FAHR HR Club Presentation-JE 09-02-12-1.ppt · Career Band M3 14 13 12 P3 Technical/ M2 11 10 9...

FAHR HR ClubFAHR HR Club Job Evaluation/Leveling

Presentation by Towers WatsonElie Georgiou-Botaris

© 2012 Towers Watson. All rights reserved.

Dubai, 09 February 2012

Session’s TopicsSession s Topics

Introduction to Towers WatsonIntroduction to Towers WatsonWhat is Job Evaluation/Leveling & Why?Global Grading Methodology OverviewGlobal Grading Methodology OverviewCareer Map Methodology Overview

towerswatson.com© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

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IntroductionT W A l di Gl b l HR C lTowers Watson – A leading Global HR Consultancy

Our 14,000 associates in 37 countries work together to deliver the perspectives that give your organization a clear path forward. It’s a new world and we’re here to help you take it onIt s a new world, and we re here to help you take it on.

ASIA-PACIFIC • Australia • Greater China • India • Indonesia • Japan Malaysia • Philippines • Singapore • South Korea • Taiwan • Thailand • Vietnam

EMEA • Austria • Belgium • France • Germany • Ireland • Italy • Netherlands Portugal • Russia • South Africa • Spain • Sweden • Switzerland • Turkey United Arab Emirates • United Kingdom

LATIN AMERICA • Argentina • Brazil • Chile • Colombia • Mexico U


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• Uruguay

NORTH AMERICA • Bermuda • Canada • United States

What is Job Evaluation/Leveling? Why Job Evaluation/Leveling?

A systematic process of objectively determining the relative value and

What is Job Evaluation/Leveling? Why Job Evaluation/Leveling?

Establish a framework to define and determine job hierarchy job valuedetermining the relative value and

ranking of jobs in an organizationA system for analysing and comparing different jobs according

determine job hierarchy, job value and contributionCreate a flexible/adaptable mean of communicating career paths tocomparing different jobs according

to the overall responsibilities and the scope of each jobA th d f t bli hi

communicating career paths to facilitate talent mobility across the organizationEnable a consistent link to the marketA method for establishing

meaningful groups of jobs (Job Families) that reflect these differences in the rankings

Enable a consistent link to the market that is defensibleProvide a foundation for reward and t l t t d i i bdifferences in the rankings

Not concerned with the volume of work, or with the person doing it, or with the current pay

talent management decisions - base pay, incentives, career management, workforce planning, learning and development, etc.with the current pay

A platform for ensuring internal equity and fairness

development, etc.


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Job Evaluation/Leveling in the Middle East -A Sl IA Slow Improvement

79% of companies have existing job leveling methodology in p g j g gyplace...

... with direct link to pay (87%), benefits allocation (83%), job title (77%), incentives (57%)

... and only few links it to career management (40%)

d succession planning (27%)and succession planning (27%)

Key challenges with current approach:

Difficult to communicate to employeesL k f i t ti ith th T l t M tLack of integration with other Talent Management programmesVery limited involvement from Business Managers


Source: 2011 poll survey across UAE and KSA4

Towers Watson’s Global Grading MethodologyAn OverviewAn Overview


About Towers Watson Global Grading SystemTM (GGS)IntroductionIntroduction

A 25 grade job hierarchy structureA 25-grade job hierarchy structure

The methodology to assess jobs against the structurestructure

The software to facilitate the process

Culturally neutral

Note: Not all grades are utilized in all organizations.


g g

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A Grade Map: Large Organization (25 grades)

BUSINESS STRATEGYTASKS SKILLS LEADERSHIPEXPERTISE

'ROLE' CONTRIBUTES (THROUGH)

FUNCTIONAL STRATEGY5FS

5BS

GRADE

BAND1 2 43

T H

CEO

1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

1st LINE TOP MANAGEMENT

AN

AG

EMEN

TA

REE

R P

ATH

MIDDLEMANAGEMENT

TOPMANAGEMENT

TOP MANAGEMENT

MA

CA

2 3T1 4T

SUPERVISOR

1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

PROFESSIONALPROFESSIONAL

SUBJECT MATTEREXPERT


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

SSIO

NA

L ER

PAT

H

CLERICAL / ADMINISTRATIVECLERICAL / ADMINISTRATIVE

PRO

FES

CA

REE


MANUALMANUAL

Step 1: Scoping the OrganizationScoping the BusinessAbout Towers Watson’s Global Grading System

Step 1: Scoping the Organization

The scoping exercise sets the parameters for the job evaluation system by determining the grade of the top job (Managing Director/General Manager/CEO)the grade of the top job (Managing Director/General Manager/CEO)

BUS. STRAT.5BS

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO

FUNCTIONAL STRAT.5FS

BUS. STRAT.5BS

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO


AT.

CEO

AT.

CEO

GRADE

AN

AG

EMEN

TA

REE

R P

ATH

TOPMGMT.

MIDDLEMANAGEMENT

1st LINE TOPMANAGEMENT

1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17GRADE

AN

AG

EMEN

TA

REE

R P

ATH

TOPMGMT.

MIDDLEMANAGEMENT


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

OPMENT

18 2019

OPMENT

18 2019M

AC

A

2 3IC1 4IC

SUPERVISOR



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

RIB

UTO

RA

THM

AC

A

2 3IC1 4IC

SUPERVISOR



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

RIB

UTO

RA

TH


TECHNICIANTECHNICIAN


MANUALMANUALND

IVID

UA

L C

ON

TRC

AR

EER

PA




MANUALMANUALND

IVID

UA

L C

ON

TRC

AR

EER

PA


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II

Step 2: Banding a JobAbout Towers Watson’s Global Grading SystemStep 2: Banding a Job

Use decision tree

2 to 5 questions on the nature of the contribution of the job to the Business

First question determines

BUS. STRAT.5BS

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO


BUS. STRAT.5BS

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO


ExampleIs managing people a focus?

career pathExample

Is managing people a focus?

