1
JOB EVALUATION in making Job Grading Using Hay Method By : Pungki Purnadi M.W. www.pung www.p ungkipu kipurnad rnadi.co i.com m or www.pungkipurnadiassociates.com t#
CHRP38 additional class – riday! "8 $ugust %&"'
Workshop Objectives Untuk memberikan pemahaman yang mendalam dan penerapan Manajemen Pekerjaan (Job Analysis – Job Jo b Deskripsi - Job Evaluaon Evaluaon – Job !rading" alat dan metodologi digunakan untuk menilai pekerjaan menuju pen#apaian $asil bisnis e%ek% dengan &istem 'emunerasi .
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Workshop Objectives Untuk memberikan pemahaman yang mendalam dan penerapan Manajemen Pekerjaan (Job Analysis – Job Jo b Deskripsi - Job Evaluaon Evaluaon – Job !rading" alat dan metodologi digunakan untuk menilai pekerjaan menuju pen#apaian $asil bisnis e%ek% dengan &istem 'emunerasi .
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Position,*o- /aluation – 0ts application to current organi1ation
3
Level
L L1 L2
L L1 L2
L2
•
L1 L1 L2
L1 L2
L2
L3
L2
L3
Position Class – Job Grade 58
L2
L3
L1
56 55
L1 L1
L2
l2 L2
L1
L3
L2
L2 L2
Position'Job E&al$ation %lari#ies ea%h "ositions( relati&e ranking bet!een one another re"resented in )Position Class* or )Job Grading* Tingkatkan Tingkatk an Pekrjaannya Jelas.
•
54
51
L2
L
57
53 52
L1
In this model ranking bet!een "ositions "ositions re"resents re"resents #$n%tional #$n%tional le&el !hi%h %an be misleading Dapat Menyesatkan.
L3
L2 L2
3
Position /aluation – 2e/eloping rading 4tructure Grade biasanya untuk mengelola gaji pokok, untuk struktur gaji.
4
a
Kelompok karyawan biasanya digunakan untuk mengelola uang tunai / manfaat non tunai.
Kelas Posisi diberi band berdasarkan distribusi posisi dalam organisasi, untuk menciptakan tingkatan.
Grade + Position Title
Position Class – Job Grade
M 3
L
58 57
L1 L1
56
L1
55
52
51
President Director
M 2
Division Heads
M 1
Department Heads !enior !pecialist
Top Management
L2 l2
54 L2
53
Em"lo,ee Gro$"
L1
L3
L2
L2 L2
L3
L2 L2
!3 !"perintendents !pecialists
Management
!ta##
4
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Components o( *o- Management 5 4alary 4tructure 2esign Job
Organisatio n Structure Design
Analysis Job Design In making Job Description
Job Evaluatio n / Graing
Job !alue 2 •"usiness
Objectives •%ey "usiness (rocess •SWO-
I,(+&E+I&ED
Analysis o# the company •"alance Score 2ar
• Inter •Deliverables relationship o# Job $%&A o# job accountabilitie ' %(Is) s •Organisatio n *ithin the
.oel an Structure •0unctional Structure
organisation • Impact o# jobs on business results • O*nership o#
•Establish the value o# the
job •+nertake correlation to ensure internal relativity an e1ternal
Salary Survey
Salary Structure Design
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
METHODS & TOOLS for H.R. MANAGEMENT JOB/POSITION DESCRIPTION COMPETENCY BASED (POSITION vs EMPLOYEE)
TEAM & INDIVIDAL
JOB EVALATION
OBJECTIVES
K! " KP# JOB/POSITION LEVEL
INDIVIDAL ANNAL INTERVIE!
OPTIMI"ATION O# H.R. MANAGEMENT $ %. REMNERATION & RE!ARD . DEVELOPMENT & TRAINING '. CAREER & MOBILITY
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
6otal Reward Model T'T)L *+,)*D! !T*)T+- $"siness !trateg%
&ompensations
$ene#its H"man &apital !trateg%
,or/0li#e Per#ormance *ecognition
'rgani(ational &"lt"re
)ttract
+mplo%ee
Motivate !atis#action +ngagament *etain
Development &areer 'pport"nities
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
$"siness Per#ormance *eard
Remuneration Management Vision -ission Val$es Ob.e%ti&es Organi/ation -odel + 0tr$%t$re Job Analysis Job Description
Pay $or Position Pay $or Per%or&an'e Pay $or Person
Incentive Design
3(
Job Evaluation (ith Jo)
*valuation Job Graing
&emunerati on .anageme nt
Salary Survey Strategy &emuneration
+o&&ittee
Salary Graing Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Three P – Management Systems Position Evaluation
Remuneration Performance Evaluation
Role Classification Job Description KRA – KPI – Target
Pay for Performance
Objective Setting
Pay for Position
Position Evaluation Perforance Revie!
