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2009/2010 U.S. Strategic Rewards Report by Watson Wyatt
Event hosted by Houston Compensation Association by Fred Crandall from Watson Wyatt - November 18, 2009
Professional Purchasing Global Salary Benchmark 2012
This document provides salary and bonus benchmarks for various purchasing roles at a mid-sized global organization. It lists annual salary ranges in US dollars for junior through executive level purchasing positions. For each role, it also lists the maximum bonus potential as a percentage of annual salary. Some adjustments to the salary numbers may be needed depending on location and experience. The benchmarks are applicable globally by converting currency and are valid even in less developed countries as long as candidates have the required skills and organizations have need. Underpaying purchasing roles relative to others can increase risk of employee turnover or unprofessional behavior.
WATSON WYATT COLLATERAL 2006
This document summarizes key findings from a study on best practices in investment governance. It identifies five major governance challenges that funds face: managing risk, focusing on long-term horizons, innovation capability, aligning with a clear mission, and managing external agents/advisors. The study examined 10 top-performing funds and identified 12 common success factors. Six factors that are achievable for most funds are having a clear mission, effective use of resources by focusing on high-impact areas, strong leadership, shared investment beliefs aligned with goals, a risk framework tied to goals, and an appropriate manager lineup. Overall, the document advocates that good governance is essential for funds to thrive in a complex environment.
Strategic HR Pyramid
Current HR departments spend 60% of their time on low-value administrative tasks like benefits processing and communication, and only 30% on higher-value strategic activities such as leadership development and organizational design. After implementing recommendations from Benefit Commerce Group, HR departments would spend only 10% of time on administrative tasks, freeing up 60% to focus on strategic programs and key activities that better support the organization.
HR Solutions: Исследование заработных плат, льгот и компенсаций по IT-компани...
Компания HR-Solutions представляет Вашему вниманию обзор заработных плат, льгот и компенсаций по IT-компаниям Санкт-Петербурга. В результате прямого анкетирования 17 компаний в сентябре 2016 года были собраны данные по HR-политикам компаний и по заработным платам сотрудников IT-отрасли. В Отчете по результатам исследования представлены данные по заработным платам на 86 позициях в статистически обработанном виде. Также Обзор содержит данные по таким HR-политикам, как:
пересмотр заработной платы и выплата бонусов
условия работы, дополнительные компенсации и льготы (ДМС, питание, оплата мобильной связи, предоставление а/м и пр.)
политика компаний в отношении привлечения, обучения, развития и удержания персонала
релокационная политика компаний
Обзор доступен для приобретения.
По вопросам, связанным с обзорами зарплат, Вы можете обращаться к Куприяновой Марии, руководителю отдела исследований заработных плат, льгот и компенсаций по тел. 8(812) 401-43-45 или по e-mail m.kupriyanova@hrsolutions.ru
Recommended
2009/2010 U.S. Strategic Rewards Report by Watson Wyatt
Event hosted by Houston Compensation Association by Fred Crandall from Watson Wyatt - November 18, 2009
Professional Purchasing Global Salary Benchmark 2012
This document provides salary and bonus benchmarks for various purchasing roles at a mid-sized global organization. It lists annual salary ranges in US dollars for junior through executive level purchasing positions. For each role, it also lists the maximum bonus potential as a percentage of annual salary. Some adjustments to the salary numbers may be needed depending on location and experience. The benchmarks are applicable globally by converting currency and are valid even in less developed countries as long as candidates have the required skills and organizations have need. Underpaying purchasing roles relative to others can increase risk of employee turnover or unprofessional behavior.
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This document summarizes key findings from a study on best practices in investment governance. It identifies five major governance challenges that funds face: managing risk, focusing on long-term horizons, innovation capability, aligning with a clear mission, and managing external agents/advisors. The study examined 10 top-performing funds and identified 12 common success factors. Six factors that are achievable for most funds are having a clear mission, effective use of resources by focusing on high-impact areas, strong leadership, shared investment beliefs aligned with goals, a risk framework tied to goals, and an appropriate manager lineup. Overall, the document advocates that good governance is essential for funds to thrive in a complex environment.
