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  • Ipe Methodology New

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    dhl009
    381 vizualizări12 pagini
    IPE METHODOLOGY Job Evaluation / job analysis Objectives Redesign current grade structure to align with best-in-class local and nationwide practices. Create a common context and framework, that allows for easy comparison of grade structures across your organization. Mercer's globally accepted International Position Evaluation methodology.

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    IPE METHODOLOGY Job Evaluation / job analysis Objectives Redesign current grade structure to align with best-in-class local and nationwide practices. Create a common context and framework, that allows for easy comparison of grade structures across your organization. Mercer's globally accepted International Position Evaluation methodology.

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PDF, TXT sau citiți online pe Scribd
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    381 vizualizări12 pagini

    Ipe Methodology New

    Încărcat de

    dhl009
    IPE METHODOLOGY Job Evaluation / job analysis Objectives Redesign current grade structure to align with best-in-class local and nationwide practices. Create a common context and framework, that allows for easy comparison of grade structures across your organization. Mercer's globally accepted International Position Evaluation methodology.

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PDF, TXT sau citiți online pe Scribd
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    din 12

    IPE METHODOLOGY

    2008-09-16

    www.duyennghi.com

    Job Evaluation/Job Analysis Objectives


    On the basis of documented job descriptions, evaluate benchmark positions using Mercers globally accepted International Position Evaluation methodology Redesign current grade structure to align with best-inclass local and nationwide practices

    Create a common context and framework, that allows for easy comparison of grade structures across your organization

    Ensure that HR professionals and Line Managers are suitably equipped to manage this structure in the changed context

    2008-09-16

    www.duyennghi.com

    Job Evaluation/Job Analysis Methodology

    2008-09-16

    www.duyennghi.com

    The International Position Evaluation System


    Impact
    Contribution Impact Organization

    Communication
    Frame Communication

    Innovation
    Complexity Innovation

    Knowledge
    Teams Knowledge Breadth

    2008-09-16

    www.duyennghi.com

    Banding defined
    1. Banding (or broad banding) maybe defined as a system of responsibility and accountability definition that identifies distinct levels of qualitatively different work through the analysis of benchmark roles and responsibilities. 2. The primary purpose for introducing broader bands is typically to provide a more flexible environment. 3. The emphasis can then be shifted from a focus on jobs, and small differences in job size, toward a focus on roles and people their performance, capability and contribution

    2008-09-16

    www.duyennghi.com

    Characteristics of Band based Structures


    1. 2. 3. 4. 5. One-half to one-third fewer grades than traditional structures Consolidated, simplified position titles Wide range between band minimum and maximum Strong reliance on market benchmarking with pay typically administered though zones or ranges Progression through bands linked to progressive stages of career development

    Traditional Structure
    Range Spread: 40%-60% Midpoint Differential: 10%-15%

    Broad Grades
    Range Spread: 60%-80% Midpoint Differential: 15%-30%

    Bands
    Range Spread: 80% - 100%+ Midpoint Differential: none

    2008-09-16

    www.duyennghi.com

    IPE Factor Analysis Using IPE Factors to define the band structure
    Factors
    Impact & Contribution Innovation & Complexity Communication Knowledge Team Leadership

    2008-09-16

    www.duyennghi.com

    Band/ Job Family Matrix


    L6 Functional Leadership Sub Functional Leadership/ Technical Expertise Frontline Management/ Functional Specialists Functional/ Business Support I Functional/ Business Support II Admin Support

    L5

    L4

    Sales & Marketing

    Logistics

    Finance

    HR

    Eng

    L3

    L2 L1

    2008-09-16

    www.duyennghi.com

    Three stages of development within the Band

    Contributor Learning how to do work and developing up to the required standard for the band

    Developer When one applies and further develops his/her skills in her own specific area of expertise, sometimes to a very high standard

    Leader/ Expert When one applies his/her expertise more broadly to benefit the organization, and develop and coach others

    2008-09-16

    www.duyennghi.com

    Conceptual Illustration of the Person Development Model


    Growth of Professional Competence & Results Contribution
    Business/ Functional Leadership
    Leader/ Expert Sub-functional Leadership/ Technical Expertise Leader/ Expert Frontline Management/ Functional Specialists Leader / Expert Developer Contributor Expert Developer Contributor Developer Contributor

    Business/ Functional Support

    Business/ Functional Support

    Developer

    Contributor 2008-09-16

    www.duyennghi.com

    2008-09-16

    www.duyennghi.com

    2008-09-16

    www.duyennghi.com

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