Broadband Salary Is Your Bandwidth Appropriate?

Has HR adjusted the bandwidth of competency model standard after determining the incentive mode of broadband pay?

Because of the basis of determining the broad band pay scale and the objective and accurate measurement and evaluation of employee competency, the establishment of a competency evaluation model has become the key factor for the successful introduction of broadband salary management mode.

However, many human resources departments inevitably encounter some confusion in the process of competency evaluation model design, leading to the fact that broadband pay can not play its full role.

How to solve this problem?

Do you still have the same job description?

Under the broad band salary management mode, the flat structure of the organization and the compression of the job rank have brought about the blurring of the working boundaries and the drastic change of the work content.

So, is the job description as detailed and clear as the traditional mode?

As the basis of competency evaluation model based on broadband pay, how should it be compiled?

In the era of knowledge-based economy, the work content of employees, especially core employees, is no longer stable and faces constant changes and adjustments.

As a result, the more detailed the job is, the clearer the description of the position is, the more difficult it is to adapt to the complicated and changing situation of the work content.

Therefore, the basic principle of the job description is fuzzy job description, focusing on the description and evaluation of competency and performance.

In terms of competency description, it mainly describes the breadth of competency (that is, the number of competency elements required by employees) and the depth of competency (that is, the degree of mastery of each competency element).

In terms of performance description, it is mainly a description of KPI indicators, which tells employees what the focus of attention is in their work.

The role of the job description in the broad band salary management mode is to make up for the relatively fixed defects of job description and assessment, reduce the management burden of job description and evaluation, adapt to the complicated and constantly changing situation of work content, and provide basis for the analysis of staff competency requirements and the establishment of competency evaluation criteria.

How can science be more scientific?

How to choose the different ways to evaluate employees' competency in broadband salary?

Where are the concerns of the evaluation in the face of numerous evaluation indicators?

In the face of the unified competency evaluation standard, how to evaluate the different positions, the nature of the work, the different competency requirements, and the difference of the requirements of the same competency element in different positions?

The first is to evaluate the method of establishing the model.

Generally speaking, there are many ways to establish competency evaluation models, such as benchmarking research and reference method, BEI, etc.

Through past practice and the experience of other enterprises, we believe that these methods are not the best ones, but are chosen according to the company's characteristics.

Second, evaluation index selection.

In a highly volatile environment, the result of work is influenced by many uncontrollable factors.

It is a difficult problem for employees, especially those of knowledge workers, who have strong autonomy in their work, hard to supervise their work process and have no unified standard in their work.

Since the results are difficult to assess, why not consider increasing the source of assessment results - the proportion of assessment of ability and attitude?

High working ability and good attitude will increase the chances of success.

Third, the specific method of evaluation.

According to the characteristics of broadband salary, we can focus on the job description as the axis, determine the different competency requirements elements according to the different contents of the job description in the job description, and determine the weight of the competency element in all the competency elements required by the job according to the proportion of the amount of work done in each job category.

At the same time, according to each competency, the corresponding evaluation criteria should be worked out and evaluated according to the evaluation criteria. The final score of all the competency tests required by the position is the result of the competency appraisal of the employees.

The evaluation criteria must be highly quantified.

Because of the result of employee competency evaluation, the level of remuneration is related to the immediate interests of employees and the labor cost of enterprises, so we must strive for objectivity and accuracy.

Does this objective and accuracy mean that the formulation of competency evaluation criteria must be highly quantified?

If the competency evaluation standard is difficult to realize highly quantified or the highly quantified evaluation standard is not scientific, is it necessary to adopt some qualitative evaluation criteria?

If a qualitative standard is used, there may be a personal deviation of understanding.

How can this deviation result in the objectivity and accuracy of the evaluation results?

As a matter of fact, we are absorbed in the misunderstanding of human characteristics.

Because it is impossible for human problems to achieve accuracy by means of technology.

Therefore, the evaluation of competency can not be accomplished through an accurate evaluation activity, not only with quantitative criteria, but also with qualitative criteria.

The evaluation of qualitative standards is more reflected in practical work, and performance is a powerful proof of the ability of employees.

For example, if HUAWEI's Ren Zhengfei wants to appoint an important manager, but he does not know enough about his competence, it will not be completed through a precise evaluation activity. It will make the person to be his secretary, and do some work of sending tea to water. In a few months, the ability of this person will be clear in the chest. Haier's "horse race is not a horse, everyone is a talent" mechanism, especially in this way.

The biggest advantage of this method is that it uses a fuzzy evaluation in the long run instead of an accurate evaluation in the short term.

This is the most fitting way of human nature, because people can not be measured by an accurate scale.

Because of this, Dulake pointed out in the management challenge of twenty-first Century: the traditional management mode represented by the West has already encountered bottlenecks in dealing with the management of knowledge workers, too much emphasis on analysis, quantification, logic, and systematic management. It is not consistent with human characteristics, while eastern culture emphasizes that people are uncertain, imperfect, implicit and tactful, which is more in line with the characteristics of humanity.

Since the competency evaluation criteria are not fully quantified, the evaluation of qualitative criteria may lead to personal understanding bias.

In this regard, in the design evaluation system, we first consider the combination of the characteristics of the enterprise to determine the personnel, scope and weight of the evaluation.

Two, the definition of evaluation criteria is clear. If it is difficult to distinguish, the standard description is at least a defined behavior and event.

The three is to organize training staff to carry out special training on standards understanding so as to ensure that the results are relatively accurate and fair.

What is the difference between a salary and a salary?

The competency level of employees is reflected by the score of evaluation.

Therefore, it is necessary to set up the corresponding competency score for each pay level, and determine the salary level according to the competency score of the employee and the competency score corresponding to the salary level.

Does it mean that even a discrepancy will lead to a difference in pay level?

In real work, there is a clear gap between the competency of the same position staff and some of them, while others may only have a weak gap.

Because it is unrealistic to measure people's problems with accurate scales, the expansion of salary bands at the same level is also limited.

Therefore, when setting up the competency score corresponding to the pay scale, it should not only be a single value, but consider setting up a certain value area, and dividing the competency assessment results into the same pay level.

In addition, when setting up the pay scale competency area, we need to conduct detailed analysis and calculation, including the existing basic wage level, pre qualification assessment, the level of competition, and the incentive dimension of basic salary and floating salary.

The score is VS and the pay overlap?

The broadband salary is based on the compression of pay levels, and at the same time, it broadened the salary band within the level, and set up a certain area of pay overlap between the pay levels, so as to shift the vertical position to raise the pay level in the past and turn to the lateral to improve the ability to raise the pay level, and guide the employees to improve their ability.

So, in this mode, if the competency score falls into the salary overlap area, which salary level should be judged?

Because the different pay levels determine the size of the employee's salary promotion space in the future.

The key to solve this problem is whether the competency score corresponding to the overlapping part falls into the salary level, which is mainly determined by the rigid requirement of qualification in the job description. It determines the size of the salary promotion space of the employee in the future without changing the qualification conditions.

In conclusion, the competency model based on broad band salary needs to achieve the support role of the level based pay culture through considerable design and trial operation input, organizational stability and high participation culture and dynamic adjustment.