Strategic HR Pyramid
Current HR departments spend 60% of their time on low-value administrative tasks like benefits processing and communication, and only 30% on higher-value strategic activities such as leadership development and organizational design. After implementing recommendations from Benefit Commerce Group, HR departments would spend only 10% of time on administrative tasks, freeing up 60% to focus on strategic programs and key activities that better support the organization.
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пересмотр заработной платы и выплата бонусов
условия работы, дополнительные компенсации и льготы (ДМС, питание, оплата мобильной связи, предоставление а/м и пр.)
политика компаний в отношении привлечения, обучения, развития и удержания персонала
релокационная политика компаний
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По вопросам, связанным с обзорами зарплат, Вы можете обращаться к Куприяновой Марии, руководителю отдела исследований заработных плат, льгот и компенсаций по тел. 8(812) 401-43-45 или по e-mail m.kupriyanova@hrsolutions.ru
Real World: Customer Edition Panel "Stories about Social Computing Deployment"
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The document summarizes presentations from several organizations on using social computing and knowledge management tools:
1) Electronic Arts discussed using Microsoft SharePoint to create an internal social network, knowledge base, and search tools to enhance collaboration, engage employees, drive innovation and increase productivity.
2) The Minnesota Department of Education launched a social networking website called getSTEM to connect teachers and students with local STEM businesses and volunteers to promote STEM education from nation-leading to world-competing.
3) The US Army discussed using a social network called MilSpace to help develop leadership skills by allowing commanders to connect, share experiences and lessons learned, and learn from gaming simulations.
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Investors in People is een raamwerk voor continue verbetering via people management. Gebaseerd op meer dan twintig jaar van toonaangevende praktijken, werd
het ontworpen door het bedrijfsleven en voor het bedrijfsleven (profit en non-profit; privé en overheid). Geschreven in overleg met werkgevers, werknemers en specialisten in HR en people management, biedt het een pad naar organisatorische veranderingen. IIP is gemaakt om te voldoen aan de veranderende behoeften en uitdagingen van de hedendaagse organisaties. Het geeft een praktijkgerichte en handige tool om organisaties vooruit te helpen. Als dé benchmark voor elke goed geleide organisatie, geeft het aan klanten en medewerkers het signaal dat de organosatie zich inzet voor duurzaam ondernemen en op vlak van omgaan met medewerkers streeft naar uitmuntendheid.
Job design and job evaluation
This document discusses job design and evaluation in human resource management. It defines job design as systematically organizing tasks and responsibilities to achieve objectives. The key aspects of job design are determining required tasks, how they are performed, and their sequence. Job evaluation determines the relative worth of jobs for purposes like determining fair pay. It discusses analytical methods like factor comparison that evaluate jobs based on factors like skills, effort, and responsibilities to determine appropriate wages. Overall, the document provides an overview of the concepts, processes, importance and limitations of job design and evaluation.
Pay, Performance & Productivity
As an enterprise leader, you want to cultivate highly productive performers in your workforce. Your business growth depends upon it. And so you search for rewards strategies that will drive the kind of productivity and performance you need. However, you do so with some skepticism—wondering if pay really has any bearing on the results you achieve. Some things you read suggest it doesn’t, but your business intuition tells you that pay, productivity and performance are (or at least should be) linked. But how? The approaches you’ve tried in the past haven't exactly “worked.” So, you grapple with what to do next. If this is an issue you face, you will not want to miss this.
Human resource planning and Job Evaluation
Human Resource Planning, Features, Process of HRP, Demand and Supply forecasting of HRP, Job Evaluation, Features and Methods of Job Evaluation and its Drawbacks.
Job Evaluation and Salary Design
The document discusses job evaluation and salary structure design. It covers topics like job evaluation objectives, methods of job analysis, developing job descriptions, ensuring fairness in the rating process, analyzing market salary data, and designing a salary structure. The speaker aims to help organizations effectively administer compensation and attract talented employees.
