This document discusses different approaches to establishing internal pay structures, including job-based, skill-based, and competency-based structures. It provides details on how each approach is defined and implemented, including conducting job analyses, skill analyses, and competency analyses. The key benefits and limitations of each approach are contrasted. The conclusion emphasizes that the objective is to align internal pay structures with business strategy, work design, and fair treatment of employees.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Skills Management Best Practices Webinarguest637256
1.How does skills management fit into an overall human resources program?
2.What is the value proposition for skills management?
3.What are the best practices for planning and implementing skills management?
4.What is the most appropriate “skillware” for your business?
With these processes and tools, your Team Members will create opportunities for personal and professional growth and development. They will also develop a strong core of competencies that will be utilized to prepare for advancement creating a stronger team.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. Many Ways to Create Internal
Structure
6-2
Business and Work-Related
Internal Structure
Person-based
Job-based
Job analysis
Job descriptions
Job evaluation:
classes or
compensable factors
Factor degrees and
weighting
Job-based structure
PURPOSE
Collect, summarize
work information
Determine what to
value
Assess value
Translate into
structure
Skills Competencies
Skill blocks Competency sets
Certification
process
Skill analysis Core
competencies
Competency
indicators
Person-based
structure
Person-based
structure
3. 6-3
link pay to the depth or breadth of the skills, abilities, and
knowledge a person acquires that is relevant to the work
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
very different approach compared to a job-based plan,
which pays employees for the job to which they are assigned,
regardless of the skills they possess
Skill-Based Pay Structures
5. Purpose of the Skill-Based Structure
support the strategy and objectives
support work flow
fair to employees
motivate behaviour toward
organizational objectives
6-5
6. 6-6
a systematic process to identify and
collect information about skills
required to perform work in an
organization.
Skill Analysis
7. Determining the Internal Skill-Based Pay
Structure
6-7
Skill analysis Skill blocks
Skill
certification
Skill-based
pay 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?
8. Determining the Internal
Competency-Based Pay Structure
6-8
Core
competencies
Competency
sets
Behavioural
descriptors
Competency –
based pay 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?
9. Competencies
6-9
underlying, broadly applicable
knowledge, skills, and behaviours that
form the foundation for successful
work performance (exhibited by
excellent performers more
consistently than average performers)
10. 6-10
CORE
COMPETENCY
COMPETENCY SETS
COMPETENCY
INDICATORS
Taken from mission statement; for example, “business
awareness.”
Grouping of factors that translate core competency
into observable behaviour; for example, cost
management, business understanding.
Observable behaviours that indicate the
level of competency within a
competency set. For example,
“identifies opportunities for savings.”
Competency-Based Pay
Terminology
11. Competency Analysis
6-11
a systematic process to identify and collect
information about the competencies required
for successful work performance
collect information on:
personal characteristics
visionary competencies
organization-specific competencies
establish certification methods
12. Top Twenty Competencies
• 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
6-12
13. Internal Alignment: Job- or Person-
Based Structures
6-13
Purpose of job- or person-based pay plans
Internal pay structure to help achieve
organizational objectives
Aligned with internal alignment policy
Supports business operations
Managing the plan
Manual
Communication to foster employee
acceptance
14. Avoiding Bias in Pay Structures
6-14
1. Define the compensable factors and scales to include
the content of jobs held predominantly by women.
2. Ensure that factor weights are not consistently biased
against jobs held predominantly by women. Are factors
usually associated with these jobs always given less
weight?
3. Apply the plan in as bias free a manner as feasible.
Ensure that the job descriptions are bias free, exclude
incumbent names from the job evaluation process, and
train diverse evaluators.
15. Contrasting Approaches (1 of 2)
Job-Based Skill-Based Competency-Based
What is valued Compensable factors Skills Competencies
Quantify the value Factor degree weights Skill levels Competency levels
Mechanisms to translate
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 work
Promotion and placement
Cost control via pay for job
and budget increase
Utilize skills efficiently
Provide training
Control costs via training,
certification, and work
assignments
Be sure competencies add
value
Provide competency –
developing opportunities
Control costs via
certification, and work
assignments
6-15
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 analysis
Job evaluation
Skill analysis
Skill certification
Competency analysis
Competency certification
Advantages Clear expectations
Sense of progress
Pay based on value of
work performed
Continuous learning
Flexibility
Reduced work force
Continuous learning
Flexibility
Lateral movement
Limitations Potential bureaucracy
Potential inflexibility
Potential bureaucracy
Requires cost controls
Potential bureaucracy
Requires cost controls
6-16
17. Conclusion
6-17
internal pay structures need to be aligned with
the organization’s business strategy and
values, the design of the work flow, and a
concern for the treatment of employees
techniques for establishing internally aligned
structures include the job-based approach (job
analysis and job evaluation) and person-based
approaches (skill/competency-based plans)
these techniques can aid in achieving the
objectives of the pay system when they are
properly designed and managed
