Remuneration strategy by derek hendrikz covers work definition, job grading, performance management and assessment, remuneration and total rewards strategies.
Big Data: Implications of Data Mining for Employed Physician Compliance Manag...PYA, P.C.
PYA Principal Denise Hall presented “Big Data: Implications of Data Mining for Employed Physician Compliance Management” at Becker’s Annual CEO & CIO Strategy Roundtables, November 18-19, 2015.
The presentation explored:
Data being aggregated by the government, as well as new approaches by regulators.
Public relations and litigation risk from the public dissemination of data by the government.
Big data connections to payment through quality metrics and the potential for new theories of False Claims Act (FCA) suits.
Internal use of broad spectrum analytics in employed physician compliance management.
Determination of risk tolerance and the customization of “outside the box” analytics.
Benchmarking, monitoring, and defining physician-focused risk area reviews.
How to Have a Successful Engagement and a Happily Ever After: “New Age” Nuanc...PYA, P.C.
PYA’s Tynan Olechny and Valerie Rock presented “How to Have a Successful Engagement and a Happily Ever After: ‘New Age’ Nuances to Physician Hospital Arrangements” with R. Ross Burris III of Polsinelli at the Health Care Compliance Association’s (HCCA) Regional Annual Conference.
Big Data: Implications of Data Mining for Employed Physician Compliance Manag...PYA, P.C.
PYA Principal Denise Hall presented “Big Data: Implications of Data Mining for Employed Physician Compliance Management” at Becker’s Annual CEO & CIO Strategy Roundtables, November 18-19, 2015.
The presentation explored:
Data being aggregated by the government, as well as new approaches by regulators.
Public relations and litigation risk from the public dissemination of data by the government.
Big data connections to payment through quality metrics and the potential for new theories of False Claims Act (FCA) suits.
Internal use of broad spectrum analytics in employed physician compliance management.
Determination of risk tolerance and the customization of “outside the box” analytics.
Benchmarking, monitoring, and defining physician-focused risk area reviews.
How to Have a Successful Engagement and a Happily Ever After: “New Age” Nuanc...PYA, P.C.
PYA’s Tynan Olechny and Valerie Rock presented “How to Have a Successful Engagement and a Happily Ever After: ‘New Age’ Nuances to Physician Hospital Arrangements” with R. Ross Burris III of Polsinelli at the Health Care Compliance Association’s (HCCA) Regional Annual Conference.
PYA Principal Scott Clay presented “Pacing Volume-to-Value Transition” at the AlaHA Annual Meeting, June 8-11, 2016.
The presentation explored volume- to value-based reimbursement, and how the pace of change is unique to each organization. The presentation introduced a strategic framework to establish and communicate a pace of change befitting various organizations, explaining:
How government policies “set the floor” on the degree of change requested.
How to determine the pace of change in your market.
How to identify your organization’s current position and culture in relation to value-based payment models.
How to set and communicate the pace of transition consistent with your market and your organization’s culture.
Certification+: The Most Comprehensive Compliance SolutionPYA, P.C.
PYA Principal Pete Pearson along with Glen Stout and Matt Froning from SCA and Chris Gulotta from Real Estate Data Shield presented “Certification+ The Most Comprehensive Compliance Solution” during a webinar for leaders within the Fidelity National Title Group, April 28, 2016.
The presentation explored:
• Market drivers related to the title industry and lender vendor programs
• Profiles of the Certification+ team
• Benefits to title agents who pursue Certification+
• Frequently asked questions
Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse...PYA, P.C.
PYA Senior Manager Chris Beckham co-presented “Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse Scrutiny” with Ross Burris of Polsinelli at the American Health Lawyer Association’s (AHLA) Physicians and Hospitals Law Institute, February 8-10, 2016.
Demystifying Commercial Reasonableness in Physician/Hospital TransactionsPYA, P.C.
PYA Principal Lyle Oelrich presented “Demystifying Commercial Reasonableness in Physician/Hospital Transactions” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016, in Atlanta, Georgia.
PYA Principal Carol Carden and Senior Manager Angie Caldwell presented “Hot Topics in Physician Compensation” at the Kentucky Society of CPAs (KY CPA) Health Care Conference, May 18, 2016. The presentation explored the latest developments in physician compensation structure, as well as considerations related to stacking compensation elements, the role and impact of quality incentives, the latest in affiliation models, and population health initiatives.