Strategic managment process
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
Pay-for-Performance Plan
This document discusses different types of variable pay plans including individual incentive plans and group incentive plans. It provides details on merit pay, lump-sum bonuses, individual spot awards, and examples of individual incentive plans like piecework systems. It also discusses large group incentive plans including gain-sharing plans and profit-sharing plans as well as advantages and disadvantages of group incentive plans. The document provides examples of various pay for performance plans companies can implement.
Pay for perfomance (Pros&Cons) presentation
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
Job evaluation and grading – process and systems
This document provides an overview of a two-day training program on job evaluation and grading processes and systems. Day 1 focused on defining key concepts, building the business case for job evaluation, and reviewing various job evaluation systems. Day 2 covered critical success factors, prominent systems like Hay Group, Peromnes, JE Manager, and Towers Watson, and comparing the different approaches. The training concluded on Day 3 with case studies applying the theoretical concepts, including developing a job analysis plan and using JE Manager for job evaluation at a non-profit organization.
Hay jobs evaluation
The Hay Job Evaluation method is a common approach for grading and evaluating jobs based on three key dimensions: Know-How, Problem Solving, and Accountability. It evaluates the job, not the individual performing the job. The dimensions are broken down into factors that are measured on scales to determine an overall score for salary and benefits purposes. The method provides benefits like standardized job descriptions and improved succession planning.
JOB EVALUATION
This document outlines the steps in developing a total compensation strategy and discusses internal alignment, which refers to pay relationships among jobs within an organization. It also covers job analysis, which involves defining jobs by their tasks and skills requirements. The results of job analysis are used to create job descriptions and for job evaluation. Job evaluation is the systematic process of determining the relative worth of jobs within an organization based on factors like skills, effort, and responsibilities. Several common job evaluation methods are discussed, including ranking, classification, factor comparison, and point methods. The point method breaks jobs into compensable factors that are scaled and weighted to determine total points for each job.
Pay for- performance: Incentive Rewards
Individual, group, and enterprise-wide incentive plans were discussed. Individual plans include piecework, differential piece rates, and standard hour plans. Group plans include team, gainsharing like Rucker, Scanlon, and Improshare plans. Enterprise plans include profit sharing, stock options, and employee stock ownership plans (ESOPs). The purpose of incentives is to motivate employees and increase productivity, morale, loyalty and company profits. Successful plans have desirable, achievable standards and a clear link between incentives and performance.
Hrm job evaluation
Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It involves analyzing jobs, not individuals, and establishing a rational pay structure. The key steps are gaining acceptance, creating an evaluation committee, analyzing jobs, selecting an evaluation method, classifying jobs, installing the program, and periodic reviews. Common methods include ranking, classification, factor comparison, and point methods. While complex, the point method considers multiple compensable factors to determine appropriate pay levels.
Job evaluation ppt
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
Floods
The document discusses floods in India, including definitions, causes, impacts, management strategies, and case studies. It provides an overview of flood types, forecasting methods, zoning, and benefits. Major factors that cause floods are described. Impacts include loss of life, property damage, health issues, and economic disruption. Management involves mitigation, preparedness, response, and recovery. Case studies of specific flood events in India are also presented.
Job Evaluation
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
Job Evaluation
Its has taken me 2 months to make this presentation on Job Evaluation which is based on mine actual learning & practice in my previous organization
Please click like & forward it others too
Please give your feedback & keep following
Rahul Kunwar
rajcite@gmail.com
+918051139888
More Related Content
Viewers also liked
Real World: Customer Edition Panel "Stories about Social Computing Deployment"
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The document summarizes presentations from several organizations on using social computing and knowledge management tools:
1) Electronic Arts discussed using Microsoft SharePoint to create an internal social network, knowledge base, and search tools to enhance collaboration, engage employees, drive innovation and increase productivity.
2) The Minnesota Department of Education launched a social networking website called getSTEM to connect teachers and students with local STEM businesses and volunteers to promote STEM education from nation-leading to world-competing.
3) The US Army discussed using a social network called MilSpace to help develop leadership skills by allowing commanders to connect, share experiences and lessons learned, and learn from gaming simulations.
