,*,Color Overhead Title,Body Text,Second Level,Third Level,Fourth Level,Fifth Level,Compensation Management:,Tools and Techniques,Lee Kok Wai Lectures 4 and 5,Day-to-Day Operational Focus,Future/Strategic Focus,People,Processes,Strategic HR Planning,HR as Business Partner,Culture and Image,Strategic,Partner,Staffing,Organizational,Design,Succession,Planning,Performance Measurement,Training&Development,Employee Relations,Labor Relations,Environment,Health,Safety&Security,VOW Survey Action Plan,Compensation,Benefits,HR Information Systems,Compliance,Administrative Expert,Employee Relations Expert,Change Agent,HRs 4 Roles&Key Accountabilities,Managing Human Resources in COMPAQ,Compensation Mgt.,T-Comp philosophy&design,T-Comp planning&admin.,Incentive plans(MIPs/LTB),Profit-sharing scheme,Reward&recognition prog.,Expatriate mgt.,Manpower Mgt.,Headcount management,Recruitment strategies,Sources of labor supply,Selection process&tools,Retention strategies&plans,Staff deployment,Staff orientation,Employee Relations Mgt.,Benefits administration,Code of conductðics,Employee discipline,Employee communications,Staff social,sports&recreation,Community services&relations,EHS&S Mgt.,Environment mgt.,Employee wellness,Employee health services,Loss prevention,Asset management,Safety mgt.,Culture/Values Mgt.,Corporate vision,Corporate mission,Culture building,Teambuilding,Habits building,Performance Mgt.(HRD),Staff training&development,Succession planning,Career planning,Coaching&counseling,Appraisal review/ranking,Organization development,Leadership development,Human Resource Admin.,Records&information mgt.,Personnel research,HR policy review,HR process improvements,HR performance stds&audit,Legal compliance,Document control,Strategic Components of Human Resources,COMPENSATION MANAGEMENT,We believe in paying competitive wages that commensurate with job size and individual performance,WELFARE MANAGEMENT,We believe in being a firm,fair and caring employer.We strive to make employees value their jobs and want to remain in the organization based on their abilities to contribute and grow.,PERFORMANCE MANAGEMENT,We believe in equipping employees with the necessary skills to do a good job,providing them with the tools,the environment,the support and the information needed to excel in their jobs.,CAREER MANAGEMENT,We believe in matching employees strengths and aptitudes to available jobs,developing them to their highest potential and offering them opportunities to advance in their careers.,CULTURE/VALUE MANAGEMENT,We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results,teamwork,learning,sharing,service quality and work excellence.,Internal,equity,External,equity,Employee,equity,Administration,Concepts,Compensation Techniques,Planning,Budgeting,Monitoring,Evaluating,Job,Analysis,Job,Description,Job,Evaluation,Job,Grades,Market,Definitions,Salary,Surveys,Policy,Lines,Pay,Structures,Seniority,Increases,Performance,Evaluation,Increase,Guidelines,Compensation Objectives,Role clarity and accountability.,Facilitates administration and,performance management.,Competitive wage policies and,practices.,Influence employees work,attitudes and behaviour.,Attract talents.,Retain talents.,Motivate employees.,Comply with regulations.,Consistency in policy,administration.,The Strategic Compensation Model,What is Job Evaluation?,Job evaluation is a decision process of comparing one job with another job with the aim of establishing the relative importance of jobs within the organization.,Job evaluation will provide an internally logical ranking of all jobs which will form the basis of the companys salary structure,Principles For Job Evaluation,Evaluating the job,not the job-holder,Evaluating the present job,not the future job,Job is being carried out in a fully acceptable and competent manner,Process of evaluation is based on given facts in the job descriptions.,Evaluate the job based on the“primary responsibilities”and ignore the“special personal-to-holder responsibilities.”,Job Evaluation:3 Main Methods,Qualitative Method(an example is the Job Classification Method and the Job Comparison Method),Quantifying the Qualitative Method(an example is the Point Method),Quantitative Method(an example is the Guide Chart Profile Method),Job Classification Method adopted by Academic Institutions such as Universities,Job Class A:Doctorate Degree with at least 10 years post doctoral experience plus relevant management experience(Faculty Head),Job Class B:Doctoral Degree with at least 5 to 10 years post doctoral experience(Full Professor),Job Class C:Doctoral Degree with less than 5 years post doctoral experience or Masters Degree with over 10 years post graduate experience(Associate Professor and Senior Lecturer),Job Class D:Masters Degree with 5 to 10 years post graduate experience(Lecturer),Job Class E:Masters Degree with 3 to 5 years experience(Assistant Lecturer),Job Class F:Masters Degree with less th