薪酬管理-海氏薪酬标杆英文 精品002
合益HayGroup海氏薪酬标杆
Base Salary Practice Internal Equity Assessment
$
Points
Step 5: Conduct Market Pricing Analysis
New Jersey Institute of Technology Position Information Questionnaire
• Managers will review, comment on and approve the completed questionnaires.
Step 3: Evaluate Jobs
Know-How - the sum total of knowledge, however acquired, necessary for competent job performance:
• Technical Know-How • Managerial Know-How • Human Relations Skills
• An objective process is applied to all jobs
• Evaluations are consistent with external references and standards
Step 3: Evaluate Jobs (Cont’d)
Quality Control….
• Provides means to assess pay across different market/functions
海氏薪酬标杆
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
Project Objectives
Recommend modifications to the design of the current program to ensure that pay structure:
海氏薪酬标杆
2020年4月28日星期二
About the Hay Group
• Global Human Resources Management Consulting Firm
• 2,000 Employees Worldwide • 9,000 Clients in Various Industries • Partners with Clients to Implement Human Resources
NJIT’s current classification program has not been formally reviewed in a number of years…concerns have developed about: comparability of roles and job value across the organization, turnover in certain areas, and the increasing complexity of work.
合益HayGroup海氏薪酬标杆
Recommend modifications to the design of the current program to ensure that pay structure:
• Reflects job value and contribution in a consistent methodology
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Project Objectives
• Provides means to assess pay across different market/functions
• Evaluates jobs and not people
• Not based on performance, title, writing skills or current salary
Assess New Jersey Institute of Technology’s current position classification program and make recommendations to ensure that it enables pay in an equitable and competitive manner.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
3
Project Objectives
Benchmark sample of 80 positions (both aligned and non-aligned) selected to encompass a representative sample of titles and job levels in the following functional areas:
合益HayGroup海氏薪酬标杆
Step 3: Evaluate Jobs
•Hay will train a committee comprised of NJIT employees in •Hay’s proprietary job measurement methodology. Committee •members will include senior management and select •representatives from:
•I:/GKN0524.ppt
Step 2: Review and Update Job Documentation
•Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
• Reflects job value and contribution in a consistent methodology
• Achieves desired and appropriately competitive market targets
•Note: There will be no reductions in pay as a direct result of this study •nor do we anticipate wholesale increases in compensation levels.
Project Objectives
•Benchmark sample of 80 positions (both aligned and non-aligned) •selected to encompass a representative sample of titles and job levels •in the following functional areas:
合益HayGroup海氏薪酬标杆PPT资料24页
I\Clients\NJIT\benchmark.review.12.10.01.ppt
2
Project Objectives
I\Clients\NJIT\benchmark.review.12.10.01.ppt
6
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
7
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
I:/GKN0524.ppt
I\Clients\NJIT\benchmark.review.12.10.01.ppt
海氏薪酬标杆
I\Clients\NJIT\benchmark.review.12.10.01.ppt
6
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
8
Step 3: Evaluate Jobs
Hay will train a committee comprised of NJIT employees in Hay’s proprietary job measurement methodology. Committee members will include senior management and select representatives from:
A subset of the Committee will work with Hay to evaluate the benchmark positions over a four day period. Hay’s facilitation will ensure:
• An objective process is applied to all jobs
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise
合益HayGroup海氏薪酬标杆共24页
I\Clients\NJIT\benchmark.review.12.10.01.ppt
4
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
I\Clients\NJIT\benchmark.review.12.10.01.ppt
5
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
I\Clients\NJIT\benchmark.review.12.10.01.ppt
海氏薪酬体系标杆(英文版)
海氏薪酬体系标杆(英文版)Hays Salary System BenchmarkA well-structured and competitive salary system is essential for the success of any organization. The Hays Salary System Benchmark sets the standard for effective and fair compensation strategies in the business world. This benchmark highlights the factors that need to be considered in developing a comprehensive salary system and provides guidelines for organizations to follow.First and foremost, the Hays Salary System Benchmark emphasizes the need for organizations to conduct thorough market research. This involves analyzing compensation data from similar industries and job roles to determine the average salary levels. By comparing these figures with the organization's existing salaries, organizations can identify any disparities and make adjustments accordingly. This ensures that the salaries offered are competitive and in line with industry standards, helping to attract and retain top talent.Another important aspect of the Hays Salary System Benchmark is the recognition of the importance of job evaluation. This involves assessing the relative worth of