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HRM session 3 (CSR (utilitarianism - the greatest good for the greatest…

- - - - analysis Phases:
        job ranking
        job grading (deep / shallow)
        factor comparison
        standardized point factors
      - Mercer IPE classes - importance of job
        benchmarking of pay vs. IPE class
        
        5 classes :!:
        impact
        communication
        Innovation
        Knowledge
        Risk
        
        Outcome : traditional organisational diagram is segmentet within each level
        
        Benchmarking with industry - align reward strategy to business strategy
        
        Do not show IPE class to employee
        
        Broadbanding prevents problems with IPE rating (higher flexibility in pay)
    - - KSA (knowledge, skill and attitude)
      - good for companies requiring specialists. promotes learning
      - pay for the person - not the job
    - - pay rises decided by gut feeling of management
      - cons:
        
        past performance
      - pros: easy to administer
    - - Line of sight is particularly intersting when talking incentives
- - - - KPI vs. value drivers
        (looking forward - how do we archeive KPI)
        KPI what was the result of our efforts (looking backward)
      - goal settings by KPI is related to rewards / incentives and modifiers
      - Measuring outputs can be difficicult
        external sales (field sales)
        factory worker (VW)
        R/D lab
        
        BARS (behavioural appraisal rating scale)
        
        Critical indcident
        
        Management by objectives
        
        Ranking method (top / worst performer)
        
        Jack Welsh - Rank and Yank.
        Forced distribution (10 % gets kicked out)
        
        360 appraisal