会他人的请求，有时帮助想办法解决。较为自我，不易与他人建立长期关系，团队合作精神不强，对工作有影响，有时能关心他人，体会人的苦衷。刚愎自用，不易与他人相处，自我封闭；不能与他人很好合作；不太关心他人，对他人的需求毫无感觉。领导能力能合理评价下属的技能和绩效；善于了解下属需要，帮助下属成长和发展；善于分配工作与权力，引导下级积极主动地工作，完成任务。能较为合理地评价下属的技能和绩效，指出其不足；能够根据实际情况，帮助下属成长和发展；能够顺利分配工作与权力，提高下属积极性能够按公司要求对下属作评估；不能很好地帮助下属成长和发展；欠缺分配工作、权力及指导部属的方法，下属积极性不高。无法正确评估下属；不能帮助下属成长和发展；不善分配工作与权力，缺乏指导下属的方法；下属积极性不高。将能力与薪酬结合直接挂钩：员工的基本薪酬由能力决定。间接挂钩：基本薪酬由员工所在的职位和员工能力共同决定。其中能力职位决定“薪等”，能力决定基本工资在薪等中的具体位置。A1A2A33124能力薪酬体系产生的背景市场竞争方式的变化。知识经济时代的竞争是人才的竞争。要成为一流的企业，就要一流的员工队伍。组织结构的变化跨部门、跨职能团队出现、组织结构扁平化使员工不再把追求高级管理职位作为职业发展的主要目标，他们需要的是较大的自主权和工作弹性。管理理念的变化将能力与薪酬挂钩，是引导员工学习，进而企业提升自身核心竞争力的重要方法。DeterminingtheInternalCompetency-BasedStructureTermsinCompetencyAnalysisCorecompetencies–Relatedtomissionstatementsexpressingorganization’sphilosophy,values,businessstrategies,andplansCompetencysets–TranslateeachcorecompetencyintoactionCompetencyindicators–ObservablebehaviorsthatindicatethelevelofcompetencywithineachsetDefiningCompetenciesOrganizationsseemtobemovingawayfromthevaguenessofself-concepts,traits,andmotivesGreateremphasisonbusiness-relateddescriptionsofbehaviors“thatexcellentperformersexhibitmuchmoreconsistentlythanaverageperformers”Competenciesarebecoming“acollectionofobservablebehaviorsthatrequirenoinference,assumptionorinterpretation”Competency-BasedApproachesTRWHumanResourcesCompetenciesSampleBehavioralCompetencyIndicatorsHumanResourcesCompetenciesSampleBehavioralCompetencyIndicatorsPurposeoftheCompetency-BasedStructureOrganizationstrategyFairtoemployeesMotivatesbehaviortowardorganizationobjectives“HowTo”–CompetencyAnalysisObjectiveWhatinformationtocollect?–OneschemetoclassifycompetenciesincludesPersonalcharacteristicsVisionaryOrganizationspecific–Examples3MLeadershipCompetenciesBehavioralAnchorsforGlobal-PerspectiveCompetencyTheTop20Competencies“HowTo”–CompetencyAnalysis(cont.)Whomtoinvolve?–Competenciesarederivedfromexecutiveleadership’sbeliefsaboutstrategicorganizationalintentEstablishcertificationmethodsResultingstructure–DesignedwithrelativelyfewlevelsGuidancefromtheresearchoncompetenciesCompetencyAnalysisCriticismsCompetenciessometimesvagueSomecompetenciesdifficulttomeasure:can’tgiveatestDifficulttorelatetowhatpeopledo–Couldexpectacompetencythattheydon’tengagein能力薪酬的优缺点优点：提高企业的灵活性和适应性使员工承担更多、更广泛的责任鼓励员工为自身发展负责，努力提高能力。缺点：要定期更新能力评估体系，重新鉴定员工能力。可能会增加人工成本Person-BasedStructures:SkillPlansAdvantageofaskill-basedplanisthatpeoplecanbedeployedinawaythatbettermatchestheflowofwork–Avoidsbottlenecks–AvoidsidlingSkill-basedstructureslinkpaytothedepthorbreadthoftheskills,abilities,andknowledgepersonacquiresthatarerelevanttothework.Incontrast,ajob-basedplanpaysemployeesforthejobtowhichtheyareassigned,regardlessoftheskillstheypossess.WhatisaSkill-BasedStructure?技能薪酬体系技能薪酬体系是指组织根据一个人所掌握的与工作有关的技能、能力以及知识的深度、广度支付基本薪酬的一种报酬制度。TypesofSkillPlansSkillplanscanfocuson–Depthbased（深度技能，即通过在一个范围较为明确的具有一定专业性的技术或专业领域中不断积累而形成的专业知识、技能和经验。）Specialist–Breadthbased（广度技能，往往要求员工在从事工作时，需要运用其上游、下游或者同级职位上所要求的多种一般性技能。）Generalist/multiskilledbased技能深度和技能广度Sample:SkillLadderPurposeoftheSkill-BasedStructureAlignemployeegoalswiththegoalsoftheorganizationImprovestaffingflexibilityIncrea