Test #2 by https://padlet.com/selfan1/7lqfe52elnxv Made with an aura of mystery en-us 2019-03-26 00:34:50 UTC 2019-03-31 16:06:52 UTC hello@padlet.com Chapter 4 - Job Analysis selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057179 Job analysis is the systematic process of collecting information that identifies similarities and differences in in the work.

One job at a time]]> 2019-03-26 00:35:57 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057179 Chapter 5 - Job Evaluation selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057213 Job evaluation is the process of systematically determining the relative worth of jobs to create a job structure for the organization. The evaluation is based on a combination of job content, skills required, value to the organization, organizational culture, and the external market]]> 2019-03-26 00:36:06 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057213 Chapter 3 - Internal Alignment selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057294 Refers to the pay relationships among different job/skills/competencies within a single organization]]> 2019-03-26 00:36:35 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057294 Chapter 6 - Person-Based Structures selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057330 2019-03-26 00:36:53 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057330 Chapter 7 - Competitiveness selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057425 refers to the pay relationships among organizations - the organizations pay relative to its competitors. In practice, competitive is expressed by pay level such as the average of the array of rates paid, the pay mix such as the various types of payments/forms making up total compensation, and in order to attract and retain the right employees. ]]> 2019-03-26 00:37:15 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057425 Chapter 8 - Design selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345057465 2019-03-26 00:37:32 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345057465 Context for Job analysis selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345058516 job descriptions (micro) > job evaluation (meso) > job structure (marco) ]]> 2019-03-26 00:43:51 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345058516 Fairness/Acceptance & Technical Standards selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345059726 Job evaluations serve these two purposes. Job evaluations are like a force field between having standards and also being fair with employees. Help employees understand their job and accept their job -- employees and managers need to have confidence that job evaluations are done right. ]]> 2019-03-26 00:47:34 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345059726 Specialist vs Generalist selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345061839 specialist has a depth of experience in particular areas - generalist has a lot of breadth over a span of areas ]]> 2019-03-26 00:58:32 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345061839 Pay for Job selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345062922 Organizations that have a cost cutting strategy have clear boundaries with strict rules - just get the job done ]]> 2019-03-26 01:04:15 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345062922 Pay for the Person selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345063144 organizations need people with expert skills or values that the organization needs]]> 2019-03-26 01:05:30 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345063144 Pay for Results selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/345063248 Paying groups in a special way in the most effective way (sales group) ]]> 2019-03-26 01:06:03 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/345063248 Ways Internal Alignment Addresses Jobs selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346894304 Internal alignment addresses jobs by:
Supporting Strategy: skills/competencies make up jobs, which are building blocks to produce success
Supporting Workflow: workflow is the process by which goods and services are delivered
Motivate Behavior: Structures create line of sight to help achieve organization objectives ]]> 2019-03-31 14:25:35 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346894304 Pay Structure selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346895231 pay refers to the array of ray rates for different work or skills within a single organization. Levels, differentials and criteria are used to describe those differences. ]]> 2019-03-31 14:33:01 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346895231 Important of Differentials selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346895459 Differentials refer to work requirements, work conditions, and value to organization.
Use Value: value of goods or services that an employee produces on the job.
Exchange Value: whatever wage the employer and employee agree on for the job. ]]> 2019-03-31 14:34:13 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346895459 Importance of Coupling selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346895872 Coupling refers to the contrast between consistency (little variance in pay) and flexibility (greater variance in pay)

Tailored (tight): jobs are well defined, detailed steps, minimizes variance.

Loose: need for innovation, multiple demands, process or customer focus ]]> 2019-03-31 14:37:19 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346895872 Layers selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346896464 Reflects the differences on the scope of responsibility and range of pay among levels.
Hierarchy: likely has more levels, with smaller differences between
Egalitarian: has fewer levels, likely with broader range of tasks and freedom to do them]]> 2019-03-31 14:41:59 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346896464 Evidence of Effective Pay Practices selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346896731 managers often are not aware of pay models or growing body of research into pay practices
Equity theory - employees make conscious comparisons
Tournament theory - players often prefer bigger prize differentials
Teams: individual performance + cooperative effort
Institutional theory: bench-marking as a normative habit
Consequences: upside to success alignment (efficiency), fairness (acceptance), and compliance (values)]]> 2019-03-31 14:44:09 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346896731 Job Description Elements selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346897374 Career path/succession planning, organizational design, performance standards, performance appraisals, goal setting/time management, training, compensation administration, compliance/employee regulations, EEO/diversity, recruitment ]]> 2019-03-31 14:49:47 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346897374 Reasons for job analysis and efficiency selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346897729 2019-03-31 14:52:57 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346897729 Gathering Data for Job Analysis selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346897847 Prepare: new job? periodic review? complaint?
Ask: interview, questionnaire, observation
Involve: managers, employees, other hr specialist
Anticipate: discrepancies, support, verify ]]> 2019-03-31 14:54:17 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346897847 Internal Trade-Offs in job analysis selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346898110 tradeoffs between time, resources, and analysis rigor ]]> 2019-03-31 14:56:29 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346898110 Utility for Job Analysis selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346898184 The utility of job analysis hinges on its success in sporting the values and strategy of the organization
Reliability, validity, acceptability and currency ]]> 2019-03-31 14:57:14 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346898184 Job Evaluation content & Value selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346898470 Content: what needs to be done. what kind of work is being performed. how is the work getting done.

