Introduction to Job Evaluation THP Group April 2010 Typical Issues “Our group is different” Employee has been with us a long time “We are treated as second class” Increased work volume or more difficult © 2008 Hay Group All Rights Reserved Employee performed very well Diagnose Alternatives Solutions Employee has great potential for growth Choosing the right solution Redesign work for clear value creation Core Principles - Creating value not just creating more work - Sustainable for company and the individual - Reinforcing outstanding performance and not just doing the minimum requirements Develop career and not just fix the job Re-align performance indicators Select differently Evaluate Job © 2008 Hay Group All Rights Reserved Understand & communicate consistently Incentivize differently 01 Hay Guide Chart®-Profile Method of Job Evaluation Hay Guide Chart®-Profile Method of Job Evaluation Developed by Edward N Hay in the early 1940’s Modified over the years to reflect the changing needs and evolution of organizations Most widely used process for the evaluation of management, professional and technical jobs in the world Used by more than 4,000 organizations in over thirty countries © 2008 Hay Group All Rights Reserved Basic Premise We must first believe that all jobs exist to contribute in some way to the organization Job evaluation allows us to measure the contributions of jobs in terms of internal value and further enables linking these internal values to external market data Hay Group methodology measures three aspects of a job:  Knowledge required (input)  Problem Solving involved (throughput)  Results expected (output) The outcome of this methodology is a measurement of job size in terms of points © 2008 Hay Group All Rights Reserved Factors Used in the Hay Group Method The jobholder requires To achieve this Jobs exist to end result, jobholders must achieve an address problems,create, analyze end result and apply judgment Để hoàn tất kết người nắm Công việc tồn giữ chức vụ phải xác định vấn Tại để hoàn thành đề, thiết lập phân tích Kết Qủa định Knowledge and experience consistent with the scale and complexity of the result to be achieved/ Người nắm giữ công việc yêu cầu phải có kiến thức kinh nghiệm phù hợp với độ lớn độ khó kết cần thực Know-How + Problem Solving + Accountability Accountability Problem Solving + Accountability The Hay Group method uses three universal compensable elements to measure the relative size of jobs/ Phương pháp Hay Group sử dụng yếu tố trả lương phổ quát để đo độ lớn công việc Know-How Factor To achieve results, jobs must require a certain level of knowledge, skills and experience Để hoàn thành kết quả, công việc phải yêu cầu mức độ kiến thức, kỹ kinh nghiệm Know-How is the factor we use to measure the sum total of knowledge required of a job, however gained Know-How yếu tố sử dụng để đo tổng số kiến thức yêu cầu công việc, cách đạt Know-How has three dimensions/Know-How có ba chiều:  Practical/Technical Knowledge/ Kiến th ức chuyên môn Planning, Organizing, Integrating (Managerial) Knowledge/các kiến thức Ho ạch định, tổ ch ức, ều h ợp (thu ộc v ề qu ản lý)   Communicating and Influencing Skills/ Các kỹ giao ti ếp gây ảnh h ưởng The Knowledge Required of a Job or “Input” Thinking Environment – Freedom to Think Levels A Overview Job Comprehension Thinking Guided By Simple rules and Strict Routine Latitude Permitted Typical Jobs None/Minimal Clerk, Custodian detailed instructions B C D E Routine what to Established routines and Variations in Receptionist, Assembler, and how to it standing instructions sequence Driver Somewhat diversified Organizing workflow in best Secretary, Accounting procedures and precedents sequence Clerk, Lead Worker Told what to do; Substantially diversified Choice of procedures Accountant, Engineer, options on how procedures and specialized standards and sequence 1st line Supervisor Development of Department Manager, procedures Sr Professional Broad policies and specific objectives Development of plans priorities, and processes to achieve objectives Functional Executive General policies and Latitude to consider Core Executives ultimate goals organizational direction Semi-Routine Standardized Clearly Defined F Broadly Defined G Generally Defined Told what to do; free think Clearly defined policies and principles about how Told what