Certificate In Job Analysis &Descriptions, Job Evaluation & Grades

Date:17,18,19,20 Oct

Period: 4 DaysLanguage: English

Course Outcome :

SESSIONS 1-2: WHAT IS JOB EVALUATION AND WHYHAVE GRADES ?

The Golden Triangle of Reward Management (Jobs, People and Performance,and Pay Markets)The role of grading and salary structures in compensation and rewardHow grading and salary structures have developed and global trendsThe role of job evaluationDetermining comparative job size and internal relativitiesUnderstanding jobs and how to effectively place jobs in the correct gradehierarchy The common golden rules of all job evaluation systemsUnderstanding the step approach to job size (single-step or double-step orbroad-banded)

SESSIONS 3-6: JOB EVALUATION METHODOLOGIES: HAYCommonly used best practice proprietary systems of job evaluationShowcase review of the “Hay Group Guide Chart and Profile Method of JobEvaluation”

SESSION 7: JOB EVALUATION METHODOLOGIES: OTHERSYSTEMS (MERCER, TOWERS-WATSON, ETC.)

• Commonly used best practice proprietary systems of job evaluation
• Overview of the “Mercer International Position Evaluation (IPE) Methodology”
• Overview of the “Towers-Watson Global Grades”
• Summary of other commonly used job evaluation systems and different
• methodologies
• Comparisons across different job evaluation systems and mapping

SESSION 8: DESIGNING AND BUILDING GRADESTRUCTURES

• How many grades should your organization have from top to bottom
• Determining grades and overall grading structure to fit organizational requirements
• Determining how many grades and setting grade breaks
• Defining a grade and the different spread of grades (single-step, double-step,
• broad-band)
• The pros and cons of broad banding in different organizational cultures
• Benchmarking and designing a grade structure compared to other companies
• Latest trends on job family grade structures and generic job titles aligned to
• grades
• Latest trends on agile grades

SESSION 9: JOB EVALUATION PROCEDURES

• Job evaluation processes
• Traditional committees and job evaluation panels
• Hub-and-Spoke method of job evaluation centered around HR
• Universal job evaluation questionnaires and Computer Aided Job Evaluation (CAJE)
• Implementing a new job evaluation system and grading structures
• The role of management in implementation and the role of HR and reward
• experts

SESSION 10: MANAGING AND MAINTAINING GRADING

STRUCTURES AND AGILITY

• Designing salary ranges for grades and pay differentials between grades
• Managing development of employees and “X-1” principle and “X+1” principle
• Managing progression within a grade structure
• Managing promotions and upgrades through a grade structure
• Coping with employees who reach the maximum of their grade payscale
• Agile grades: Pros and cons of different agile approaches

SESSION 11: WHAT IS JOB ANALYSIS?

• The Golden Triangle of Reward Management (Jobs,
• People and Performance, and Pay Markets)
• Why are job analysis and job descriptions important?
• Introduction
• Understanding The Main Components Of Job Analysis
• What is job analysis, and the purpose of job analysis and the different methodologies?
• Job analysis interview methods and interview outcomes
• What aspects of a job are analyzed?
• What is a job analysis framework?
• Step-by-step guide to building a job analysis framework and quick
• reference guide
• Using Job Analysis To Understand Job Roles And Accountabilities
• Organizational structures and the building blocks of job descriptions
• The main principles of job analysis and the main stages of job analysis
• How to analyze job roles and job accountabilities

SESSION 12: FORMAT OF JOB DESCRIPTIONS

• Format Of Job Descriptions
• Purpose of job descriptions
• Formats of “Job Description”, “Accountability Statement”, and “Job Profile”
• What are the critical sections of job descriptions?
• Current best practice process for writing job descriptions
• Involve your employees

SESSION 13: DETAILED SECTION-BY-SECTION OF JOB DESCRIPTIONS

• Step-By-Step Guide To Developing Job Descriptions
• Format of a job description and the order of writing a job description (JD)
• Describing accountabilities and knowing how to identify the key accountabilities
• Current best practice process for writing job descriptions and involving your
• employees
• Linking Job Analysis To Competency Libraries
• The difference between a competence (competences) and a competency (competencies)
• What is a competency and why use competencies?
• How many competencies are relevant and how to select the key competencies
• Illustrative summary of competencies and a competency library

SESSION 14: LINKAGE WITH PERFORMANCEMANAGEMENT AND HR