Provider participation in accountable care organizations (ACOs) is becoming the new normal. As of January 1, 2016, there are 434 ACOs
in the Medicare Shared Savings Program. More than 160,000 providers now participate in an MSSP ACO. These organizations now serve
7.7 million Medicare beneficiaries residing in 49 of the 50 states. Here’s the road to the MSSP destination of shared savings.
Big Data: Implications of Data Mining for Employed Physician Compliance Manag...PYA, P.C.
PYA Consulting Manager Kristen Lilly presented “Big Data: Implications of Data Mining for Employed Physician Compliance Management” during a webinar for the Georgia chapter of the Healthcare Financial Management Association (Georgia HFMA), March 31, 2016.
The presentation explored:
Public relations and litigation risk from the public dissemination of data by the government.
Internal use of broad spectrum analytics in employed physician compliance management.
Determination of risk tolerance and the customization of “outside the box” analytics.
Benchmarking, monitoring, and defining physician-focused risk area reviews.
PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
PYA Principal Jim Lloyd along with Polsinelli’s Douglas Anning presented “Doing the Deal” in which they utilized case studies in analyzing both hospital-hospital transactions and hospital-physician practice transactions. The presentation also covered:
Helping clients successfully negotiate and structure the transaction and keeping the deal on track
Recognizing sample contract provisions common to these types of deals
Working with valuation firms to ensure the transaction terms are within fair market value and commercially reasonable
Evaluating and dealing with potential anti-trust concerns
Dealing with potential compliance issues identified during the due-diligence process
The Heartaches Associated with Billing for Cardiac DevicesPYA, P.C.
PYA Principal Denise Hall-Gaulin and Consulting Manager Joanna Malcolm presented a free webinar for the Georgia chapter of the Healthcare Financial Management Association, on Tuesday, December 6, 2016.
The presentation was geared toward C-suite hospital leaders, compliance officers, in-house counsel, operational leaders, and patient accounting leadership, and covered:
The criteria for implantable cardioverter defibrillators (ICDs), pacemakers, and other devices
The documentation requirements for payment
The prerequisites for a clean audit
PYA Principal Martie Ross presented the keynote address, “The March to MIPS: The Merit-Based Payment System,” at the Kansas Medical Group Management Association 2016 Fall Conference, September 21-23, 2016, at the Overland Park Marriott in Overland Park, Kansas.
The presentation will include:
An introduction to the Medicare Merit-Based Incentive Payment System (MIPS).
A discussion of the four components of the MIPS composite score.
An exploration of the penalties and bonuses associated with the MIPS composite score, as well as the reputational impact of the publicly reported MIPS composite score.
How to Engage Physicians in Best Practices to Respond to Healthcare Transform...PYA, P.C.
PYA Principal Kent Bottles, MD, spoke about physician engagement when it comes to value payment models during “How to Engage Physicians in Best Practices to Respond to Healthcare Transformation” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016. Dr. Bottles discussed the difficulty of weaning physicians from fee-for-service payment models and the often-unappreciated reasoning behind the shift to value-based payment models. He also highlighted MACRA, MIPS, patient satisfaction surveys, Physician Compare, and the ProPublica Surgeon Scorecard.
PYA Principal Martie Ross joined University of Kansas Medical Center’s Robert Moser, MD, and CIO Chris Hansen for the keynote presentation at the joint symposium by Heart of America Healthcare Information and Management Systems Society and Missouri Health Information Management Association, September 14, 2016, at Johnson County Community College in Overland Park, Kansas. They discussed insights related to the role of advanced analytics and technology in transforming and transitioning to new payment models.
Presentation Makes the Case for Enterprise Risk ManagementPYA, P.C.
PYA Principal David McMillan recently co-presented “Enterprise Risk Management” at the Massachusetts Continuing Legal Education 15th Annual Hospital & Health Law Conference.
Affiliation Strategies for At-Risk Community HospitalsPYA, P.C.
PYA Senior Healthcare Consulting Manager Michael Ramey presented “Affiliation Strategies for At-Risk Community Hospitals” with Jay Hardcastle, partner at Bradley Arant Boult Cummings at the AHLA Health Care Transactions Program. The presentation helped:
1. Identify factors affecting the continued financial viability of community hospitals.
2. Introduce the importance of board/management being proactive in evaluating potential affiliation alternatives before reaching a dire state.