to in very broad terms Free to think about all of the organization under Board guidance 31 Thinking Challenge Level Solution Problem True - False Multiple Choice Deduction Induction Unprecedented 33 Freedom to Act Most important dimension of accountability Là chiều quan trọng Accountability (tầm trách nhiệm) Existence or absence of personal/procedural control and guidance Hiện diện khuyết thiếu kiểm sốt va hướng dẫn cá nhân/qui trình Direct relationship to organizational structure Mối quan hệ trực tiếp tới cấu trúc tổ chức Defines authority to act, to approve, to make decisions Xác định thẩm quyền để hành động, phê duyệt, định Related to time frame of impact of decisions Được liên quan đến khung thời gian ảnh hưởng định Freedom to Act Level Supervision E Managerial direction Achieve operating objectives within approved plans Incumbent Procedural Guidance Latitude Typical Jobs Functional precedents/ Well defined policies Independence within budgets, plans, policies, and precedents Department Manager, Plant Manager General managerial direction Establish end results for function/division Take action and commit resources Results reviewed annually Functional policies and organizational Wide discretion with operating policies and precedents Function Executive Broad managerial guidance Results reviewed by executive management and/or Board Broad policy and strategic objectives GHWHUPLQHV³KRZ´DQG³ZKHQ´ Monthly/annual focus F G H goals Determination of Core Executive operating direction of major function(s) Defined by organization size, complexity, governance and ownership CEO, COO 39 Nature of Impact Impact of Quantifiable Positions/ Ảnh hưởng vị trí định lượng kết Indirect (Support/Advise)/Gián tiếp (hỗ trợ/cố vấn) Remote/ Xa  Informational, recording services/ Dịch vụ thu thập,l ưu trữ thông tin  Timely and accurate/ Đúng thời gian xác  Information used by others to make decisions/ Thông tin đượ c sử dụng b ởi ng ười khác để quy ết định  Primarily nonexempt/ Chủ yếu nhân viên ăn lương theo thời gian Contributory/ Đóng góp  Interpretive, advisory or facilitating services/ Dịch thu ật, c ố v ấn ho ặc dịch v ụ h ỗ tr ợ  Measurable impact on results/ Ảnh h ưởng có th ể đo l ường d ực k ết qu ả  Value-added/ Giá trị cộng thêm  Staff functions/ Các chức nhân viên  Project/Service orientation/ Định hướng dịch vụ hay d ự án Direct (Makes Decisions)/ Trực tiếp(ra định) Shared/ Được chia sẻ  Team decision-making/ Ra định nhóm  Not shared with superiors/subordinates/ QĐ khơng chia sẻ với giám sát / cấp d ưới  Matrix structures/ Cấu trúc ma trận  Facilitating orientation/ Định hướng tạo ều kiện thuận l ợi Prime/ Hàng đầu  Line accountability/ Chịu trách nhiệm  Controlling impact/ Ảnh h ưởng ki ểm soát  Leadership, sponsorship, ownership orientation/ Định hướng lãnh đạo, bảo tr ợ, ch ủ s hữu 41 Accountability: Evaluating the Nature of Impact and Magnitude (Area of Impact) (N) Not Quantifiable Magnit ude AMI Equivalent Im pact II III IV (3) Medium VND6B- 60B VND600-6B < VND 600M I (2) Small (1) Very small (4) Total or Indeterminate R C S M = Million s P R C S B = Billion s JOB IMPACT: VND60B- 600B PR C S P R VND600B- 6T C S P T = Trillion s EXPLANATORY LANGUAGE: R REMOTE: Informational, recording, or incidental service for use R Indirect support services which not have a by others in relation to some important end result C CONTRIBUTORY: Interpretive, advisory, or facilitating services for use by others in taking action clearly measurable effect on work flow or persons served C Indirect support services or production tasks for use or completion by others S SHARED: Participating with others (except own subordinates and superiors), within or outside the organizational unit, in taking S Non-standard services or production tasks which action noticeably affect the work results R P PRIME: Controlling impact on end results, where shared accountability of others is secondary E © 2008 Hay Group All Rights Reserved P Leadership role in services provided or production tasks performed R M O TE: Informational, recording, or incidental service for use by others in relation to some important end result Các dịch vụ thơng tin, lưu trữ mang tính vụ vụ hỗ trợ mà khơng có hiệu cụ thể đo chu trình cơng việc người dịch vụ C Indirect support services or production tasks for use or completion by others Các dịch vụ hỗ trợ C CONTRIBUTORY: