清华大学MBA人力资源管理1.pptx

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1、会计学1清华大学清华大学MBA人力资源管理人力资源管理1Managing Human Resources in COMPAQManaging Human Resources in COMPAQCompensation Mgt.T-Comp philosophy&design T-Comp planning&admin.Incentive plans(MIPs/LTB)Profit-sharing scheme Reward&recognition prog.Expatriate mgt.Manpower Mgt.Headcount management Recruitment strategi

2、es Sources of labor supply Selection process&tools Retention strategies&plans Staff deployment Staff orientation Employee Relations Mgt.Benefits administration Code of conductðics Employee discipline Employee communications Staff social,sports&recreation Community services&relationsEHS&S Mgt.Envi

3、ronment mgt.Employee wellness Employee health services Loss prevention Asset management Safety mgt.Culture/Values Mgt.Corporate vision Corporate mission Culture building Teambuilding Habits buildingPerformance Mgt.(HRD)Staff training&development Succession planning Career planning Coaching&counselin

4、g Appraisal review/ranking Organization development Leadership developmentHuman Resource Admin.Records&information mgt.Personnel research HR policy review HR process improvements HR performance stds&audit Legal compliance Document control第1页/共19页 Strategic Components of Human ResourcesStrategic Comp

5、onents of Human Resources COMPENSATION MANAGEMENTCOMPENSATION MANAGEMENTWe believe in paying competitive wages that commensurate with job size and individual performanceWe believe in paying competitive wages that commensurate with job size and individual performanceWELFARE MANAGEMENTWELFARE MANAGEME

6、NTWe believe in being a firm,fair and caring employer.We strive to make employees value their jobs We believe 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.and want to remai

7、n in the organization based on their abilities to contribute and grow.PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENTWe believe in equipping employees with the necessary skills to do a good job,providing them with We believe in equipping employees with the necessary skills to do a good job,providing th

8、em with the tools,the environment,the support and the information needed to excel in their jobs.the tools,the environment,the support and the information needed to excel in their jobs.CAREER MANAGEMENTCAREER MANAGEMENTWe believe in matching employees strengths and aptitudes to available jobs,develop

9、ing them to their 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.highest potential and offering them opportunities to advance in their careers.CULTURE/VALUE MANAGEMENTCU

10、LTURE/VALUE MANAGEMENTWe believe in instilling our corporate core values and promoting a corporate culture that emphasizes We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results,teamwork,learning,sharing,service quality and work excellence.result

11、s,teamwork,learning,sharing,service quality and work excellence.第2页/共19页InternalequityExternalequityEmployeeequityAdministrationConceptsCompensation TechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructures

12、SeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accountability.Facilitates administration and performance management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attract talents.Retain talents.Motivate employ

13、ees.Comply with regulations.Consistency in policyadministration.The Strategic Compensation Model第3页/共19页What is Job Evaluation?Job evaluation is a decision process of comparing Job evaluation is a decision process of comparing one job with another job with the aim of one job with another job with th

14、e aim of establishing the relative importance of jobs establishing the relative importance of jobs within the organization.within the organization.Job evaluation will provide an internally logical Job evaluation will provide an internally logical ranking of all jobs which will form the basis ranking

15、 of all jobs which will form the basis of the companys salary structureof the companys salary structure 第4页/共19页Principles For Job Evaluationn nEvaluating the job,not the job-holdern nEvaluating the present job,not the future jobn nJob is being carried out in a fully acceptable and competent mannern

16、 nProcess of evaluation is based on given facts in the job descriptions.n nEvaluate the job based on the“primary responsibilities”and ignore the“special personal-to-holder responsibilities.”第5页/共19页 Job Evaluation:3 Main Methodsn nQualitative Method(an example is the Job Classification Method and th

17、e Job Comparison Method)n nQuantifying the Qualitative Method(an example is the Point Method)n nQuantitative Method(an example is the Guide Chart Profile Method)第6页/共19页Job Classification Method adopted by Academic Job Classification Method adopted by Academic Institutions such as UniversitiesInstit

18、utions such as Universitiesn nJob Class A:Doctorate Degree with at least 10 years post Job Class A:Doctorate Degree with at least 10 years post doctoral experience plus relevant management experience doctoral experience plus relevant management experience(Faculty Head)(Faculty Head)n nJob Class B:Do

19、ctoral Degree with at least 5 to 10 years post Job Class B:Doctoral Degree with at least 5 to 10 years post doctoral experience(Full Professor)doctoral experience(Full Professor)n nJob Class C:Doctoral Degree with less than 5 years post Job Class C:Doctoral Degree with less than 5 years post doctora

20、l experience or Masters Degree with over 10 years post doctoral experience or Masters Degree with over 10 years post graduate experience(Associate Professor and Senior Lecturer)graduate experience(Associate Professor and Senior Lecturer)n nJob Class D:Masters Degree with 5 to 10 years post graduate

21、Job Class D:Masters Degree with 5 to 10 years post graduate experience(Lecturer)experience(Lecturer)n n Job Class E:Masters Degree with 3 to 5 years experience Job Class E:Masters Degree with 3 to 5 years experience(Assistant Lecturer)(Assistant Lecturer)n n Job Class F:Masters Degree with less than

22、 3 years Job Class F:Masters Degree with less than 3 years experience(Teaching or Research Assistant)experience(Teaching or Research Assistant)第7页/共19页Job Evaluation:The Point MethodJob Evaluation ProcessJob Evaluation Process1.Form a Job Evaluation Steering Committee1.Form a Job Evaluation Steering

23、 Committee2.Draw up a workplan for the exercise2.Draw up a workplan for the exercise3.Decide on the benchmark jobs3.Decide on the benchmark jobs4.Decide on the job factors for the evaluation4.Decide on the job factors for the evaluation5.Determine number of degrees for each factor5.Determine number

24、of degrees for each factor6.Prepare job descriptions based on job-factor format6.Prepare job descriptions based on job-factor format7.Analyse each benchmark job in terms of factors and degrees7.Analyse each benchmark job in terms of factors and degrees8.Decide on the weights of each factor8.Decide o

25、n the weights of each factor9.Determine the weighted score for each benchmark job9.Determine the weighted score for each benchmark job10.Slot in all other jobs into the job grades10.Slot in all other jobs into the job grades第8页/共19页The Point MethodForm the Job Evaluation(JE)Steering Committeea.The S

26、teering Committee should be chaired by the CEO a.The Steering Committee should be chaired by the CEO with functional Managers/Heads as members.The HR with functional Managers/Heads as members.The HR Manager should be the Secretary of the JE Steering Manager should be the Secretary of the JE Steering

27、 Committee.Committee.b.If an external consultant is employed to assist in the b.If an external consultant is employed to assist in the exercise,then he should be designated as the advisor to exercise,then he should be designated as the advisor to the Steering Committee.The HR Manager should then the

28、 Steering Committee.The HR Manager should then double-up as the counterpart for internal skills transfer.double-up as the counterpart for internal skills transfer.第9页/共19页Job Factor Score Sheet:Job#12FactorABCDEEducation20406080100Experience306090120150Interpersonal Skills1020304050Problems Encounte

29、red306090120150Size of unit supervised1020304050Decision Making306090120150Work Environment1020304050Impact of errors306090120150Contacts/Committees1020304050Assets Controlled($)20406080100Total Score=440 pointsTotal Score=440 points第10页/共19页The Point MethodSlot all other jobs into the job gradesSlo

30、t all other jobs into the job gradesa.From the clusters,decide on the number of job a.From the clusters,decide on the number of job grades to adopt.grades to adopt.b.Slot in all other jobs into the job grades adopted.b.Slot in all other jobs into the job grades adopted.第11页/共19页The Guide-Chart Profi

31、le:Hay MethodThis method,first developed by Dr Edward N.Hay in the early 1950s,is essentially concerned with decision making and responsibility.Guide Charts were created in 1951 in client situations.Emphasis was placed on answerability for the consequences of decisions,the degree of freedom to take

32、decisions and bring them to fruition,the degree to which there is prime accountability,as compared to shared or contributory accountability in a job.第12页/共19页The Guide-Chart Profile:4 Critical ObservationsThe Guide-Chart Profile:4 Critical ObservationsqThe most significant factor could be grouped as

33、 representing the knowledge required to do a job,the kind of thinking needed to solve the problems commonly faced,and the responsibilities assigned.qJobs could be ranked not only in the order of importance within the organization,but the distances between the ranks could be determined.qThe factors a

