hay group 薪酬标杆

I\Clients\NJIT\benchmark.review.12.10.01.ppt1Agenda•Introductions•ProjectObjectives•ProjectSteps•ProjectTimeline•Q&A•PositionInformationQuestionnaireAddendumI\Clients\NJIT\benchmark.review.12.10.01.ppt2AbouttheHayGroup•GlobalHumanResourcesManagementConsultingFirm•2,000EmployeesWorldwide•9,000ClientsinVariousIndustries•PartnerswithClientstoImplementHumanResourcesStrategieswhichAlignwithBusinessObjectives•LeaderinCompensationAssessmentandDesignI\Clients\NJIT\benchmark.review.12.10.01.ppt3ProjectObjectivesAssessNewJerseyInstituteofTechnology’scurrentpositionclassificationprogramandmakerecommendationstoensurethatitenablespayinanequitableandcompetitivemanner.NJIT’scurrentclassificationprogramhasnotbeenformallyreviewedinanumberofyears…concernshavedevelopedabout:comparabilityofrolesandjobvalueacrosstheorganization,turnoverincertainareas,andtheincreasingcomplexityofwork.I\Clients\NJIT\benchmark.review.12.10.01.ppt4ProjectObjectivesBenchmarksampleof80positions(bothalignedandnon-aligned)selectedtoencompassarepresentativesampleoftitlesandjoblevelsinthefollowingfunctionalareas:•FinanceandBudget•NorthJerseyTransportationPlanningAuthority•InformationTechnologyI\Clients\NJIT\benchmark.review.12.10.01.ppt5ProjectObjectivesRecommendmodificationstothedesignofthecurrentprogramtoensurethatpaystructure:•Reflectsjobvalueandcontributioninaconsistentmethodology•AchievesdesiredandappropriatelycompetitivemarkettargetsNote:Therewillbenoreductionsinpayasadirectresultofthisstudynordoweanticipatewholesaleincreasesincompensationlevels.I\Clients\NJIT\benchmark.review.12.10.01.ppt6Step1:ConductEmployeeOrientationSessionsTwosessionstofamiliarizeNJITemployeeswiththeobjectivesandstepsintheprocess,answerquestionsanddistributepositioninformationquestionnaires.I\Clients\NJIT\benchmark.review.12.10.01.ppt7I:/GKN0524.pptStep2:ConductInterviewsInterviewswillbeconductedwiththedefinedareaDivisionHeadsandHumanResourcestounderstandNJIT’s:•MissionandStrategies•JobRolesandChallenges•CompensationPhilosophyandIssues•CurrentPayStructuresandProcessesI\Clients\NJIT\benchmark.review.12.10.01.ppt8Step2:ReviewandUpdateJobDocumentationClassificationandcorrespondingcompensationparametersshouldbelinkedtojobcontent-inordertofairly“size”thebenchmarkpositionsatNJIT:•Employeeswillcompleteapositioninformationquestionnairetoprovidecurrentinformationonjobaccountabilities,requirementsandcompetencies.•Managerswillreview,commentonandapprovethecompletedquestionnaires.NewJerseyInstituteofTechnologyExpertiseNewJerseyInstituteofTechnologyPositionInformationQuestionnaireI\Clients\NJIT\benchmark.review.12.10.01.ppt9Step3:EvaluateJobsHaywilltrainacommitteecomprisedofNJITemployeesinHay’sproprietaryjobmeasurementmethodology.Committeememberswillincludeseniormanagementandselectrepresentativesfrom:•HumanResourcesNJITcurrentlyusesajobmeasurementapproachthatissimilartoHay’smethodology.I\Clients\NJIT\benchmark.review.12.10.01.ppt10Step3:EvaluateJobs(Cont’d)AsubsetoftheCommitteewillworkwithHaytoevaluatethebenchmarkpositionsoverafourdayperiod.Hay’sfacilitationwillensure:•Anobjectiveprocessisappliedtoalljobs•EvaluationsareconsistentwithexternalreferencesandstandardsI\Clients\NJIT\benchmark.review.12.10.01.ppt11Step3:EvaluateJobs(Cont’d)QualityControl….TheCommittee’sevaluationswillthenbereviewedwiththeDivisionHeadstoensurethattherelativeimportanceofjobshasaccuratelybeenreflected.I\Clients\NJIT\benchmark.review.12.10.01.ppt12Step3:EvaluateJobs(Cont’d)Hay’sMethodologyisthemostwidelyusedprocessintheworld:•Measuresjobstoreflecttheirrelativeweightintheorganization•Providesmeanstoassesspayacrossdifferentmarket/functions•Evaluatesjobsandnotpeople•Notbasedonperformance,title,writingskillsorcurrentsalaryI\Clients\NJIT\benchmark.review.12.10.01.ppt13Hay’sJobEvaluationMethodologyvaluesalljobsagainstthreefactors:•Know-How•ProblemSolving•AccountabilityStep3:EvaluateJobs(Cont’d)I\Clients\NJIT\benchmark.review.12.10.01.ppt14Know-How-thesumtotalofknowledge,howeveracquired,necessaryforcompetentjobperformance:•TechnicalKnow-How•ManagerialKnow-How•HumanRelationsSkillsStep3:EvaluateJobs(Cont’d)I\Clients\NJIT\benchmark.review.12.10.01.ppt15ProblemSolving-theamountoforiginal,“self”starting”thinkingrequiredtoanalyze,evaluate,createandmakeconclusions:•ThinkingEnvironment•ThinkingChallengeStep3:EvaluateJobs(Cont’d)I\Clients\NJIT\benchmark.review.12.10.01.ppt16Accountability-thelatitudetotakeactionandcommitresourcesandthemeasuredeffectofthejobontheorganization:•FreedomtoAct•ImpactonEndResults•Magnitude(MonetaryValueofImpact)Step3:EvaluateJobs(Cont’d)I\Clients\NJIT\benchmark.review.12.10.01.ppt17Theresultofthejobevaluationprocessisarankingofpositionsfromtoptobottom:Step3:EvaluateJobs(Cont’d)ProblemTotalPostionIncumbentKnow-HowSolvingAccountabilityPointsManagerJ.DoeFI3304E3(38)115E3C152571SupervisorS.SmithEI3230D3(33)76D2P115421SystemsSpecialistB.BrownEI2230D3(33)76D2C76382I\Clients\NJIT\benchmark.review.12.10.01.ppt18Step4:ConductInternalEquityAnalysisInternalconsistencyofpaylevelscanbeassessedbymatchingdollarstopoints: