1、Skill & Competency - BasedCompensation SystemChapter TopicsPerson-Based Structures: Skill Plans“How to: Skill AnalysisPerson-Based Structures: Competencies“How to: Competency AnalysisJobs v. Skills or CompetenciesJobsclear expectationssense of progresspay based on value of workinflexibleSkills or Co

2、mpetenciescontinuous learningflexibilitylateral movementSkill & Competency AnalysisSkill Analysis: systematic process to identify skills to perform work: What you know.Skills: basic unit of knowledgeCompetency Analysis: systematic process to identify competencies required to for success. What you ca

3、n do.Competencies: basic units of knowledge & abilitiesSkill or Competency EvaluationPerson centered approach rather than job centeredDetermine the skill blocks that are valued: skill or skill units, rather than jobs are compensable.Quantify the valueDevelop certification proceduresMastery of skill

4、units is measured and certified.Pay changes do not necessarily accompany job changes.There is little emphasis on seniority in pay determination.Many Ways to Create Internal StructurePerson-Based Structures: CompetenciesSeveral perspectives on what competencies are and what they are meant to accompli

5、shSkill that can be learned and developed or a trait that includes attitudes and motives?Focus on the minimum requirements that the organization needs to stay in business or focus on outstanding performance?Characteristics of the organization or of the employee?才干薪酬體系才干是指一系列的技藝、知識、才干行為特征以及其他個(gè)人特征的總稱。

6、在組合得當(dāng)且環(huán)境適宜的情況下，這種才干對個(gè)人、群體、特定任務(wù)及整個(gè)組織的績效有一種預(yù)測作用。才干是能預(yù)測人們在任務(wù)或生活中能否能獲得高績效或勝利的要素的集合。才干的冰山模型界定組織所需求的才干并不是一切才干都是組織所需求的斯內(nèi)爾的中心才干界定模型中心才干是技藝和技術(shù)的集合，它使組織能為客房帶來特別的、與眾不同的利益。中心才干的判別規(guī)范：有價(jià)值很獨(dú)特可擴(kuò)展能學(xué)習(xí)斯內(nèi)爾以為，中心才干可分為知識、流程、關(guān)系、技術(shù)四類。知識微生物免疫診斷抗體流程研發(fā)生物提純DNA雜交關(guān)系美國軍隊(duì)世衛(wèi)組織銷售網(wǎng)絡(luò)雇員技術(shù)免疫鑒定快速診斷基于DNA衡量才干通常有兩種思緒來衡量員工才干將組織所需的每項(xiàng)才干視為一個(gè)獨(dú)立的技藝

7、部件，對每個(gè)技藝部件都設(shè)置技藝等級和與之相對應(yīng)的衡量規(guī)范。然后再根據(jù)這些規(guī)范來衡量員工才干。將組織所需的才干細(xì)化到職位簇中，為每個(gè)職位簇開發(fā)出與其對應(yīng)的任職資歷。然后再根據(jù)任職資歷要求來衡量員工的才干。人際交往能力 4321容易與他人建立可信賴的積極發(fā)展的長期關(guān)系，善于與他人合作共事，善于領(lǐng)會他人的請求，并付之于適當(dāng)?shù)难孕小?能夠與他人建立可信賴的長期關(guān)系，能夠與他人合作共事，領(lǐng)會他人的請求，有時(shí)幫助想辦法解決。 較為自我，不易與他人建立長期關(guān)系，團(tuán)隊(duì)合作精神不強(qiáng)，對工作有影響，有時(shí)能關(guān)心他人，體會人的苦衷。 剛愎自用，不易與他人相處，自我封閉；不能與他人很好合作；不太關(guān)心他人，對他人的需求毫