Value: how do we value these jobs. internal: use or exchange. External: market

Value cannot be determined without the external market. (can't ignore the competition)]]> 2019-03-31 14:59:34 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346898470 Pay Structure Objectives selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346898842 Internally aligned pay structure should meet the following objectives: supports the organization strategy, supports the workflow, is fair to employees, motivates behavior toward organization objectives ]]> 2019-03-31 15:02:21 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346898842 Benchmark Jobs selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346899226 Market pricing is not a traditional job evaluation method - limitation is matching all jobs to surveys - value of bench marking jobs for internal structure ]]> 2019-03-31 15:05:12 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346899226 Job Evaluation Methods selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346899433 Ranking: alternation ranking, paired comparison. Fast, simple and easy to explain but can be cumbersome for many jobs.
Classification: boundaries and slotting. can be used to group wide range of work but may include room for manipulation.
Point factor: factors, scales and weights. can be used to show what is valued but may be bureaucratic and rule bound ]]> 2019-03-31 15:06:53 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346899433 Job Evaluation Safeguards selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346899753 Protection from appeals and undue influence. ]]> 2019-03-31 15:09:47 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346899753 Skills selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346900078 Person based pay design 
•Skills are relevant to type of work that must be done.
Focus is on depth and breath]]> 2019-03-31 15:12:30 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346900078 Competencies selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346900262 •Competencies underlie successful work behaviors, •Go beyond skills, knowledge, •Self-concepts, traits, motives, •Attitudes, disposition, thoughts that drive behavior ]]> 2019-03-31 15:13:56 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346900262 Line of Sight in the Design Process selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346900406 •Supports strategy
•Directly related to business objectives 
]]> 2019-03-31 15:15:06 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346900406 Work Flow in the Design Process selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346900471 •Clear link
•Matches people to the work flow
]]> 2019-03-31 15:15:39 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346900471 Fairness in the Design Process selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346900546 •Encourages learning
•Potential for development, higher pay
]]> 2019-03-31 15:16:25 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346900546 Factors selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346903601 unique to the organization and its business strategy; these factors also influence pay level and mix decisions
Labor market: supply/demand competition for the talent needed (external)
Product Market: availability and cost of talent to support productivity and profitability (external)
Organizational factors: includes technology, industry, personal preferences and culture (internal)]]> 2019-03-31 15:39:48 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346903601 Labor Market selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346903817 single employer gains advantage from paying above or below market

marginal product: additional product associated with employment of 1 additional person.

Marginal revenue: additional revenue generated by employment of 1 additional person ]]> 2019-03-31 15:41:49 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346903817 Labor Market selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346904458 single employer gains advantage from paying above or below the market
Supply - Human Capital: employee must see return to invest in training/skill development ]]> 2019-03-31 15:46:17 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346904458 Pay alternatives selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346904695 approaches management can take to balance needs.
Workforce needs: ability to attract and retain necessary workforce to carry out the business strategy.
Cost/Productivity: ability to contain cost yet benefit from higher productivity that higher pay can deliver
Satisfaction: influences perceptions of fairness as well turnover intentions and actual turnover ]]> 2019-03-31 15:47:58 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346904695 Pay Level Policy selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346905083
Competitive choices are to:
•Lead market
•Match market
•Lag market
in order to secure or maintain competitive advantage

Lead: 
•Maximize attract/retain
•Increase satisfaction
•Increase costs
Match:
 •May retain if good mix of pay options
•Pay mix may support satisfaction
•Productivity more important than costs
Lag:
  • Challenge to attract
  • Future returns (pay & relations) could help retain
  • Beneficial to cost but productivity impact unknown
]]> 2019-03-31 15:50:57 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346905083 Pay Mix Policy selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346905693
Management makes choices related to:
•Employer of choice status
•Offer employee choices
•Leverage cash and relational returns
in order to secure or maintain competitive advantage.
Performance driven, market match, work/life balance, and security.

]]> 2019-03-31 15:55:31 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346905693 Decisions - Pay Level selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346906058 how much to pay?]]> 2019-03-31 15:57:43 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346906058 Decisions - Pay Mix selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346906128 what forms to pay?]]> 2019-03-31 15:58:18 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346906128 Pay Survey Design selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346906201 confirm the external policy - lead, lag, or match
select market - same occupation/skills, same geography, same products/services
Handle Fuzzy markets - anticipate inter-disciplinary settings and non-traditional competitors
design the survey - important: plan to get the most out of the survey effort ]]> 2019-03-31 15:58:45 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346906201 Pay Survey Design selfan1 https://padlet.com/selfan1/7lqfe52elnxv/wish/346906762
Growing sophistication of survey methods and options should remain focused on key design decisions.
Organization data also important:
•Nature of organization
•Nature of total compensation system
•Incumbent/job
•HR outcomes
Who administers?
••Third-party anti-trust protection
••Confidentiality
How many employers?
••Geography may be a factor
••Peer approach (custom data option)
••Public data option
Which Jobs?
••All
••Benchmark
••High-Low
•• Benchmark conversion
]]> 2019-03-31 16:02:48 UTC https://padlet.com/selfan1/7lqfe52elnxv/wish/346906762