3. Discuss the request-for-proposal process.
4. Explore legal structures to retain the best value for the community via appropriate models (i.e., management agreement, lease, acquisition, joint operating agreement, joint venture, affiliation).
5. Provide lessons learned from recent hospital transactions.
PYA Principal Scott Clay presented “Pacing Volume-to-Value Transition” at the AlaHA Annual Meeting, June 8-11, 2016.
The presentation explored volume- to value-based reimbursement, and how the pace of change is unique to each organization. The presentation introduced a strategic framework to establish and communicate a pace of change befitting various organizations, explaining:
How government policies “set the floor” on the degree of change requested.
How to determine the pace of change in your market.
How to identify your organization’s current position and culture in relation to value-based payment models.
How to set and communicate the pace of transition consistent with your market and your organization’s culture.
Certification+: The Most Comprehensive Compliance SolutionPYA, P.C.
PYA Principal Pete Pearson along with Glen Stout and Matt Froning from SCA and Chris Gulotta from Real Estate Data Shield presented “Certification+ The Most Comprehensive Compliance Solution” during a webinar for leaders within the Fidelity National Title Group, April 28, 2016.
The presentation explored:
• Market drivers related to the title industry and lender vendor programs
• Profiles of the Certification+ team
• Benefits to title agents who pursue Certification+
• Frequently asked questions
Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse...PYA, P.C.
PYA Senior Manager Chris Beckham co-presented “Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse Scrutiny” with Ross Burris of Polsinelli at the American Health Lawyer Association’s (AHLA) Physicians and Hospitals Law Institute, February 8-10, 2016.
Demystifying Commercial Reasonableness in Physician/Hospital TransactionsPYA, P.C.
PYA Principal Lyle Oelrich presented “Demystifying Commercial Reasonableness in Physician/Hospital Transactions” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016, in Atlanta, Georgia.
PYA Principal Carol Carden and Senior Manager Angie Caldwell presented “Hot Topics in Physician Compensation” at the Kentucky Society of CPAs (KY CPA) Health Care Conference, May 18, 2016. The presentation explored the latest developments in physician compensation structure, as well as considerations related to stacking compensation elements, the role and impact of quality incentives, the latest in affiliation models, and population health initiatives.
Provider participation in accountable care organizations (ACOs) is becoming the new normal. As of January 1, 2016, there are 434 ACOs
in the Medicare Shared Savings Program. More than 160,000 providers now participate in an MSSP ACO. These organizations now serve
7.7 million Medicare beneficiaries residing in 49 of the 50 states. Here’s the road to the MSSP destination of shared savings.
Big Data: Implications of Data Mining for Employed Physician Compliance Manag...PYA, P.C.
PYA Consulting Manager Kristen Lilly presented “Big Data: Implications of Data Mining for Employed Physician Compliance Management” during a webinar for the Georgia chapter of the Healthcare Financial Management Association (Georgia HFMA), March 31, 2016.
The presentation explored:
Public relations and litigation risk from the public dissemination of data by the government.
Internal use of broad spectrum analytics in employed physician compliance management.
Determination of risk tolerance and the customization of “outside the box” analytics.
Benchmarking, monitoring, and defining physician-focused risk area reviews.
PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
PYA Principal Jim Lloyd along with Polsinelli’s Douglas Anning presented “Doing the Deal” in which they utilized case studies in analyzing both hospital-hospital transactions and hospital-physician practice transactions. The presentation also covered:
Helping clients successfully negotiate and structure the transaction and keeping the deal on track
Recognizing sample contract provisions common to these types of deals
Working with valuation firms to ensure the transaction terms are within fair market value and commercially reasonable
Evaluating and dealing with potential anti-trust concerns
Dealing with potential compliance issues identified during the due-diligence process
The Heartaches Associated with Billing for Cardiac DevicesPYA, P.C.
PYA Principal Denise Hall-Gaulin and Consulting Manager Joanna Malcolm presented a free webinar for the Georgia chapter of the Healthcare Financial Management Association, on Tuesday, December 6, 2016.
The presentation was geared toward C-suite hospital leaders, compliance officers, in-house counsel, operational leaders, and patient accounting leadership, and covered:
The criteria for implantable cardioverter defibrillators (ICDs), pacemakers, and other devices
The documentation requirements for payment
The prerequisites for a clean audit
PYA Principal Martie Ross presented the keynote address, “The March to MIPS: The Merit-Based Payment System,” at the Kansas Medical Group Management Association 2016 Fall Conference, September 21-23, 2016, at the Overland Park Marriott in Overland Park, Kansas.
The presentation will include:
An introduction to the Medicare Merit-Based Incentive Payment System (MIPS).
A discussion of the four components of the MIPS composite score.
An exploration of the penalties and bonuses associated with the MIPS composite score, as well as the reputational impact of the publicly reported MIPS composite score.
How to Engage Physicians in Best Practices to Respond to Healthcare Transform...PYA, P.C.
PYA Principal Kent Bottles, MD, spoke about physician engagement when it comes to value payment models during “How to Engage Physicians in Best Practices to Respond to Healthcare Transformation” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016. Dr. Bottles discussed the difficulty of weaning physicians from fee-for-service payment models and the often-unappreciated reasoning behind the shift to value-based payment models. He also highlighted MACRA, MIPS, patient satisfaction surveys, Physician Compare, and the ProPublica Surgeon Scorecard.
PYA Principal Martie Ross joined University of Kansas Medical Center’s Robert Moser, MD, and CIO Chris Hansen for the keynote presentation at the joint symposium by Heart of America Healthcare Information and Management Systems Society and Missouri Health Information Management Association, September 14, 2016, at Johnson County Community College in Overland Park, Kansas. They discussed insights related to the role of advanced analytics and technology in transforming and transitioning to new payment models.
Presentation Makes the Case for Enterprise Risk ManagementPYA, P.C.
PYA Principal David McMillan recently co-presented “Enterprise Risk Management” at the Massachusetts Continuing Legal Education 15th Annual Hospital & Health Law Conference.
Affiliation Strategies for At-Risk Community HospitalsPYA, P.C.
PYA Senior Healthcare Consulting Manager Michael Ramey presented “Affiliation Strategies for At-Risk Community Hospitals” with Jay Hardcastle, partner at Bradley Arant Boult Cummings at the AHLA Health Care Transactions Program. The presentation helped:
1. Identify factors affecting the continued financial viability of community hospitals.
2. Introduce the importance of board/management being proactive in evaluating potential affiliation alternatives before reaching a dire state.
3. Discuss the request-for-proposal process.
4. Explore legal structures to retain the best value for the community via appropriate models (i.e., management agreement, lease, acquisition, joint operating agreement, joint venture, affiliation).
5. Provide lessons learned from recent hospital transactions.
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
Why Projects Fail
Recognizing The Challenges
How To Create Success
Keys to Project Recovery
How KeyedIn Consulting Group Can Help You Today
johncachat@hotmail.com
www.peproso.com
Achieving Success with Your Cloud ERP ImplementationCasey Cramer
Moving Enterprise Applications to the cloud is a common theme in higher education these days and many organizations already have multiple applications in the cloud environment. But moving large parts of your ERP to the cloud presents new and unique challenges, risks and opportunities. Check out this presentation deck that was presented at a Higher Education User Group (HEUG) regional conference to learn how we have helped higher education leaders through the process of moving to the cloud.
In persuit of perfection internal auditor the gate keepers of ethics in jamai...Patrick Thompson
I was recently asked to speak to the Institute of Internal Jamaica monthly chapter meetings on the topic Integrating Project Management Techniques for Internal Auditing. Given the leverage I had, I chose instead to speak on - In Pursuit of Perfection: Internal Auditors the Gatekeepers of Ethics in Jamaican Business.
Loughridge Transformations' Webinar: The Essential Ladder of ERP ImplementationJennifer Loughridge
Many organisations struggle to achieve an acceptable return on their investment in technology. In addition, those who have been through an ERP implementation often talk of “bearing the scars” of a painful and time-consuming go-live period – which can feel like it lasts an eternity.
What’s the cause? It is largely down to overlooking critical aspects before and during the implementation.
