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Hay Method
Developed in 1977 by the Office of Personnel Management for nonsupervisory general schedule employees. It incorporates many of the characteristics of the Lott, Benge, and NEMA methods.
Dates back to the early 50's and is one of the most popular methods in use today. It is particularly popular for evaluating executive, managerial, and professional positions as well as nonexempt clerical, blue collar, and technical jobs. Lawrence Wagoner
NMTA
Skill (3/15) Effort (2/10) Responsibility (4/20) Job Conditions (2/10)
* (SUBFACTORS/DEGREES OR LEVELS)
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It is reasonable to assume that given the complex nature of work environments, accuracy in job evaluation requires the knowledge and skill of more than one individual, and....
A job evaluation committee may consist of one to three permanent members (at least one from the comp department) and rotating members representing the unit(s) whose jobs are being evaluated.
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Provide Committee Representation Provide Committee With Staff Specialists Identify Benchmark Jobs
Benchmark Jobs That Cover The Full Range Of Pay For The Jobs In Each Occupation Or Series.
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FES Exercise
The FES process is described in detail in the text on pages 257 through 277. Additionally, a job description for a lead programmer taken from chapter 7 has been evaluated on pages 271 through 274 using the FES process and the results have been summarized on a "factor evaluation system position evaluation statement" appearing on page 276.
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There is a direct relationship between the selected level of the knowledge factor and levels selected of all other factors. The knowledge or skill requirements of a job drive the evaluation rating, while other compensable factors provide additional information to "fine tune" the final rating.
Review figure 9-5 "FES knowledge level conventions" for further explanation or description of this point.
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Sore Thumbing
Reviewing ratings using some kind of spreadsheet layout assists in identifying factor ratings that don't make sense. This analysis is often called "sore thumbing" because an inappropriate rating stands out like a sore thumb.
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Accountability
Thinking environment (8 levels) Thinking challenge (5 levels) Plus 2 degree choices per grid
Freedom to act (7 levels) Job impact on end results (4 levels) Magnitude (4 levels) Plus 3 degrees per grid.
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Hay Method
The descriptions that form the rows and the columns of the guide charts provide a measure of the level of difficulty, or importance, of each factor. The KH and AC guide charts provide actual scores. The PS guide chart provides a percentage that identifies the amount of KH used in solving problems.
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Hay Method
The Guide Charts Have Both Standardized And Customized Features:
The geometric scales use the same values with each step, reflecting the 15% perceptible difference in values theory discussed in chapter six. The number of rows and columns of each guide chart can be altered to fit the character and size of the client.
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Hay Method
The evaluation process generally begins with the highest valued compensable factor and proceeds in order to the lowest weighted factor.
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Hay Method
KNOW-HOW
Rows describe depth and breadth of job knowledge required to perform job assignments. Columns describe management breadth relative to such requirements as planning, organizing, reviewing, and control. Within each column there is a third element that measures human relations skill.
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Hay Method
PROBLEM-SOLVING
Rows identify levels of thinking. Columns identify thinking challenge. When the most appropriate grid and corresponding percentage has been identified, a point value is determined by multiplying the selected PS% (x) the previously determined KH points.
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Hay Method
ACCOUNTABILITY
The same lead-programmer analyst job evaluated earlier in this chapter using the FES method is re-evaluated in pages 282294 using the hay method. Figure 9-10 (pg 284) is a Hay Position Evaluation Statement" that contains the evaluation scores for the lead-programmer analyst in accordance with the hay guide chart-profile method.
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KH and PS are closely linked in the guide charts and they tend to parallel each other with respect to their alpha numeric locator codes. As KH requirements increase for a job PS enjoys a concomitant growth.
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PS and AC also have a relationship that provides information about the general nature of jobs that when examined either validates the evaluation or challenges the results.
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Jobs higher in PS points than AC points are typically staff and administrative in nature, and.... Jobs higher in AC points than PS points are typically action or line jobs, and....
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Jobs with essentially the same AC and PS points tend to have an administrative/action orientation. The profile is determined by identifying the step difference between PS and AC....
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To convert all of this data into a profile turn to page 287 in your text and find the PS percentage, identified in the sample problem, in the left hand column (33%) and move across that row until you find the KH points in the first row that correspond with those determined in your sample problem (230).... The number found at this intersection (87) becomes profiling CONTINUED...
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The number you locate in the left hand column of the profile table (figure 9-11b) and match up with the appropriate step level (1 down) located on the horizontal axis. The resulting set of numbers is the job profile (38 33 29). This profile defines the percentage of points assigned to each of the three universal factors.
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All to the job profiles lined up in order of point totals will provide the organization with a profile pattern that further validates the evaluation effort.
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As a rule, KH points as a percentage of the total tends to decrease as job value increases. PS and AC points as a percentage of the total tend to be lowest at the lower valued jobs.
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PROFILING Profile patterns are also indicators of job rank within an organization: KH-PS-AC 41-23-36 44-22-34 56-19-25 60-17-23
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