1. Kompetencijos - atlygio skirtumus lemiantis veiksnys ilvinas Akelis PVPA forumas, 2014.03.06 Vilniuswww.odmconsulting.com/lt

2. Gi Group globali kompanija, skmingai vykdanti darbuotoj paiekos, atrankos ir vertinimo, nuolatinio ir laikinojo darbinimo bei konsultavimo veikl. 3. Gi Group Lietuvoje Darbuotoj paieka ir atranka Laikinasis darbinimas Darbuotoj valdymas (Site-Managed Service) www.gigroup.lt www.facebook.com/darboskelbimaiGiGro up mogikj itekli valdymo tobulinimas mogikj itekli vadov sertifikavimas Atlygio tyrimas (Compensation Research) www.odmconsulting.com/lt 4. Tapkite sertifikuotu I valdymo profesionaluHuman Resource Management Professional (HRMP)Patyrusiems profesionalams Orientuota personalo vadov sprendiamus klausimusTarptautin programa su aktualiu, nuolat atnaujinamu turiniusertifikatas3 dien mokymai Vilniuje (birelio mn.) Sertifikuotas lektorius su ilgamete patirtimi I valdymo srityje Jean-Louis MutteGrup entuziasting bendraminiModuliai: HR as a Business LeaderPeople Development and Talent ManagementHR Service Deliveryrankiai savarankikam mokymuisiMeasurementKnyg rinkinysElektronin mokymosi sistema4 5. Kodl Kompetencijos + Atlygis = gerai? 6. Kokios atlyginim sistemos pageidaujate?PareigybDarbuo tojasAtlyginimasPareigybDarbuo tojasVyr. specialistasA3200SpecialistasA3200Vyr. specialistasB3200SpecialistasB3000SpecialistasC2500SpecialistasC2800SpecialistasD2500SpecialistasD2600SpecialistasE2500SpecialistasE2500SpecialistasF2500SpecialistasF2200Jaun. specialistasG2000SpecialistasG2100Jaun. specialistasH2000SpecialistasH2000204006Atlyginimas20400 7. Lyrinis nukrypimas...7 8. Atlygio faktori poveikisAtlygio faktoriaiPOSITIONPERSONPERFORMANCE Piniginiai priedaiIndividuals skirtumaiAtlygio elementaiBazinis atlyginimasMatuokliai8Pareigybs svorisKompetencija, kvalifikacijaKPI, tikslai 9. O kaip tai gyvendinti? 10. Kaip TEISINGAI vertinti kompetencijas?However carefully competences are defined, there may be still be problems in measuring them: Translating measurements into an overall assessment may prove difficult; Competence related pay ignores the fact performance is about delivering results. Armstrong, 200310 11. Konfliktas su ugdymu?VIDIN MOTYVACIJA: dl jos atliekama veikla arba tos veiklos rezultatas tiesiogiai patenkina mogaus poreikiusIORIN MOTYVACIJA: dl jos atliekama veikla leidia gauti priemones (daniausiai pinigus) kitiems mogaus poreikiams patenkinti11 12. Poymiai, kai verta kurti kompetencijomis paremt atlygio sistemSumajs organizacins hierarchijos lygi skaiius Karjeros perspektyv trkumas techninio profilio pareigybms Poreikis padidinti darbo viet lankstum ir pakeiiamumPoreikis kompetencijoms, teikianioms svarb konkurencin pranaum Orientacijos saviugd padidinimas ir problem sprendimo galinimasemesnse grandyse Vidurinio lygmens vadov galinimas skatinti ir ugdyti savo darbuotojus12 13. Kaip pateisinami atlygio skirtumaiTradicinis poirisLiberalus poirisDiferenciacijos priemonsHierarchiniai skirtumaiGaunama nauda, pelnas, r ezultatasAtlygio elementaiPareiginis atlyginimasPelno/ verts/ naudos dalisNuostatos13 14. Kaip suteikti kompetencijoms svorio?Vertindami kompetencijas, remkits atlygio skirtumus lemianiomis nuostatomisTradicinis poirisKompetencijos per hierarchinius skirtumus14Liberalus poirisKompetencijos per naud, rezultat 15. Kaip suteikti kompetencijoms svorio?inios, gdiai, poirisKompetencija Darbin elgsenaVeiklos rezultatas15Vertinimas 16. PavyzdysTechnologinio proceso inios Technologinio gamybos proceso imanymas per tiesiogiai darbe matuojam ir kontroliuojam gamybos proceso technologini parametr painim: j dimensijas, tolerancijos ribas, sry su kitais svarbiais gamybos parametrais ir pagerinimo galimybes.Tiktinas rezultatas161 lygis2 lygis3 lygisSvarbiausi (kasdienini) technologini parametr rib savo darbo vietoje inojimas, tiesiogiai juos taikant kontroliuojamoje gamybos proceso dalyje.Darbo baro (linijos, padalinio) technologini parametr painimas ir j tarpusavio priklausomybs suvokimas, savo srities parametr reguliavimas, atsivelgiant j galim poveik kitoms sritims.Darbo baro (linijos, padalinio) technologini parametr suvokimas bendrame gamybos procese, efektyvesni darbo metod ir priemoni teikimas ir silymas, siekiant efektyviau organizuoti technologin proces savo darbo srityje bei sryyje su kitomis veiklos sritimis.Klaidos darbo srityje, praradim kiekisKlaidos susijusiose srityse, praradim