In this webinar, you will learn:
- what are the critical steps in the ladder of implementation
- why a successful implementation is about much more than technology
- how to massively increase the likelihood of an on-time, on-budget delivery
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
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Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
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7. do what you did yesterday perfectlytoday…
www.derekhendrikz.com
• process induces repetition
• repetition induces perfection
• perfection induces performance
8. boldlydo what has never been done before…
www.derekhendrikz.com
• projects bring about change
• change brings about transformation
• transformation brings about relevance
11. Process vs. Projects
Process Projects
• Cyclic in nature
• Evolutionary
• Performance-based
• Driven by managers
• Results divided by action = 1
• Puts bread on the table
• Clear beginning and definite end
• Revolutionary
• Relevance-based
• Inspired by leaders
• Results divided by action > 1
• Puts possibility of bread on the
table
www.derekhendrikz.com
18. Creating the Strategic Frame…
• Develop mission as a process
• Analyse the environment
• Develop projects
• Create process structure
• Develop a strategic scorecard
• Create a behavioural frame
www.derekhendrikz.com
20. the Context / Problem PMS Ratio
Problem
Complexity
(Process-based)
Project-based
Perception-
based
Process-
based
Integrative
www.derekhendrikz.com
24. Job Evaluation is a methodology of appraising
the value or worth of one job in relation to
others within organisational context.
www.derekhendrikz.com
25. Steps for carrying out Job Grading....
• Train departmental representatives in the use of the method.
• Extract job descriptions from processes.
• Create Job Evaluation Committee – mix of line management,
HR and experts to decide on plotting of jobs.
• Organization map and banding proposal – HR & senior
management puts together a proposal for banding (scales
expressed in points) or grading staff and describes the benefits
that each band attracts.
• Board Review – once jobs are rated and the organization map
completed, the relevant authority will review the summary, the
banding proposals and cost if any.
• Assuming the above are approved, the overall project manager
will then move to implementation.
www.derekhendrikz.com
26. A job is evaluated by looking at the knowledge
required to do the job, the experience needed
for the job, the problem complexity inherent
to the job, the context complexity in which the
work is performed and the accountability
assigned.
www.derekhendrikz.com
31. Level
A. Basic
B. Elementary
C. Intermediate Knowledge
D. Extended Knowledge
E. Diverse or Specialized
F. Diverse or Specialized
G. Broad or Specialized Mastery
H. Externally recognized expertise
Knowledge
www.derekhendrikz.com
32. Level Explanation
I
Performance of a task(s) highly specific as to objective and content,
and not involving the leadership of others.
II
Performance or direction of activities, which are similar as to
content and objectives with appropriate awareness of other
activities.
III
Direction of an important unit with varied activities and objectives
OR guidance of an important sub function(s) or several important
elements across several units.
IV
Direction of a major unit with noticeable functional diversity OR
guidance of a function(s) which significantly affects all or most of
the organization.
V Management of all units and functions within the organization.
Experience
www.derekhendrikz.com
33. Applying the Grades....
•Combining selected codes will then give a
know-how grading.
•E.g. a seasoned supervisor to whom
interpersonal skills are important will be
graded FI2
www.derekhendrikz.com
35. Level
A. Highly Structured
B. Routine
C. Semi-Routine
D. Standardized
E. Clearly Defined
F. Generally Defined
G. Broadly Defined
H. Abstract
Thinking Environment
www.derekhendrikz.com
37. Applying the Grades....
•Combining selected codes will then give a
know-how grading.
•E.g. a hotel bell-boy who applies routine
thinking and does repetitive process-
based work will be graded B1
www.derekhendrikz.com
39. Level Explanation
R These jobs are subject to explicit, detailed instructions AND/OR constant personal
or procedural supervision.
A These jobs are subject to direct and detailed instructions AND/OR very close
supervision.
B These jobs are subject to instruction and established work routines AND/OR close
supervision.
C These jobs are subject, wholly or in part, to standardized practices and procedures,
general work instructions and supervision or progress and results.
D These jobs are subject, wholly or in part, to practices and procedures covered by
precedents or well-defined policies, and supervisory review.
E These jobs, by their nature and size, are subject to broad practices and procedures
covered by functional precedents and policies, achievement of a circumscribed
operational activity, and to managerial direction.
F These jobs, by their nature or size, are broadly subject to functional policies and
goals and to managerial direction of a general nature.
G Subject to the guidance of broad organization policies, community or legislative
limits, and the mandate of the organization.
Freedom to Act
www.derekhendrikz.com
Level Explanation
R These jobs are subject to explicit, detailed instructions AND/OR constant personal
or procedural supervision.
A These jobs are subject to direct and detailed instructions AND/OR very close
supervision.
B These jobs are subject to instruction and established work routines AND/OR close
supervision.