Interpretive, advisory, or facilitating services gián tiếp công việc sản xuất để sử for use by others in taking action Các dịch vụ dịch thuật, cố vấn dụng hay hoàn tất người khác hỗ trợ.cho người khác định S Non-standard services or production tasks which noticeably affect the work results Các dịch vụ S SHARED: Participating with others (except own subordinates không tiêu chuẩn công việc sản xuất and superiors), within or outside the organizational unit, in taking mà có ảnh hưởng đáng kể tới kết cơng việc action Tham gia với người khác (trừ giám sát cấp mình), bên hay bên ngồi phận,trong việc P Leadership role in services provided or production định P PRIME: Controlling impact on end results, where shared accountability of others is secondary Có ảnh hưởng kiểm soát kết cuối cùng, trách nhiệm người khác thmgia vào thứ yếu R Indirect support services which not have a clearly measurable effect on work flow or persons served Các dịch tasks performed Vai trò lãnh đạo dịch vụ cung cấp công việc sản xuất thực 45 Quality Assurance Checks – Short Profiles/ Kiểm tra chất lượng – Biên độ công việc Relationship between factors – accountability to problem solving PROBLEM SOLVING DOMINANT P2 Pure research P1 Applied research Heavy thinking, end results longer term © 2008 Hay Group All Rights Reserved ACCOUNTABILITY DOMINANT = Staff position A1 A2 A3 Accountability Technical Typical emphasis line/ line/ staff production production Comparable emphasis on thinking and end results A4 Heavy production emphasis High emphasis on end results 48 Quality Assurance Checks Between Jobs Waterfall Check/ Kiểm tra thác nước  When evaluating positions with an F level or below for Specialized Know-How, factor selections will either stay constant or not move more than one letter down across factors (e.g., DDD, EED, FED) Khi đánh giá vị trí với F level thấp cho yếu tố know-how, y ếu tố chon lựa không đứng yên không di chuyển ch ữ xuống y ếu t ố (ví d ụ: DDD, EED, FED)  This reflects logical and reasonable relationships between what the person in a position knows, how they can adapt their knowledge to unusual situations and the effect on organizational results that they are likely to be empowered to pursue Điều phản ánh mối quan hệ hợp lý logic mà người vị trí hiểu, họ thích hợp kiến thức với tình hu ống khác th ường nh th ế ảnh hưởng vào kết tổ chức mà họ trao quyền thực thi Sorethumb/ Kiểm tra nhận diện  Sort jobs based on total evaluation points and see if any jobs appear out of place Phân loại công việc dựa đánh giá tổng ểm đánh giá xem xet có cơng vi ệc xu ất hi ện không ch ỗ  Jobs can also be sorted by individual factors evaluations and reviewed for inconsistencies Các công việc phân loại yếu tố đánh giá cá nhân và ki ểm tra cho s ự phù h ợp  Review hierarchical structures within job families for appropriate progression Kiểm tra cấu trúc thứ bậc bên nhóm cơng vi ệc cho ti ến trình thích h ợp 52 Foundations of a Sound Job Evaluation Process – Ground Rules • Discussions about jobs are confidential Thảo luận công việc phải bảo mật • All evaluations are Team decisions Tất cà đánh giá đươc nhóm định • Each member should actively participate in the process Mỗi thành viên phải tham gia chủ động vào trình đánh giá • Decisions reached by consensus (not votes) are preferred Các định yêu cầu thống ý kiến thành viên nhóm • Job content experts on the Team should offer information first and opinions last Các chun gia đánh giá cơng việc nhóm nên đưa thông tin tr ước ý ki ến sau • If the Team cannot reach consensus within a reasonable amount of time, either get more information or table the job until later Nếu nóm khơng thể thống thới lượng hợp lý, không l thêm thông tin c ũng không bàn bạc công việc dip khác 54 ... measurement of job size in terms of points © 2008 Hay Group All Rights Reserved Factors Used in the Hay Group Method The jobholder requires To achieve this Jobs exist to end result, jobholders must... Incentivize differently 01 Hay Guide Chart®-Profile Method of Job Evaluation Hay Guide Chart®-Profile Method of Job Evaluation Developed by Edward N Hay in the early 1940’s Modified over the years to reflect... just fix the job Re-align performance indicators Select differently Evaluate Job © 2008 Hay Group All Rights Reserved Understand & communicate consistently Incentivize differently 01 Hay Guide Chart®-Profile