different job roles within the organization. Factors such as the level of responsibility, required skills and qualifications, and the impact on organizational success are taken into consideration. This evaluation helps organizations assign appropriate salary ranges to different positions, ensuring that employees are fairly compensated based on the value they bring to the organization.In addition to market research and job evaluation, the Hays SalarySystem Benchmark also emphasizes the need for organizations to have clear salary structures in place. This involves defining salary ranges for each job level and providing guidelines for salary progression. Clear salary structures help employees understand the potential growth opportunities within the organization and provide a transparent framework for salary negotiations. This ensures that employees are rewarded for their efforts and motivates them to perform at their best.The Hays Salary System Benchmark also recognizes the importance of performance-based pay. This involves linking a portion of an employee's salary to their performance, incentivizing employees to achieve and exceed their targets. Performance-based pay can be in the form of bonuses, commission, or profit-sharing schemes, depending on the nature of the job and the organization's goals. This not only helps to drive employee performance but also aligns individual goals with organizational objectives.Furthermore, the Hays Salary System Benchmark highlights the need for organizations to regularly review and update their salary systems. A dynamic business environment requires constant adaptation, and salary systems are no exception. Organizations should monitor market trends, evaluate the effectiveness of their compensation strategies, and make necessary adjustments to remain competitive. Regular review also allows organizations to identify and address any pay gaps or disparities, ensuring fair and equitable compensation for all employees.To summarize, the Hays Salary System Benchmark provides organizations with a comprehensive guide to develop an effectiveand fair compensation strategy. By conducting thorough market research, evaluating job roles, defining clear salary structures, implementing performance-based pay, and regularly reviewing and updating the system, organizations can ensure that their employees are fairly compensated and motivated to achieve excellence. The Hays Salary System Benchmark sets the standard for the industry, giving organizations the tools they need to attract and retain top talent, drive performance, and achieve organizational success.薪酬系统的基础构架是一个组织内部必不可少的部分。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Agenda
• Introductions
• Project Objectives • Project Steps • Project Timeline • Q&A • Position Information Questionnaire Addendum
About the Hay Group
NJIT’s current classification program has not been formally reviewed in a number of years…concerns have developed about: comparability of roles and job value across the organization, turnover in certain areas, and the increasing complexity of work.
• Finance and Budget • North Jersey Transportation Planning Authority • Information Technology
Project Objectives
Recommend modifications to design of the current program to ensure that pay structure:
Project Objectives
Benchmark sample of 80 positions (both aligned and non-aligned) selected to encompass a representative sample of titles and job levels in the following functional areas:
Strategies which Align with Business Objectives • Leader in Compensation Assessment and Design
Project Objectives
Assess New Jersey Institute of Technology’s current position classification program and make recommendations to ensure that it enables pay in an equitable and competitive manner.
Step 2: Conduct Interviews
Interviews will be conducted with the defined area Division Heads and Human Resources to understand NJIT’s:
• Mission and Strategies • Job Roles and Challenges • Compensation Philosophy and Issues • Current Pay Structures and Processes
New Jersey Institute of Technology Position Information Questionnaire
• Managers will review, comment on and approve the completed questionnaires.
• Employees will complete a position information questionnaire to provide current information on job accountabilities, requirements and competencies.
New Jersey Institute of Technology Expertise
• Global Human Resources Management Consulting Firm
• 2,000 Employees Worldwide • 9,000 Clients in Various Industries • Partners with Clients to Implement Human Resources
Step 1: Conduct Employee Orientation Sessions
Two sessions to familiarize NJIT employees with the objectives and steps in the process, answer questions and distribute position information questionnaires.
• Reflects job value and contribution in a consistent methodology
• Achieves desired and appropriately competitive market targets
Note: There will be no reductions in pay as a direct result of this study nor do we anticipate wholesale increases in compensation levels.
I:/GKN0524.ppt
Step 2: Review and Update Job Documentation
Classification and corresponding compensation parameters should be linked to job content - in order to fairly “size” the benchmark positions at NJIT: