person-based structures
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Chapter. 6. Person-Based Structures. Learning Objectives After discussing Chapter 6, students should be able to:. Discuss the differences and similarities between job-based structures, skill-based plans, and competency-based plans. - PowerPoint PPT PresentationTRANSCRIPT
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Person-Based Structures
Chapter
6
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1. Discuss the differences and similarities between job-based structures, skill-based plans, and competency-based plans.
2. Identify the major decisions involved in developing skill-based plans and competency-based plans.
3. Discuss the advantages and disadvantages of employee involvement in the evaluation of work.
4. Understand the key aspects associated with the administration of a job evaluation plan.
5. Describe the key criteria to assess the usefulness of the results of each of the approaches to job evaluation.
Learning ObjectivesAfter discussing Chapter 6, students
should be able to:
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Exhibit 6.1: Many Ways to Create Internal Structure
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Links pay to the depth or breadth of the skills, abilities, and knowledge a person acquires that is relevant to the work. Structures based on skill pay individuals for all the skills for which they have been certified regardless of whether the work they are doing requires all or just a few of those particular skills.
In contrast, a job-based plan pays employees for the job to which they are assigned, regardless of the skills they possess.
What is a Skill-based Structure?
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Types of Skill Plans
Specialist: Depth
Generalist/Multi-skill-Based: Breadth
Exhibit 6.2: Skill Ladder at Balzer Tool Coating
Specialist: Depth
Generalist/Multi-skill-Based: Breadth
Exhibit 6.2: Skill Ladder at Balzer Tool Coating
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Purpose of the Skill-Based Structure
Supports strategy and objectives
Supports work flow
Fair to employees
Motivates behavior toward organization objectives
Supports strategy and objectives
Supports work flow
Fair to employees
Motivates behavior toward organization objectives
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Internal alignment
Skill analysis Skill blocks Skill certification
Skill-based structure
Exhibit 6.3: Determining theInternal Skill-Based Structure
Basic Decisions • What is the objective of the plan?• What information should be collected?• What methods should be used to determine
and certify skills?• Who should be involved?• How useful are the results for pay purposes?
Basic Decisions • What is the objective of the plan?• What information should be collected?• What methods should be used to determine
and certify skills?• Who should be involved?• How useful are the results for pay purposes?
Work relationships within organization
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Systematic process to identify and collect information about skills required to perform work in an organization.
What Is Skill Analysis?
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“How To” – Skill Analysis
What information to collect?
Exhibit 6.4: General Mills’ Skill-Based Structure
Exhibit 6.5: FMC’s Technician Skill-Based Structure
Whom to involve?
Establish certification methods
Research on skill-based plans
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How Is SBP Different From aJob-Based Pay System?
Skills or skill units, rather than jobs are compensable
Mastery of skill units is measured and certified
Pay changes do not necessarily accompany job changes
Little emphasis placed on seniority in pay determination
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Disadvantages of Skill-Based Pay
Average pay of employees likely higher
High labor costs, if productivity increases do not offset additional costs
SBP systems more complex
SBP systems require a major investment in training
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So, What’s a Competency?
Learned skill
Traits such as behaviors and motives
Demonstrable characteristics of a person, including knowledge, skills, and behaviors, that enable performance
Characteristics of an organization
Independent of a job or position
An employee can transportthem from one job to another
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6-14Exhibit 6.6: Determining the Internal
Competency-Based Structure
Internal alignment
Core competencies
Competency sets
Behavioral descriptors
Competency – based structure
Basic Decisions • What is the objective of the plan?• What information should be collected?• What methods should be used to determine
and certify competencies?• Who should be involved?• How useful are the results for pay purposes?
Basic Decisions • What is the objective of the plan?• What information should be collected?• What methods should be used to determine
and certify competencies?• Who should be involved?• How useful are the results for pay purposes?
Work relationships within organization
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CORE COMPETENCY
COMPETENCY SETS
COMPETENCY INDICATORS
Taken from mission statement; for example, “business awareness.”
Grouping of factors that translate core competency into observable behavior; for example, cost management, business understanding.
Observable behaviors that indicate the level of competency within a competency set. For example, “identifies opportunities for savings.”
Terms in Competency Analysis
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Exhibit 6.7: TRW Human Resources Competencies
Exhibit 6.8: Sample Behavioral Competency Description
Examples: Competency-Based Approaches
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Iceberg Model of Competency Levels
KnowledgeSkills
Self-ConceptsTraits
Motives
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Purpose of the Competency-Based Structure
Supports strategy and objectivesExhibit 6.9: Frito-Lay
Managerial Objectives
Supports work flowFair to employeesMotivates behavior toward organization objectives
Supports strategy and objectivesExhibit 6.9: Frito-Lay
Managerial Objectives
Supports work flowFair to employeesMotivates behavior toward organization objectives
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“How To” – Competency Analysis
ObjectiveWhat information to collect?
