1. What sub-factors can be decomposed from the four major factors (skills, responsibilities, efforts and working conditions)?
2. How to assign a value (weight) to each factor?
Generally, each factor has several grades. How to grade (score) is easy to calculate, but some have seven grades and nine grades according to different factors. How to calculate this?
4. How to eliminate the influence of deviation from the obtained data? It is common to use variance, so should we calculate the variance of each factor in each position? Or just calculate the variance of the final score of the post?
5. How to apply the final position ranking results to the design of salary scheme?
Wonderful reply:
1. What sub-factors can be decomposed from the four major factors (skills, responsibilities, efforts and working conditions)?
The mode chosen by the landlord is relatively mature (divided into four elements: skill, responsibility, hard work and working conditions). I also thought about this model when I did related work, but I didn't do in-depth research. I don't know, how did you choose this model without knowing the sub-factors of this model? However, judging from the landlord's reply, it seems that the mode you choose is more in line with the company's situation.
I only talk about the sub-factors of responsibility (original model):
(1), responsibility for risk control
(2) the responsibility of cost control
(3) Responsibility of guidance and supervision
(4) the responsibility of internal coordination
(5) Responsibility for external coordination
(6), the responsibility of the work results
(7), organization and personnel responsibilities
(VIII) Legal liabilities
(9), decision-making level
2. How to assign a value (weight) to each factor?
Using analytic hierarchy process to assign values to factors, but I personally feel that it is not suitable for enterprises to do their own job evaluation, mainly for the following reasons:
First of all, AHP quantifies qualitative problems, so it is necessary to organize all aspects of the company to discuss and compare the importance of various factors when assigning values. This work is very time-consuming and labor-intensive, which requires a lot of training for the relevant participants in the discussion in advance, which is actually impossible. For example, it is difficult for the company's top management to have time to accept these trainings to understand this point, and there is still a problem in internal discussion because it is related to each other's interests.
Secondly, experts should be involved in error correction at any time, and this expert must be an external expert, because this can be more objective. No matter how high the level of insiders is, it is not appropriate, because the interests of insiders determine that no one recognizes your impartiality.
Third, it may have to be discussed many times, because the model made for the first time has to be tested by samples, and it has to be discussed again if it is not suitable. However, the general enterprise has a large amount of production tasks and it is impossible to invest too much time.
Fourth, it is unnecessary. Because the model you choose is a mature model, it has been used by many consulting organizations in consulting cases, and its assignment is reasonable.
Fifth, the purpose of these calculations is to achieve fairness, but in fact, absolute fairness does not exist. Based on the principle that process fairness is more important than result fairness, personally, the key is to do a good job in process fairness.
To sum up, I think we can do this, according to the original distribution (skill 30%, responsibility 40%, effort 20%, working conditions 10%), and then do a small sample test to see how reasonable it is, and then communicate with relevant leaders and make some adjustments.
Generally, each factor has several grades. How to grade (score) is easy to calculate, but some have seven grades and nine grades according to different factors. How to calculate this?
Hehe, this is very interesting. I looked for almost all the books I could find at that time, but I couldn't find a satisfactory statement.
I later analyzed the consulting cases of many companies and found a more reasonable way, that is, referring to the original model, and then doing it at several levels according to the actual situation, without being rigid or divided into several levels. That is to say, in the classification description, the existing positions and the positions to be set up in the company are actually included, which makes people clear at a glance, and related positions can be listed in the future. At the same time, it also solves a problem, that is, after the job evaluation model is completed, it is very easy to put all the jobs in. The score is calculated by rounding, and then finally we will see if it matches the total score, and then make some minor adjustments. Personally, I have always thought that it is meaningless for this Dongdong to pursue too scientific calculation, of course, because I have never been able to find other people's practices. But after reading a lot of cases made by others, it seems that they all use the method of narrowing the gap between the two ends. I don't know what the reason is, it may be the adjustment when the deviation is eliminated, or it may be some experience. I personally have some ideas in this regard, so I won't talk about them for the time being, because I haven't done in-depth research and verification.
4. How to eliminate the influence of deviation from the obtained data? It is common to use variance, so should we calculate the variance of each factor in each position? Or just calculate the variance of the final score of the post?
This is to calculate the variance of each factor, and the variance of the final score should also be calculated, mainly to see if it is reasonable. This process is also a process of finding out unreasonable data, then finding out the reasons and doing some correction work.
5. How to apply the final position ranking results to the design of salary scheme?
There are some steps:
(1) Draw a position value curve.
(2) According to the evaluation score, determine the number of new salary levels of the company and the new salary channels of each position.
(3) Calculate the value, salary grade and standard annual salary of standard posts at all levels according to the set number and channels of salary grades.
(4) Using the standard position values and actual scores at all levels, draw up the salary path map of each position in the company.
In this way, the results of job evaluation are applied to the salary scheme. Regarding the adjustment of the payroll, it is suggested that the landlord find a broadband payroll.