4) Battelle uses SharePoint forHRSeminar Labels & Keurmerken: Pascal Anckaert
Investors in People is een raamwerk voor continue verbetering via people management. Gebaseerd op meer dan twintig jaar van toonaangevende praktijken, werd
het ontworpen door het bedrijfsleven en voor het bedrijfsleven (profit en non-profit; privé en overheid). Geschreven in overleg met werkgevers, werknemers en specialisten in HR en people management, biedt het een pad naar organisatorische veranderingen. IIP is gemaakt om te voldoen aan de veranderende behoeften en uitdagingen van de hedendaagse organisaties. Het geeft een praktijkgerichte en handige tool om organisaties vooruit te helpen. Als dé benchmark voor elke goed geleide organisatie, geeft het aan klanten en medewerkers het signaal dat de organosatie zich inzet voor duurzaam ondernemen en op vlak van omgaan met medewerkers streeft naar uitmuntendheid.
Job design and job evaluation
This document discusses job design and evaluation in human resource management. It defines job design as systematically organizing tasks and responsibilities to achieve objectives. The key aspects of job design are determining required tasks, how they are performed, and their sequence. Job evaluation determines the relative worth of jobs for purposes like determining fair pay. It discusses analytical methods like factor comparison that evaluate jobs based on factors like skills, effort, and responsibilities to determine appropriate wages. Overall, the document provides an overview of the concepts, processes, importance and limitations of job design and evaluation.
Pay, Performance & Productivity
As an enterprise leader, you want to cultivate highly productive performers in your workforce. Your business growth depends upon it. And so you search for rewards strategies that will drive the kind of productivity and performance you need. However, you do so with some skepticism—wondering if pay really has any bearing on the results you achieve. Some things you read suggest it doesn’t, but your business intuition tells you that pay, productivity and performance are (or at least should be) linked. But how? The approaches you’ve tried in the past haven't exactly “worked.” So, you grapple with what to do next. If this is an issue you face, you will not want to miss this.
Human resource planning and Job Evaluation
Human Resource Planning, Features, Process of HRP, Demand and Supply forecasting of HRP, Job Evaluation, Features and Methods of Job Evaluation and its Drawbacks.
Job Evaluation and Salary Design
The document discusses job evaluation and salary structure design. It covers topics like job evaluation objectives, methods of job analysis, developing job descriptions, ensuring fairness in the rating process, analyzing market salary data, and designing a salary structure. The speaker aims to help organizations effectively administer compensation and attract talented employees.
Strategic managment process
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
Pay-for-Performance Plan
This document discusses different types of variable pay plans including individual incentive plans and group incentive plans. It provides details on merit pay, lump-sum bonuses, individual spot awards, and examples of individual incentive plans like piecework systems. It also discusses large group incentive plans including gain-sharing plans and profit-sharing plans as well as advantages and disadvantages of group incentive plans. The document provides examples of various pay for performance plans companies can implement.
Pay for perfomance (Pros&Cons) presentation
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
Job evaluation and grading – process and systems
This document provides an overview of a two-day training program on job evaluation and grading processes and systems. Day 1 focused on defining key concepts, building the business case for job evaluation, and reviewing various job evaluation systems. Day 2 covered critical success factors, prominent systems like Hay Group, Peromnes, JE Manager, and Towers Watson, and comparing the different approaches. The training concluded on Day 3 with case studies applying the theoretical concepts, including developing a job analysis plan and using JE Manager for job evaluation at a non-profit organization.
Hay jobs evaluation
The Hay Job Evaluation method is a common approach for grading and evaluating jobs based on three key dimensions: Know-How, Problem Solving, and Accountability. It evaluates the job, not the individual performing the job. The dimensions are broken down into factors that are measured on scales to determine an overall score for salary and benefits purposes. The method provides benefits like standardized job descriptions and improved succession planning.
JOB EVALUATION
This document outlines the steps in developing a total compensation strategy and discusses internal alignment, which refers to pay relationships among jobs within an organization. It also covers job analysis, which involves defining jobs by their tasks and skills requirements. The results of job analysis are used to create job descriptions and for job evaluation. Job evaluation is the systematic process of determining the relative worth of jobs within an organization based on factors like skills, effort, and responsibilities. Several common job evaluation methods are discussed, including ranking, classification, factor comparison, and point methods. The point method breaks jobs into compensable factors that are scaled and weighted to determine total points for each job.