C These jobs are subject, wholly or in part, to standardized practices and procedures,
general work instructions and supervision or progress and results.
D These jobs are subject, wholly or in part, to practices and procedures covered by
precedents or well-defined policies, and supervisory review.
E These jobs, by their nature and size, are subject to broad practices and procedures
covered by functional precedents and policies, achievement of a circumscribed
operational activity, and to managerial direction.
F These jobs, by their nature or size, are broadly subject to functional policies and
goals and to managerial direction of a general nature.
G Subject to the guidance of broad organization policies, community or legislative
limits, and the mandate of the organization.
42. Applying the Grades....
• Combining selected codes will then give a
know-how grading.
• E.g. a CEO who's freedom of decision making
is only restricted by the Board, organisational
policies and strategy; who's accountability
scope and impact is large will be graded G3P
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45. Evaluation needs to match 3 Variable's....
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Target match
between three
Process
People
Compensation/
Grade
46. Evaluation Methodology
Process give
reason of
existence to the
job
To achieve the
desired result
change must
take place and
problems must
be solved
Knowledge and
Experience is
needed to solve
problems and
achieve results
Know How
+
Problem Complexity
+
Accountability
Context Complexity; +
Accountability
Accountability
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51. Developing a Pay Grade Structure....
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Internal Analysis…
• Analyse extent to which similar jobs receive similar pay.
• Analyse existing pay and compensation philosophy.
External Analysis…
• Benchmark pay structure with market.
55. The PMS Process....
1. Create the Strategic Frame
2. Develop Process Families
3. Develop Team Scorecards
4. Extract Individual Performance Indicators
5. Assess Performance
6. Take Remedial Action
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56. Performance Indicators....
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Indicator: Measurement:
Input indicator linked to checklists
Input indicator linked to procedures
Input indicator linked to quality rules
Output indicator linked to targets
Behavioural indicator linked to values
Real time as project is completed
Periodically as executed
Periodically as executed
Real time as targets are achieved
Periodically (360°)
60. Aspects inhibiting an employee to perform a task e.g. the
equipment needed, time available, quality of decision-
making, etc.
Opportunity to Perform
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61. The degree to which an individual both desires and is willing
to exert effort (motivation).
Willingness to Perform
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63. Total Rewards are all of the tools available to the
employer that may be used to attract, motivate and
retain employees.
Total rewards include everything the employee
perceives to be of value resulting from the employment
relationship.
The concept of total rewards has advanced
considerably. The power of total rewards is in leveraging
the concept as a whole and the individual elements to
attract, motivate and retain talent.
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66. • Drive organizational success through greater
talent attraction, engagement and retention
• Guide investment decisions for the employer
while enabling informed choices for the
employee
• Clarify the employer-employee relationship
• Build a distinctive employment brand
• Increase the return on rewards and create
value for the enterprise
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73. 1. Understand organisational outcomes and the
processes and projects which it must deliver;
2. Develop processes and populate with intelligence;
3. Develop a master scorecard;
4. Link the master scorecard to human performance;
5. Conduct Job Grading Analysis;
6. Define the Employee Value exchange (EVE); and
7. Develop the Total Rewards Strategy (TRS).
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75. …an effective total rewards strategy
enables organisations to deliver the
right amount of rewards, to the
right people, at the right time, for
the right reason...
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76. • Employees believe that good performance will lead to
more pay
• Employees want more pay
• Employees do not believe that good performance will
lead to negative consequences
• Employees see that other desired rewards besides
pay result from good performance
• Employees believe that their efforts do lead to
improved performance
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77. 1. Fund the Pool
2. Split the Pool
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78. Total Rewards Strategy Elements Skill Job Risk Performance
H M L H M L H M L
Compensation • Xxx
• xxx
Benefits • Xxx
• xxx
Work Life • Xxx
• xxx
Professional Development • Xxx
• xxx
Career Development • Xxx
• xxx
Work Environment • Xxx
• xxx
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79. Total Rewards Strategy Elements Weight Value
Compensation • Xxx
• xxx
Benefits • Xxx
• xxx
Work Life • Xxx
• xxx
Professional Development • Xxx
• xxx
Career Development • Xxx
• xxx
Work Environment • Xxx
• xxx
Employee Name:
Job Description:
Skills Risk: Job Risk: Performance Risk:
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