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Total Rewards and Performance Management

Total Rewards and Performance Management. The Total Reward Principles. Create a positive and natural reward experience. Align rewards with business goals to create a win-win partnership. Extend people’s line of sight. Integrate rewards. Reward individual ongoing value with base pay

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Total Rewards and Performance Management

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  1. Total Rewards and Performance Management

  2. The Total Reward Principles • Create a positive and natural reward experience. • Align rewards with business goals to create a win-win partnership. • Extend people’s line of sight. • Integrate rewards. • Reward individual ongoing value with base pay • Reward results with variable pay.

  3. Four Components of Total Rewards Total Reward Components: The Better Workforce Deal • Individual Growth Compelling Future Total Pay Positive Workplace

  4. Four Components of Total Rewards Total Reward Components: The Better Workforce Deal • Individual Growth • Investment in people • Development and training • Performance management • Career enhancement • Compelling Future • Vision and values • Company growth and success • Company image and reputation • Stakeholdership • Win-win over time • Total Pay • Base pay • Variable pay, including stock • Benefits or indirect pay • Recognition and celebration • Positive Workplace • People focus • Leadership • Colleagues • Work itself • Involvement • Trust and commitment • Open communications

  5. Traditional Compensation System • Payment based on tasks • Assumes stability of employment • Rewards individual contributions • Primarily wages, salaries, benefits, some bonuses • Rigid, resistant to change

  6. Equity Issues • Individual equity • Compare my outcome/input ratio with some other’s outcome/input ratio • Internal equity • Relative worth of job within org • Job evaluations • External equity • Market forces • Supply/demand • Conduct salary surveys

  7. Traditional Compensation: Paying Jobs (A) • Job analysis • Job descriptions • Job related information only • Job specifications • Person related information only • KSAs, education, experience, certifications • Job evaluation • Identifies the relative worth of the job to the organization • Not performance appraisal

  8. Traditional Compensation: Paying Jobs (B) • Paying jobs • Job evaluation for pay range (hourly, weekly, monthly, yearly) • Individual salary determination • Seniority • Cost of living adjustments • Merit/performance • Bonuses (all types) • Some group plans • Secrecy/managerial discretion • Relatively static model

  9. Traditional Compensation: Paying Jobs (C) • Job evaluation • Assumes “pay jobs,” not “pay people” • Systematic method of comparing jobs • Creates pay range for job, not person • Tie to job description • Legal, practical support • May break job into components, or job factors • Skill, effort, responsibility, working conditions (from EPA (1963)/FLSA (1938) • External salary surveys • Identify market rates • Supply and demand for skills

  10. Job Evaluation Systems Type of Comparison Part of Job

  11. Compares which part of job Whole job Ranking Classification Specific job factors Factor comparison Point factor Type of comparison made Job vs. Job Ranking Factor comparison Job vs. Standards Classification Point factor Job Evaluation Systems

  12. What is Job Analysis • Job analysis is a set of procedures which collect information describing the… • Job Behaviors • Job Activities • Personal Characteristics • Knowledge, Skills and Abilities (KSAs) …needed to perform a job.

  13. Uses of Job Analysis • Applicant Recruitment • Applicant Selection • Creating Job Descriptions • Compensation Decisions • Performance Appraisals • Training

  14. Legal Reasons For Job Analysis • Uniform Guidelines state that companies should have a job analysis of the position completed to show the appropriateness of the employment decision • In adverse impact and disparate treatment cases, courts immediately look to job analyses for evidence of decision validity

  15. Two Types of Job Analysis • Interviews – either individual or group • Advantages: • Questions can be adapted to fit answers • Ensures deep understanding of the position • Disadvantages • Personal biases, Time consuming, One person in group can dominate discussion

  16. Two Types of Job Analysis • Questionnaires • Advantages: • Useful when there are a large number of participants • Less time consuming than interviews • Disadvantages: • Costly to develop, can have problems with response rate

  17. Task/KSA Analysis Used for: Creating job descriptions Recruitment/Selection Performance Appraisal Training Some compensation decisions Position Analysis Questionnaire (PAQ) Used for: Comparisons across jobs Some compensation decisions Common Job Analysis Techniques

  18. Task/KSA Analysis • A method of collecting information about a position by talking with experts (e.g., incumbents, managers, etc.) • Information is job-specific – cannot be generalized to other positions • Typically consists of interviews and several surveys