Scheme to classify competenciesPersonal characteristicsVisionaryOrganization specific
ExamplesExhibit 6.10: 3M Leadership CompetenciesExhibit 6.11: Behavioral Anchors for Global-
Perspective CompetencyExhibit 6.12: The Top Twenty Competencies
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“How To” – Competency Analysis (cont.)
Whom to involve?Competencies are derived from executive
leadership’s beliefs about strategic intentExhibit 6.13: Product Development
Competency for Marketing Department at a Toy Company
Establish certification methodsResulting structure
Exhibit 6.14: Toy Company’s Structure Based on Competencies
Research on competencies
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Exhibit 6.12: The Top Twenty Competencies
•Achievement orientation
•Concern of quality
•Initiative
•Interpersonal understanding
•Customer service orientation
•Influence and impact
•Organization awareness
•Networking
•Directiveness
•Teamwork & cooperation
•Achievement orientation
•Concern of quality
•Initiative
•Interpersonal understanding
•Customer service orientation
•Influence and impact
•Organization awareness
•Networking
•Directiveness
•Teamwork & cooperation
•Developing others
•Team leadership
•Technical expertise
•Information seeking
•Analytical thinking
•Conceptual thinking
•Self-control
•Self-confidence
•Business orientation
•Flexibility
•Developing others
•Team leadership
•Technical expertise
•Information seeking
•Analytical thinking
•Conceptual thinking
•Self-control
•Self-confidence
•Business orientation
•Flexibility
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Purpose of job- or person-based plan Internal pay structure to help achieve
organizational objectives Aligned with internal alignment policy Supports business operations
Administering the plan Manual Communication to foster employee
acceptance Appeals process
One More Time: Internal Alignment Reflected in
Structures
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Reliability of job evaluation
techniques
Validity
Acceptability
Criteria to Evaluate
Usefulnessof Pay
Structures
Results: How Useful?
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Results: How Useful?
ReliabilityDifferent evaluators produce same results
ValidityDegree to which evaluation
achieves desired resultsAcceptability
Formal appeals processEmployee attitude surveysAudits
Exhibit 6.15: Illustrations of Audit Indexes
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Bias in Internal Structures
Gender bias Gender of an individual jobholder does not influence
evaluation of a job
Job evaluator’s does not affect results
Compensable factors related to job content – contact with others and judgment – does reflect bias
Compensable factors related to employee requirements – education and experience – does not reflect bias
Wages criteria bias Job evaluation results may be biased if jobs held
predominantly by women are incorrectly underpaid
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Recommendations to Ensure JobEvaluation Plans Are Bias Free
Define compensable factors and scales to include content of jobs held predominantly by women
Ensure factor weights are not consistently biased against jobs held predominantly by women
Apply plan in as bias free a manner as feasibleEnsure job descriptions are bias freeExclude incumbent names from job evaluation
processTrain diverse evaluators
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Job-Based Skill-Based Competency-Based
What is valued Compensable factors Skill blocks Competencies
Quantify the value Factor degree weights Skill levels Competency levels
Mechanisms totranslate into pay
Assign points that reflect criterion pay structure
Certification and price skills in external market
Certification and price competencies in external market
Pay structure Based on job performed/market
Based on skills certified/ market
Based on competency developed / market
Pay increases Promotion Skill acquisition Competency development
Managers’ focus Link employees to workPromotion and placementCost control via pay for job and budget increase
Utilize skills efficientlyProvide trainingControl costs via training, certification, and work assignments
Be sure competencies add valueProvide competency – developing opportunitiesControl costs via certification, and work assignments
Exhibit 6.16: Contrasting Approaches
(1 of 2)
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Exhibit 6.16: Contrasting Approaches (2 of 2)
Job-Based Skill-Based Competency-Based
Employee focus Seek promotions to earn more pay
Seek skills Seek competencies
Procedures Job analysisJob evaluation
Skill analysisSkill certification
Competency analysisCompetency certification
Advantages Clear expectationsSense of progressPay based on value of work performed
Continuous learningFlexibilityReduced work force
Continuous learningFlexibilityLateral movement
Limitations Potential bureaucracyPotential inflexibility
Potential bureaucracyRequires cost controls
Potential bureaucracyRequires cost controls