8、無感覺。 領(lǐng)導(dǎo)能力 能合理評價(jià)下屬的技能和績效；善于了解下屬需要，幫助下屬成長和發(fā)展；善于分配工作與權(quán)力，引導(dǎo)下級積極主動(dòng)地工作，完成任務(wù)。 能較為合理地評價(jià)下屬的技能和績效，指出其不足；能夠根據(jù)實(shí)際情況，幫助下屬成長和發(fā)展；能夠順利分配工作與權(quán)力，提高下屬積極性能夠按公司要求對下屬作評估；不能很好地幫助下屬成長和發(fā)展；欠缺分配工作、權(quán)力及指導(dǎo)部屬的方法，下屬積極性不高。 無法正確評估下屬；不能幫助下屬成長和發(fā)展；不善分配工作與權(quán)力，缺乏指導(dǎo)下屬的方法；下屬積極性不高。將才干與薪酬結(jié)合直接掛鉤：員工的根本薪酬由才干決議。間接掛鉤：根本薪酬由員工所在的職位和員工才干共同決議。其中才干職位決議“薪

9、等，才干決議根本工資在薪等中的詳細(xì)位置。A1A2A33124才干薪酬體系產(chǎn)生的背景市場競爭方式的變化。知識經(jīng)濟(jì)時(shí)代的競爭是人才的競爭。要成為一流的企業(yè)，就要一流的員工隊(duì)伍。組織構(gòu)造的變化跨部門、跨職能團(tuán)隊(duì)出現(xiàn)、組織構(gòu)造扁平化使員工不再把追求高級管理職位作為職業(yè)開展的主要目的，他們需求的是較大的自主權(quán)和任務(wù)彈性。管理理念的變化將才干與薪酬掛鉤，是引導(dǎo)員工學(xué)習(xí)，進(jìn)而企業(yè)提升本身中心競爭力的重要方法。Determining the InternalCompetency-Based StructureTerms in Competency AnalysisCore competenciesRelate

10、d to mission statements expressing organizations philosophy, values, business strategies, and plansCompetency setsTranslate each core competency into actionCompetency indicatorsObservable behaviors that indicate the level of competency within each setDefining CompetenciesOrganizations seem to be mov

11、ing away from the vagueness of self-concepts, traits, and motivesGreater emphasis on business-related descriptions of behaviors “that excellent performers exhibit much more consistently than average performersCompetencies are becoming “a collection of observable behaviors that require no inference,

12、assumption or interpretationCompetency-Based ApproachesTRW Human Resources CompetenciesSample Behavioral Competency IndicatorsHuman Resources CompetenciesSample Behavioral Competency IndicatorsPurpose of the Competency-Based StructureOrganization strategyFair to employeesMotivates behavior toward or

13、ganization objectives“How To Competency AnalysisObjectiveWhat information to collect?One scheme to classify competencies includesPersonal characteristicsVisionaryOrganization specificExamples3M Leadership CompetenciesBehavioral Anchors for Global-Perspective CompetencyThe Top 20 Competencies“How To

14、Competency Analysis (cont.)Whom to involve?Competencies are derived from executive leaderships beliefs about strategic organizational intent Establish certification methodsResulting structure Designed with relatively few levelsGuidance from the research on competenciesCompetency Analysis CriticismsC

15、ompetencies sometimes vagueSome competencies difficult to measure: cant give a testDifficult to relate to what people do Could expect a competency that they dont engage in才干薪酬的優(yōu)缺陷優(yōu)點(diǎn)：提高企業(yè)的靈敏性和順應(yīng)性使員工承當(dāng)更多、更廣泛的責(zé)任鼓勵(lì)員工為本身開展擔(dān)任，努力提高才干。缺陷：要定期更新才干評價(jià)體系，重新鑒定員工才干。能夠會添加人工本錢Person-Based Structures: Skill PlansAdva

16、ntage of a skill-based plan is that people can be deployed in a way that better matches the flow of workAvoids bottle necksAvoids idlingSkill-based structures link pay to the depth or breadth of the skills, abilities, and knowledge person acquires that are relevant to the work. In contrast, a job-ba

