Documente Academic
Documente Profesional
Documente Cultură
Agenda
Definition of grading
Why grading?
Performance
Competencies
Working conditions and environment
Market
3
Performance
Competencies
to
output - results (what)
job weight
age
years in service
job weight
experience
market value
experience
Differentiating factors
blue or white collar
organisation type
phase of development
performance
input - competencies (how)
labour market
need/desire to be innovator
5
Definition grading
A grading ~ classification
Why grading?
Career paths
Promotions
Compensation & Benefits policy
Training & Development
7
The characteristics of an
optimum grading structure
Applicable across the current organization
Flexible enough to accommodate future growth
Practical, easily understood and culturally suited to the
environment within the Company
Underpinned by a process that differentiates jobs
according to content, scope, size and contribution
Enabling links to appropriate pay market
Low in maintenance
Easily linked into a number of other HR systems and
processes e.g. Performance Management,
Succession Planning, Recruitment, Development, etc.
8
Job Description
Company
DATE: #######
Job Description
JOBTITLE
Job Identification :
Recruiter
Job Description
Date :chart:
Organisation
Depart- KNOW-HOW
PROBL SOLV
ACCOUNTAB
ment SLOT
PNTS SLOT % PNTS SLOT PNTS
TOTAL
PNTS
PROF.
SHRT
Finance EII-3
264 E3+
38
100 D4c
132
496
A2
Telecom expert
Support F-I+2
264 E3+
38
100 E-4+
115
479
A1
Lawyer
Legal
E+I3
264 E3+
38
100 E-4+
115
479
A1
Head of Heads
Prod.
EI+3
264 E3+
38
100 D4-c
115
479
A1
April 2002
Organisation chart:
Job
description
Evaluation
Grading
JOBS
Job :
Job Identification
:
Job holder:
Irina
Job :
Recruiter
Division :
Human Resources
Job Identification
:
Job holder:
Irina
Reporting to : Head of Department HR Department
Job :
Recruiter
Division :
Human Resources
Date :
April 2002
Job holder:
Irina
Reporting to : Head of Department HR Department
Division :
Human Resources
Date :chart:
April 2002
Organisation
Reporting to : Head of Department HR Department
Exercise
Management Consultant
Bus driver
Car mechanic
Researcher / product development
Doctor
Professor
Pilot
Secretary
10
Salary structure
Salary
5
4
2
1
1
11
Salary scale
(e.g. x % to y %)
+20%
30,000
Breadth of
grade
-20%
+20%
10,000
-20%
11
10
Grades/ Bands/Levels
12
Company
DATE: #######
Job Description
Recruiter
Job holder:
Irina
Reporting to : Head of Department HR Department
Division :
Human Resources
Date :
April 2002
Reporting to : Head of Department HR Department
Date :chart:
Organisation
Depart- KNOW-HOW
PROBL SOLV
ACCOUNTAB
ment SLOT
PNTS SLOT % PNTS SLOT PNTS
TOTAL
PNTS
PROF.
SHRT
Finance EII-3
264 E3+
38
100 D4c
132
496
A2
Telecom expert
Support F-I+2
264 E3+
38
100 E-4+
115
479
A1
Lawyer
Legal
E+I3
264 E3+
38
100 E-4+
115
479
A1
Head of Heads
Prod.
EI+3
264 E3+
38
100 D4-c
115
479
A1
April 2002
Organisation chart:
Job description
Evaluation
Grading
Pay structure
Salary evolution
NAME
PUSKIN
DOSTOJEVSKI
BOLSOI
WODKA
KREMLIN
ARBAT
BASIL
HERMITAGE
Bonus pay-out
FUNCTION
Economist
Accountant
Lawyer
Specialist
Recruiter
Architect
Benefits specialist
Translator
Grade
14
14
13
12
12
11
11
11
+ Salary Database
PEOPLE
Job :
Job Identification
:
Job holder:
Irina
Job :
Recruiter
Division :
Human Resources
JOBS
JOBTITLE
Job Identification :
Options in designing
classifications/grading
structures
14
The grading structure must fit with the internal value of work
perceptions of the company
15
Overlaps?
