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FAHR HR ClubFAHR HR Club Job Evaluation/Leveling
Presentation by Towers WatsonElie Georgiou-Botaris
© 2012 Towers Watson. All rights reserved.
Dubai, 09 February 2012
Session’s TopicsSession s Topics
Introduction to Towers WatsonIntroduction to Towers WatsonWhat is Job Evaluation/Leveling & Why?Global Grading Methodology OverviewGlobal Grading Methodology OverviewCareer Map Methodology Overview
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
1
IntroductionT W A l di Gl b l HR C lTowers Watson – A leading Global HR Consultancy
Our 14,000 associates in 37 countries work together to deliver the perspectives that give your organization a clear path forward. It’s a new world and we’re here to help you take it onIt s a new world, and we re here to help you take it on.
ASIA-PACIFIC • Australia • Greater China • India • Indonesia • Japan Malaysia • Philippines • Singapore • South Korea • Taiwan • Thailand • Vietnam
EMEA • Austria • Belgium • France • Germany • Ireland • Italy • Netherlands Portugal • Russia • South Africa • Spain • Sweden • Switzerland • Turkey United Arab Emirates • United Kingdom
LATIN AMERICA • Argentina • Brazil • Chile • Colombia • Mexico U
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
2
• Uruguay
NORTH AMERICA • Bermuda • Canada • United States
What is Job Evaluation/Leveling? Why Job Evaluation/Leveling?
A systematic process of objectively determining the relative value and
What is Job Evaluation/Leveling? Why Job Evaluation/Leveling?
Establish a framework to define and determine job hierarchy job valuedetermining the relative value and
ranking of jobs in an organizationA system for analysing and comparing different jobs according
determine job hierarchy, job value and contributionCreate a flexible/adaptable mean of communicating career paths tocomparing different jobs according
to the overall responsibilities and the scope of each jobA th d f t bli hi
communicating career paths to facilitate talent mobility across the organizationEnable a consistent link to the marketA method for establishing
meaningful groups of jobs (Job Families) that reflect these differences in the rankings
Enable a consistent link to the market that is defensibleProvide a foundation for reward and t l t t d i i bdifferences in the rankings
Not concerned with the volume of work, or with the person doing it, or with the current pay
talent management decisions - base pay, incentives, career management, workforce planning, learning and development, etc.with the current pay
A platform for ensuring internal equity and fairness
development, etc.
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
3
Job Evaluation/Leveling in the Middle East -A Sl IA Slow Improvement
79% of companies have existing job leveling methodology in p g j g gyplace...
... with direct link to pay (87%), benefits allocation (83%), job title (77%), incentives (57%)
... and only few links it to career management (40%)
d succession planning (27%)and succession planning (27%)
Key challenges with current approach:
Difficult to communicate to employeesL k f i t ti ith th T l t M tLack of integration with other Talent Management programmesVery limited involvement from Business Managers
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Source: 2011 poll survey across UAE and KSA4
Towers Watson’s Global Grading MethodologyAn OverviewAn Overview
© 2012 Towers Watson. All rights reserved.
About Towers Watson Global Grading SystemTM (GGS)IntroductionIntroduction
A 25 grade job hierarchy structureA 25-grade job hierarchy structure
The methodology to assess jobs against the structurestructure
The software to facilitate the process
Culturally neutral
Note: Not all grades are utilized in all organizations.
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
g g
6
A Grade Map: Large Organization (25 grades)
BUSINESS STRATEGYTASKS SKILLS LEADERSHIPEXPERTISE
'ROLE' CONTRIBUTES (THROUGH)
FUNCTIONAL STRATEGY5FS
5BS
GRADE
BAND1 2 43
T H
CEO
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
1st LINE TOP MANAGEMENT
AN
AG
EMEN
TA
REE
R P
ATH
MIDDLEMANAGEMENT
TOPMANAGEMENT
TOP MANAGEMENT
MA
CA
2 3T1 4T
SUPERVISOR
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
PROFESSIONALPROFESSIONAL
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
SSIO
NA
L ER
PAT
H
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
PRO
FES
CA
REE
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
MANUALMANUAL
Step 1: Scoping the OrganizationScoping the BusinessAbout Towers Watson’s Global Grading System
Step 1: Scoping the Organization
The scoping exercise sets the parameters for the job evaluation system by determining the grade of the top job (Managing Director/General Manager/CEO)the grade of the top job (Managing Director/General Manager/CEO)
BUS. STRAT.5BS
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
BUS. STRAT.5BS
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
AT.
CEO
AT.
CEO
GRADE
AN
AG
EMEN
TA
REE
R P
ATH
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17GRADE
AN
AG
EMEN
TA
REE
R P
ATH
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
OPMENT
18 2019
OPMENT
18 2019M
AC
A
2 3IC1 4IC
SUPERVISOR
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
RIB
UTO
RA
THM
AC
A
2 3IC1 4IC
SUPERVISOR
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
RIB
UTO
RA
TH
PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUALMANUALND
IVID
UA
L C
ON
TRC
AR
EER
PA
PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUALMANUALND
IVID
UA
L C
ON
TRC
AR
EER
PA
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
8
II
Step 2: Banding a JobAbout Towers Watson’s Global Grading SystemStep 2: Banding a Job
Use decision tree
2 to 5 questions on the nature of the contribution of the job to the Business
First question determines
BUS. STRAT.5BS
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
BUS. STRAT.5BS
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
ExampleIs managing people a focus?
career pathExample
Is managing people a focus?