17、sed plan pays employees for the job to which they are assigned, regardless of the skills they possess.What is a Skill-Based Structure? 技藝薪酬體系技藝薪酬體系是指組織根據(jù)一個(gè)人所掌握的與任務(wù)有關(guān)的技藝、才干以及知識的深度、廣度支付根本薪酬的一種報(bào)酬制度。Types of Skill PlansSkill plans can focus on Depth based深度技藝，即經(jīng)過在一個(gè)范圍較為明確的具有一定專業(yè)性的技術(shù)或?qū)I(yè)領(lǐng)域中不斷積累而構(gòu)成的專業(yè)知識、技藝

18、和閱歷。 SpecialistBreadth based廣度技藝，往往要求員工在從事任務(wù)時(shí)，需求運(yùn)用其上游、下游或者同級職位上所要求的多種普通性技藝。 Generalist/ multiskilled based技藝深度和技藝廣度Sample: Skill LadderPurpose of the Skill-Based StructureAlign employee goals with the goals of the organization Improve staffing flexibility Increase individual productivity Increase ov

19、erall efficiency in the organization, thereby, reducing costs Determining theInternal Skill-Based StructureSystematic process of identifying and collecting information about skills required to perform work in an organization.What Is Skill Analysis?“How To Skill AnalysisTo build a structure, a proces

20、s is needed to describe, certify, and value the skillsWhat is the objective of the plan?What information should be collected?What methods should be used?Who should be involved?How useful are the results for pay purposes?“How To Skill Analysis (cont.)What information to collect? Foundation skillsCore

21、 electivesOptional electivesWhom to involve?Employees and managersEstablish certification methodsPeer review, on-the-job demonstrations, or formal tests“How To Skill Analysis (cont.)Guidance from the research on skill-based plansDesign of certification process crucial in perception of fairnessAlignm

22、ent with organizations strategyMay be best for short-term initiativesCreating Skill Blocks A skill block is a set of skills acquired to perform a collection of tasks, duties, and/or responsibilities that represents an organizationally-valued package upon which to base pay decisions.Creating Skill Bl

23、ocks - Case Studies Skill Certification- Case StudiesFMCs Technician Skill-Based StructureCosts Associated with SBC Increased labor costs Increased training costs Increased administrative costs PRODUCTIVITY AND EFFICIENCY must offset these increased costs in order for a SBC program to succeed! 技藝薪酬的

24、實(shí)施條件從任務(wù)性質(zhì)上看，技藝薪酬體系適用于需求多種技藝的職位技藝薪酬體系能否得到運(yùn)用還取決于管理層的認(rèn)識。技藝薪酬體系的設(shè)計(jì)流程建立技藝薪酬體系設(shè)計(jì)小組進(jìn)展任務(wù)分析評價(jià)任務(wù)義務(wù)確定技藝等級并為之定價(jià)技藝的分析、培訓(xùn)與認(rèn)證1、建立設(shè)計(jì)小組要成立兩個(gè)層次的小組指點(diǎn)委員會來自公司高層，把握全局設(shè)計(jì)小組來自各相關(guān)部門，從事詳細(xì)設(shè)計(jì)任務(wù)。設(shè)計(jì)小組的成員要有廣泛的代表性。2、進(jìn)展任務(wù)分析技藝薪酬的支付對象是組織需求的技藝不做詳細(xì)的任務(wù)分析，就不能區(qū)分所需的技藝，難以劃分技藝等級。3、評價(jià)任務(wù)義務(wù)對各項(xiàng)任務(wù)義務(wù)的難度和重要性進(jìn)展評價(jià)。需求制定相應(yīng)的尺度重要性尺度0不執(zhí)行該技能1有點(diǎn)重要2一般重要3比較重要 4很重要5非常重要4、技藝等級確實(shí)定與定價(jià)技藝模塊：員工為了按照既定的規(guī)范完成任務(wù)義務(wù)而必需可以執(zhí)行的一個(gè)