16
Broad Bands
17
Directors
Management
I
Project
Manager
C
O
R
E
2
3
Sr. Experts
Experts
Supervisors
I
Supervisors
II
Directors
Officers
-C
SUPPORT STAFF I
SUPPORT STAFF II
10
11
S
U
P
P
O
R
T
Management
II
Project
Manager
Experts
Supervisors
I
Officers
-S
Junior Officers
-S
SUPPORT STAFF I
SUPPORT STAFF II
10
SUPPORT STAFF IV
11
SUPPORT STAFF IV
18
19
LEGAL
STRATEGIC
PLANNING
HR &
COMMUNICATIONS FINANCE
19
Assistant
Finance
Director
INFORMATION
TECHNOLOGY
Assistant
Director, IT &
Business
Planning
Head of Projects
18
Asst Secretary
Legal
Head of
Communication
OPERATIONS
Head of
Operational
Services
Assistant
Director,
Procurement &
Systems
Financial
Controller
Information
Systems
Manager
17
16
SYSTEMS &
Principal
Legal Officer
Land Manager
20
21
Broadbanding versus
narrow grades
22
small bands
broad bands
23
Grade
24
Towards
Flat ~ networks
Taylorised
(Flexibly) integrated
Decentralized
Centralized
Ad hoc solutions
No strategic connections
25
27
Grades and
Ranges
Performance
Management
Pay Increase
Budgets
Loosening
Looseningthe
thereigns
reignsininone
onearea...
area...
puts
putsincreased
increasedtension
tensionon
onthe
theothers
others
28
29
Functional
R
Cu
st
om
y
ilit
b
a
eli
Te
ch
no
lo
g
y
11
12
10
Network
er
ilit
b
i
ex
Fl
1
2
3
9
8
Time Based
30
Process Driven
Aims
Process Driven
Apply specialized
technologies
New applications - same
technology
Limit risks
Work Design
Rewards
Job- or grade-based salaries
Management incentives only
Career-based benefits
Years of service
Hierarchy
Specialized position
Network
Task team
People Management
Functional expertise
Internal training and
development
Time Based
11 12 1
10
2
3
9
4
8
7 6 5
Performance Management
Goal oriented
Functional criteria
31
Aims
Customer satisfaction
Continuous improvement
Process Driven
Customers/individualized
services/products
Work Design
Customer driven processes
Work teams
Network
Roles
Rewards
Salaries and increases based
on proficiencies and team
competencies
Skill-based value-added bands
Competency-based
Team-based output incentives
Career-based benefits
People Management
Team-based
Process proficiencies and
team competencies
Time Based
11 12 1
10
2
3
9
4
8
7 6 5
Performance Management
Process not an event
Team-based
Proficiencies and
competency-based
32
Aims
Rewards
Temporary alliances
Market creation/penetration
Mobility
Process Driven
Work Design
Situation determined roles
Relationships not structure
Venture driven
Network
Time Based
11 12 1
10
2
3
9
4
8
7 6 5
People Management
Development of personally
relevant proficiencies/
competencies
External resources used as
needed
Performance Management
Based on personal and
partnership output
Success of the overall venture
33
Aims
Responsiveness, flexibility
Market dominance
Maximized return on assets
Process Driven
Network
Time Based
11 12 1
10
2
3
9
4
8
7 6 5
Work Design
Flat structure
Situation determines roles
Program teams
Multi-functional expertise
Rewards
Salaries and increases based
on proficiencies and
competencies
High-leverage incentives based
upon program success
Project milestone incentives
Team-based equity
Career-based benefits
People Management
Development of matrix
Relevant proficiencies/
competencies
Immediate availability and
value emphasized
Performance Management
Star system
Critical contributions
Milestone driven
34
Network
Process Driven
Cu
st
om
y
ilit
b
lia
e
R
Te
ch
no
lo
g
y
11
Functional
Emphasis on job size
Relatively narrow grades
Pay movement through
range based on
performance
12
10
Network
er
ilit
b
i
ex
Fl
1
2
3
9
8
Time Based
Time-Based
Reduced emphasis on job size
Broad bands
Primary focus on individual skill/
competency/ contribution
35
To sum up...
36
To sum up
Grading:
IS
IS NOT
37
38