kiekisEfektyvumo padidinimas 17. Atlygio sistemos, paremtos kompetencijomisPlaiomis atlygio klasmis paremta sistema17Pareigybi eimomis paremta sistema 18. Plaiomis atlygio klasmis paremta sistemaMaxLeadingPerforming Adopting MinSryis su hierarchine karjeraLearningNra poreikio kurti naujas pareigybes Orientacija savs ugdym18Sunku suvaldyti darbuotoj lkesius (ypa nauj) Daug pastang komunikacijai 19. Kompetencijos apraymo pavyzdys (Gi Group)LEADING INNOVATION Key Component IMPROVE CONTINUOUSLY Quickly grasp the essence of problems and identify new methodologies for continual improvement Anticipate rather than react to eventsGENERATE NEW AND ORIGINAL IDEAS Seek out and identify creative and original ideas while keeping in line with assigned objectivesSUPPORT INNOVATION Proactively drive ideas, projects and solutions for innovation (processes, products, activities) Create a climate that facilitates experimenting and adopting innovative approaches19Learning Seeks appropriate solutions to solve problematic situations by asking for support or implementing new ideas that modify usual ways of workingApplying Analyses inefficiency and feedback to develop suggestions for improvement that go beyond standard solutionsGuiding Contributes to searching for and adopting best practices and consistently performs benchmarking in his or her activity sector Applies practical solutions that Develops and pursues new have proved successful in other solutions to provide contexts to his or her own skill continuous improvement area Manages the development of new methods in his or her area, and serves as a professional point of reference Identifies new opportunities and adopts new ideas or improvements for existing procedures, products and services in a timely fashion Drives others to take an innovative approach by demonstrating how to use creativity to solve problems and helping take advantage of unexplored possibilities Takes action and implements innovation, without waiting to be prompted to do so Is receptive to new ideas, seeks to expand his/her understanding to new or unfamiliar areas Develops new ideas or creatively uses existing solutions to contribute to his or her own activities as well as to others' activities Transforms innovative ideas into concrete actions by responsibly assessing opportunities and launching experimental that do not impact routine operations Introduces innovative solutions proposed by others by actively participating and providing constructive feedback Involves others in creating innovation by approaching actors at various hierarchical levels within the organization Encourages others to adopt innovative approaches by leading them through their projects and creating a climate in which they feel at ease testing themselves and taking on riskShaping Creates ad hoc solutions for problematic situations by rethinking existing solutions Encourages and collects innovative ideas from all sectors of the organization and integrates these ideas in crossdisciplinary projects Leads the seeking of creative answers to company challenges by applying a global vision and introducing outside ideas and perspectives Leads specific business and generates value for the organization by entering new areas of activity and activity sectors Contributes to creating a corporate system that recognizes the value of creativity 20. Pareigybi eimomis paremta sistemaKompetencij grups Darbas su rankiaisSertifikataiIT sistemos inios4 kategorija 3 kategorija 2 kategorija 1 kategorijaAikumas darbuotojams Jei nra sryio su dl galimo j atlygio rezultatais, atlyginimai pokyio ima kilti dl Darbuotojai siekia gyti neinaudojim naujas inias ir gdius kompetencijUAB Kitron pavyzdys20 21. Patarimai, kuriant kompetencijomis paremt atlygio sistemPirmiausia apibrkite kritin reikm darbo vietos skmei turinias kompetencijas Apsiribokite tik tomis kompetencijomis, kurias realiai galima vertinti per rezultat Naudokite vairiapus vertinim 360, 180 laipsni Naudokite vertinimo patikrinimus keturi aki principas, senelio principas, peer review Dal kompetencij vertinkite test pagalba Sukurkite galimyb augti vidutinio vertinimo balui21 22. Vertinimas: kaip atskirti kompetencij?Smoninga kompetencija (stengiasi)Nesmoninga nekompetencijaNesmoninga kompetencija(neino)SuvokimasSmoninga nekompetencija (ino)(veikia)Kompetencija22 23. 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