GRADE

AN

AG

EMEN

TR

EER

PA

TH

TOPMGMT.

MIDDLEMANAGEMENT


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17GRADE

AN

AG

EMEN

TR

EER

PA

TH

TOPMGMT.

MIDDLEMANAGEMENT


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17focus?YESManage professionals or managers?

focus?YESManage professionals or managers?

MA

CA

R

2 3IC1 4IC

SUPERVISOR



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

IBU

TOR

THM

AC

AR

2 3IC1 4IC

SUPERVISOR



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

IBU

TOR

TH

managers?YESSet / significantly influence business

managers?YESSet / significantly influence business




MANUAL

DIV

IDU

AL

CO

NTR

IC

AR

EER

PA

T




MANUAL

DIV

IDU

AL

CO

NTR

IC

AR

EER

PA

Tinfluence business strategy?NO

influence business strategy?NO


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MANUALMANUALIN MANUALMANUALIN

Step 3: Grading a JobAbout Towers Watson’s Global Grading SystemStep 3: Grading a JobSeven factors drive the grading decision

7 Factors

BUS. STRAT.5BS

GRADE

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

BUS. STRAT.5BS

GRADE

BAND

TASKS1

SKILLS2

LEADERSHIP4M

EXPERTISE3M


CEO


1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

7 FactorsFunctional KnowledgeBusiness ExpertiseLeadership GRADE

MA

NA

GEM

ENT

CA

REE

R P

ATH

SUPERVISOR

TOPMGMT.

MIDDLEMANAGEMENT


3 5 6 8 9 0 6 8 0 39 513 14 15GRADE

MA

NA

GEM

ENT

CA

REE

R P

ATH

SUPERVISOR

TOPMGMT.

MIDDLEMANAGEMENT


3 5 6 8 9 0 6 8 0 39 513 14 15LeadershipProblem SolvingNature of ImpactArea of Impact M C

2 3IC1 4IC

PROFESSIONAL



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

TRIB

UTO

RPA

THM C

2 3IC1 4IC

PROFESSIONAL



1 2 3 4 5 6 7 8 9 10 11 12 16 18 20 21 22 23 2419 2513 14 15 17

TRIB

UTO

RPA

TH

Area of ImpactInterpersonal Skills




MANUALMANUALIND

IVID

UA

L C

ON

TC

AR

EER

P PROFESSIONALPROFESSIONAL



MANUALMANUALIND

IVID

UA

L C

ON

TC

AR

EER

P


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About Towers Watson Global Grading SystemMain BenefitsMain Benefits

Easy to use - paperless processEasy to explain - coherent logicProvides a key role for line managersProvides a key role for line managersLimited bureaucracy - no need for committeesLimited dependency on consultants Flexibility - supports organisational changeLinked to Towers Watson market databasesCulturally neutral


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Towers Watson’s Career Map MethodologyAn OverviewAn Overview


What is Career Map?What is Career Map?Series of career bands and levels increasing in complexity/ responsibility, that represent career progression opportunitiesresponsibility, that represent career progression opportunities

Why Career Maps?Define the natural development of people in an organization, while supporting business objectivessupporting business objectives

Organize work opportunities from an employee perspective

Clarify responsibilities from one level to anotherClarify responsibilities from one level to another

Create internal platform for determining job value

Create a framework for a wide range of human resources applications including compensation and talent management


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Career Map provides a methodology to map jobs into a f 5 bli h d b d d l lset of 5 established career bands and levels…

nt C

aree

r Pat

h

Executive

VP SVP EVP

Man

agem

en

Management

Supv Mgr Sr Mgr Grp Mgr Sr Grp Mgr

aree

r Pat

h Professional/Expert

Entry Intermed Career Specialist Master Expert

Con

trib

utor

Ca

Business Support

Entry Intermed Senior Lead Supv

Indi

vidu

al

Production

Entry Intermed Senior Lead


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Balancing job consistencies withBalancing job consistencies with Each career band has 3-4 levels that represent multiple steps to accommodate the variety of roles and are well defined

18

19

20

Supervisory/ Management

ExecutiveCareer Band

E

The bands and levels are aligned to the overall grading structure

16

15

17

18Professional / SME

Career Band

P4

Management Career Band

M3

E

15

14

13

12

P4

P3

Technical/

M2

11

10

9

AdministrativeCareer Band

A4 P1

P2Industrial

Career Band

T4

T3

M1

• Has developed proficiency in a range of processes or d th h j b l t d t i i d id bl

8

7

6

A3

A2

T3

T2

procedures through job-related training and considerable on-the-job experience

• Works within defined processes and procedures or methodologies and may help determine the appropriate approach for new assignments

• Completes work with a limited degree of supervision and is f f


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5

4 A1T1

likely to act as an informal resource for colleagues with less experience

FAHR HR Club Presentation-JE 09-02-12-1.ppt · Career Band M3 14 13 12 P3 Technical/ M2 11 10 9...

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Transcript of FAHR HR Club Presentation-JE 09-02-12-1.ppt · Career Band M3 14 13 12 P3 Technical/ M2 11 10 9...