34、ppeared in certain kinds of patterns that seemed to be inherent to certain kinds of jobsqThe focus of the process of job evaluation must be on the nature and requirements of the job itself,not on the skills or background or characteristics or pay of the job holder.第13页/共19页The Guide-Chart Profile:Ha

35、y MethodThere are Three Factors with a total of There are Three Factors with a total of eight elements which determine the eight elements which determine the value of different jobs.They are:value of different jobs.They are:1.Know-How2.Problem-Solving3.Accountability 第14页/共19页The Guide-Chart Profile

36、 Method:Know-HowThe Guide-Chart Profile Method:Know-HowWhat is Know-HowWhat is Know-Hown nKnow-How is the total of every kind of skill required for average acceptable job performance.It is knowledge and experience in professional,managerial and human Relations activities necessary to fulfill the job

37、.n nKnow-How is measured in depth by eight degrees and in breadth by five degrees 第15页/共19页The Guide-Chart Profile Method:Know-HowThe Guide-Chart Profile Method:Know-HowThe three dimensions of Know-How are:n nPractical procedures,specialized techniques and knowledge Practical procedures,specialized

38、techniques and knowledge within occupational fields,commercial functions,and within occupational fields,commercial functions,and professional or scientific disciplines.This is commonly referred professional or scientific disciplines.This is commonly referred to as the to as the Depth of Know-How.Dep

39、th of Know-How.n nIntegrating and harmonizing simultaneous achievements of Integrating and harmonizing simultaneous achievements of diversified functions within managerial situations occurring in diversified functions within managerial situations occurring in operating,technical,support or administr

40、ative fields.This is operating,technical,support or administrative fields.This is referred to as the referred to as the Breadth of Know-HowBreadth of Know-Hown nActive,practicing person-to-person skills in work with other Active,practicing person-to-person skills in work with other people.This is re

41、ferred to as the people.This is referred to as the Human Relations Skill.Human Relations Skill.第16页/共19页Depth Of Know-HowA.Education to post primary levelA.Education to post primary levelB.Practiced in standard work routines and/or use of simple equipment and machinesB.Practiced in standard work rou

42、tines and/or use of simple equipment and machinesC.Procedural or systematic efficiency and use of specialized equipmentC.Procedural or systematic efficiency and use of specialized equipmentD.Specialized skill gained by on-the-job experience or through part professional D.Specialized skill gained by

43、on-the-job experience or through part professional qualification qualification E.Understanding of theoretical principles normally gained through professional E.Understanding of theoretical principles normally gained through professional qualification or through a detailed group of involved practices

44、 and proceduresqualification or through a detailed group of involved practices and proceduresF.Seasoned proficiency in a highly specialized field,gained through experience built on F.Seasoned proficiency in a highly specialized field,gained through experience built on theories or a broad and deep un

45、derstanding of complex practicestheories or a broad and deep understanding of complex practicesG.Mastery of principles,practices and theories gained through wide experience and/or G.Mastery of principles,practices and theories gained through wide experience and/or special developmentspecial developm

46、entH.Unique command of principles,theories and practices H.Unique command of principles,theories and practices The Guide-Chart Profile Method:Know-HowThe Guide-Chart Profile Method:Know-How第17页/共19页Breadth Of Know-HowI.Non or minimal Performance or supervision of jobs which have closely I.Non or min

47、imal Performance or supervision of jobs which have closely specified objectivesspecified objectivesII.Homogeneous Integration of operations which are homogeneous in nature II.Homogeneous Integration of operations which are homogeneous in nature and objective,and coordination with associated function

48、sand objective,and coordination with associated functionsIII.Heterogeneous Integration or coordination of diverse functions or sub-III.Heterogeneous Integration or coordination of diverse functions or sub-functions in a company;or inter-company coordination of a tactical functions in a company;or in

49、ter-company coordination of a tactical functionfunctionIV.Broad Integration of the major functions in an operating company;or group-IV.Broad Integration of the major functions in an operating company;or group-wide coordination of a strategic function affecting policy formationwide coordination of a strategic function affecting policy formationV.Total The management of strategic functions and policy formation V.Total The management of strategic functions and policy formation The Guide-Chart Profile Method:Know-HowThe Guide-Chart Profile Method:Know-How第18页/共19页