GRADE
AN
AG
EMEN
TR
EER
PA
TH
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17GRADE
AN
AG
EMEN
TR
EER
PA
TH
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17focus?YESManage professionals or managers?
focus?YESManage professionals or managers?
MA
CA
R
2 3IC1 4IC
SUPERVISOR
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
IBU
TOR
THM
AC
AR
2 3IC1 4IC
SUPERVISOR
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
IBU
TOR
TH
managers?YESSet / significantly influence business
managers?YESSet / significantly influence business
PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUAL
DIV
IDU
AL
CO
NTR
IC
AR
EER
PA
T
PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUAL
DIV
IDU
AL
CO
NTR
IC
AR
EER
PA
Tinfluence business strategy?NO
influence business strategy?NO
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
9
MANUALMANUALIN MANUALMANUALIN
Step 3: Grading a JobAbout Towers Watson’s Global Grading SystemStep 3: Grading a JobSeven factors drive the grading decision
7 Factors
BUS. STRAT.5BS
GRADE
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
BUS. STRAT.5BS
GRADE
BAND
TASKS1
SKILLS2
LEADERSHIP4M
EXPERTISE3M
'ROLE' CONTRIBUTES (THROUGH)
CEO
FUNCTIONAL STRAT.5FS
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
7 FactorsFunctional KnowledgeBusiness ExpertiseLeadership GRADE
MA
NA
GEM
ENT
CA
REE
R P
ATH
SUPERVISOR
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
3 5 6 8 9 0 6 8 0 39 513 14 15GRADE
MA
NA
GEM
ENT
CA
REE
R P
ATH
SUPERVISOR
TOPMGMT.
MIDDLEMANAGEMENT
1st LINE TOPMANAGEMENT
3 5 6 8 9 0 6 8 0 39 513 14 15LeadershipProblem SolvingNature of ImpactArea of Impact M C
2 3IC1 4IC
PROFESSIONAL
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
TRIB
UTO
RPA
THM C
2 3IC1 4IC
PROFESSIONAL
SUBJECT MATTEREXPERT
SUBJECT MATTEREXPERT
1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17
TRIB
UTO
RPA
TH
Area of ImpactInterpersonal Skills
PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUALMANUALIND
IVID
UA
L C
ON
TC
AR
EER
P PROFESSIONALPROFESSIONAL
TECHNICIANTECHNICIAN
CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE
MANUALMANUALIND
IVID
UA
L C
ON
TC
AR
EER
P
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About Towers Watson Global Grading SystemMain BenefitsMain Benefits
Easy to use - paperless processEasy to explain - coherent logicProvides a key role for line managersProvides a key role for line managersLimited bureaucracy - no need for committeesLimited dependency on consultants Flexibility - supports organisational changeLinked to Towers Watson market databasesCulturally neutral
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
11
Towers Watson’s Career Map MethodologyAn OverviewAn Overview
© 2012 Towers Watson. All rights reserved.
What is Career Map?What is Career Map?Series of career bands and levels increasing in complexity/ responsibility, that represent career progression opportunitiesresponsibility, that represent career progression opportunities
Why Career Maps?Define the natural development of people in an organization, while supporting business objectivessupporting business objectives
Organize work opportunities from an employee perspective
Clarify responsibilities from one level to anotherClarify responsibilities from one level to another
Create internal platform for determining job value
Create a framework for a wide range of human resources applications including compensation and talent management
towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
13
Career Map provides a methodology to map jobs into a f 5 bli h d b d d l lset of 5 established career bands and levels…
nt C
aree
r Pat
h
Executive
VP SVP EVP
Man
agem
en
Management
Supv Mgr Sr Mgr Grp Mgr Sr Grp Mgr
aree
r Pat
h Professional/Expert
Entry Intermed Career Specialist Master Expert
Con
trib
utor
Ca
Business Support
Entry Intermed Senior Lead Supv
Indi
vidu
al
Production
Entry Intermed Senior Lead
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Balancing job consistencies withBalancing job consistencies with Each career band has 3-4 levels that represent multiple steps to accommodate the variety of roles and are well defined
18
19
20
Supervisory/ Management
ExecutiveCareer Band
E
The bands and levels are aligned to the overall grading structure
16
15
17
18Professional / SME
Career Band
P4
Management Career Band
M3
E
15
14
13
12
P4
P3
Technical/
M2
11
10
9
AdministrativeCareer Band
A4 P1
P2Industrial
Career Band
T4
T3
M1
• Has developed proficiency in a range of processes or d th h j b l t d t i i d id bl
8
7
6
A3
A2
T3
T2
procedures through job-related training and considerable on-the-job experience
• Works within defined processes and procedures or methodologies and may help determine the appropriate approach for new assignments
• Completes work with a limited degree of supervision and is f f
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5
4 A1T1
likely to act as an informal resource for colleagues with less experience