Pay for- performance: Incentive Rewards
Individual, group, and enterprise-wide incentive plans were discussed. Individual plans include piecework, differential piece rates, and standard hour plans. Group plans include team, gainsharing like Rucker, Scanlon, and Improshare plans. Enterprise plans include profit sharing, stock options, and employee stock ownership plans (ESOPs). The purpose of incentives is to motivate employees and increase productivity, morale, loyalty and company profits. Successful plans have desirable, achievable standards and a clear link between incentives and performance.
Hrm job evaluation
Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It involves analyzing jobs, not individuals, and establishing a rational pay structure. The key steps are gaining acceptance, creating an evaluation committee, analyzing jobs, selecting an evaluation method, classifying jobs, installing the program, and periodic reviews. Common methods include ranking, classification, factor comparison, and point methods. While complex, the point method considers multiple compensable factors to determine appropriate pay levels.
Job evaluation ppt
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
Floods
The document discusses floods in India, including definitions, causes, impacts, management strategies, and case studies. It provides an overview of flood types, forecasting methods, zoning, and benefits. Major factors that cause floods are described. Impacts include loss of life, property damage, health issues, and economic disruption. Management involves mitigation, preparedness, response, and recovery. Case studies of specific flood events in India are also presented.
Job Evaluation
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
Job Evaluation
Its has taken me 2 months to make this presentation on Job Evaluation which is based on mine actual learning & practice in my previous organization
Please click like & forward it others too
Please give your feedback & keep following
Rahul Kunwar
rajcite@gmail.com
+918051139888
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STRATEGISCH PARTNERSHIP
- 1. 18 oktober 2010 STRATEGISCH PARTNERSHIP GRASS ROOTS GROUP EN TOUCH INCENTIVE MARKETING Het van oorsprong Rotterdams bedrijf, Touch Incentive Marketing (www.touchincentive.com), is een strategisch partnership aangegaan met de Grass Roots Group, de internationale performance reward organisatie met het hoofdkantoor in Tring, Hertsfordshire(UK). Het partnership stelt Grass Roots Group in staat om in de Benelux lokaal te opereren op het gebied van de verkoop en fulfilment van hun marketing diensten. Grass Roots Group (www.grg.com) werd in 1980 opgericht door de huidige CEO David Evans en is deels in handen van WPP. Met een omzet van ruim € 325 miljoen en met kantoren in zestien landen wereldwijd, biedt Grass Roots een breed portfolio van marketing diensten en reward programma’s op een internationaal niveau. Dennis van den Berg, Managing Director van Touch Incentive Marketing, startte zijn bedrijf in 1999 om de specialist te worden op het gebied van B-to-B incentive programma’s, voordeelprogramma’s voor medewerkers en consumenten promoties in de Benelux. Tot de klantenkring behoren o.a. Heineken, Disney, McDonald’s, ING en Coca-Cola. Touch biedt een zeer breed aanbod van incentive diensten en beschikt tevens over haar eigen call centre, logistiek centrum en een IATA gecertificeerd reisbureau. “Ik ben er trots op dat wij een strategische samenwerking hebben met de gerenommeerde Grass Roots Group” aldus Dennis van den Berg.” Door deze samenwerking kunnen wij nog meer marketing diensten verlenen en inspelen op internationale briefings van buiten de Benelux”. Ian Horsham, Managing Director van Grass Roots Consumer Promotions (www.grassrootsconsumerpromotions.com), een divisie gespecialiseerd in consumenten promoties, HR incentives en recognition programma’s. Klanten waar GRCP voor werkt zijn o.a. Virgin Mobile, McDonald’s, Vodafone, Nestlé en HSBC. “Ik ben zeer verheugd over de nauwe samenwerking met Touch Incentive Marketing, die dezelfde commitment deelt voor het leveren van effectieve promoties en incentive programma’s” aldus Ian Horsham.