  19. Advantages Gives an in depth understanding of a specific job Can be easily used for employment decisions, performance management, and training Disadvantages Very time consuming Problems of expert biases Cannot apply information to other jobs Task/KSA Advantages and Disadvantages

  20. Task/KSA Methods • Step 1: Collect information on the position being analyzed. • Interviews, observation, participation, previous job analyses, Dictionary of Occupational Titles, or O*Net (a website maintained by the Dept. of Labor) • Step 2: Create a preliminary list of the tasks and KSAs needed in that position. • Step 3: Accuracy and completeness check. • Send list to subject matter experts (SME) to check for accuracy or any missing job components • Step 4: Criticality survey. • Construct a survey to give to SMEs where they rate the importance of each task and KSAs • Also good to ask how often tasks are done and when employees should have important KSAs. • Step 5: Statistical analysis • Drop tasks/KSAs with low means or high standard deviations. • Step 6: Linkage survey • Create survey asking SMEs to link tasks with the KSAs needed to complete them. • What to do with unlinked KSAs? Drop them • Step 7: Final task and KSA list

  21. Task/KSA Analysis for…Selection/Recruitment • Allows companies to determine the most important hiring qualifications • Helps companies create accurate job descriptions for future and current employees. • Helps make selection processes legally defensible.

  22. Example Task Statements for a Police Officer • Talks with community members • Drives patrol vehicles • Restrains suspects • Explains laws to citizens • Writes daily reports • Completes parking tickets and other forms

  23. Example KSA list for Police Officer • Communication – Be able to effectively inform others either written or orally. • Physically fit – Must be in good health and be able to perform rigorous activity if needed. • Safe driving – Able to safely operate patrol vehicles on residential streets and highways at normal and high speeds

  24. Task/KSA analysis for… Training • Identifies KSAs necessary for a position, which helps with training design • Can help to decide what skills are most important to help create training strategy • Can identify which skills can be trained and which need to be present at hiring

  25. Task/KSA Analysis for…Performance Appraisal • Identifies job relevant behaviors to include on performance management tools. • Helps to ensure that rating systems for performance management, pay decisions, and employment decisions are valid.

  26. Position Analysis Questionnaire (PAQ) • The PAQ is a generic, off-the-shelf survey • Consists of 195 items • Worker-oriented – items describe general worker characteristics • PAQ is filled out by trained observers who are experts on the position

  27. Importance to this job 0) Does Not Apply Very Minor Low Intermediate High Extreme Rate how important each of the below is to the position Long-handled tools (e.g., hoes, rakes, shovels, picks, axes, brooms or mops) Applicators (e.g., brushes, rags, or paint rollers which are hand-held and used in applying solutions or materials) PAQ – Example Items

  28. Advantages Allows for comparison across jobs No development cost Smaller samples can be used Less time consuming than Task/KSA analysis Disadvantages Costly to administer? Does not tell you detailed information about specific jobs Doesn’t do well at distinguishing between jobs Requires a college reading level PAQ – Advantages/Disadvantages

  29. Job Analysis for…Compensation Decisions • Task/KSA analysis establishes valid job components to base performance appraisals and pay changes on. • PAQ allows for comparisons of jobs with other generally similar jobs • Benchmarking

  30. Tips for Job Analysis • Job analyses should be updated regularly or when the responsibilities of the position change • For increased legal defensibility, document the job analysis process

  31. Questions?

  32. Task/KSA analysis Position: Police Officer SMEs: You Directions Split into groups of 3-5 people In your group, take 10- 15 minutes to create two lists - The tasks associated with being a police officer The KSAs needed to be a police officer In Class Activity

  33. Performance Management Defined This is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding about the jobs to be done. It is a system.

  34. Performance Appraisal and Employee Productivity • Capital • Technology • Human Resources

  35. What people do!?

  36. Systems • Staffing • Training • Motivation • Appraisal

  37. Adverse Impact

  38. The Process

  39. So?

  40. Performance Appraisal and The Law Test?

  41. CRA, 1964 • Title VII • EEOC • OFCC/OFCCP

  42. Job Related

  43. JA

  44. Defensible Criteria

  45. Business Necessity

  46. CSRA, 1978

  47. Preventive Measures

  48. So?

  49. System Development & Validation

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