Basic Salary Copensation
Person Copetenc" Developent
Person Evaluation – Pay for Person Allowance Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Incentive Bonus Allowance
3-P om!ensation •
Pay for Position ▫
•
Pay for Person ▫
▫
•
Copetenc" #eterines actual salar" relative to Reference Salar" Copetencies in $ig$ #ean# receive a ar)et preiu
Pay for Performance ▫
▫
•
All in#ivi#uals in t$e sae gra#e $ave t$e sae Reference Salar" %iniu to a&iu an# norall" 'asic Salar"(
Perforance pa" is variable %incentives or allo!ances or bonus* ostl" percentage of 'asic Salar"( Pa" for bot$ s$ort+ter an# long+ter perforance
Total om!ensation ▫
Control cost to eplo"er !$ile a&ii,ing values to eplo"ees Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Remuneration Management
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
)sing 6#e Hay uide C#art as a 6ool to rade *o-s •
•
•
The Hay Guide Chart Method of Evaluation was introduced in the 1950’s. It evolved throuh e!"eriences with orani#ations of every ty"e and si#e$ and %ost widely used "ro"rietary "osition evaluation %ethodoloy in the world. It is a &nu%erical %ethod’ of evaluatin 'o(s.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
,-
6H C7MM7 9M64 7 *7B4 INPUT
T12OUG1PUT
3NO451O4
OUTPUT
ACCOUNTABILIT6
P2OBLE0OLVING
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
,
9inking *o- $nalysis to *o- Measurement actors Jo) !nalysis +o&ponents
Accountabilities Qualifcations & Experience Competencies
Organisation Structure
Job Purpose Accountabilities Special Aspects/Major Callenges
Accountabilities !imensions "e# Per$ormance %nicators
Jo) Measure&ent $a'tors •
Depth and /readth o% Spe'ialised Kno0ledge
•
Managerial Kno0"Ho0
•
Hu&an elation Skills
•
Thinking *nviron&ent
•
Thinking +hallenge
•
$reedo& To !'t
•
•
Jo) #&pa't on *nd esults Magnitude
•
•
•
3NO4 1O4
P2OBLE 0OLVING
ACCOUNTABILIT6
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
12
Relations#ip o( *o- $nalysis 5 *o- /aluation JOB EVALUATION 7ACTO2
3NO4 1O4
,.
JOB PU2PO0E
8
1.
3E6 ' -AIN ACCOUNTABILITIE0 932A – 3PI:
8
3.
;I-EN0ION
4.
4O23ING 2ELATION01IP
.
AUT1O2IT6 72EE;O- TO ACT
.
C1ALLENGE0
5.
-INI-U- 2E
-.
O2GANI=ATION 0T2UCTU2E
P2OBLE- 0OLVING
ACCOUNTABILIT6
8
8
8
8
8
8
8
8
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
8
*7B $9)$607 – 9M64 7 *7B 40; 3NO451O4
P2OBLE- 0OLVING
Te%hni%al 3no!51o!
Thinking En&ironment
-anagement Breadth
Thinking Challenge
1$man 2elations 0kills
ACCOUNTABILIT6 7reedom to A%t Area o#
Im"a%t
}
Nat$re o# Im"a%t
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
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PosionJob Evaluaon – 'ule o% )humb Position6Jo) *valuation should #o%$s on the Position7 not on the in%$mbent and 'ertainly not on ho0 the in'u&)ent per%or&s. *valuations are 'orre't at the present o% ti&e. If organization changes, the evaluations should be revisited. Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
*o- /aluation <*= •
)hat is *o( Evaluation
*o( Evaluation is a syste% for ran+in 'o(s logically and (airly (y co%"arin 'o( aainst 'o( or aainst a "re,deter%ined scale to deter%ine the relative si#e of 'o(s in an orani#ation.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
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*7B $9)$607 IS
IS NOT
Comparative
Absolute
Judgmental
Scientific
Structured
Unstructured
Job Centered
Person Centered
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
1
*7B $9)$607 07RM$607 •
nformation about a job typically comes from! – "#e
content of job or role description. – "#e knowledge and understanding of t#ose carrying out t#e e$aluations %&ob '$aluation (ommittee). – "#e current organi*ation model + structure
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
1
*7B $9)$607
In#ormation Job 0i/e
J$dgment -ethod
Job E&al$ation Committee
• •
•
A""li%able A%%e"ted'able )7elt5#air*
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
15
*7B $9)$607 + *)2M6 •
•
Constrained -y >rules? ▫ 'o(s not "eo"le ▫ -nor%al "erfor%ance ▫ the 'o( as it is now ▫ disreard current "ay and status ▫ no understandin / no evaluation C#ecks and Balances ▫ collective 'ud%ent ▫ consensus ▫ "rofiles ▫ -sore thu%(in
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
1-
Principles o( *o- /aluation
1
,
rading •
#at to G-D'! ▫
▫
▫
▫
Pekerjaan itu sendiri0
•
#at 6" to G-D'! ▫
"idak peduli dengan gaji/status saat ini ilai dari pekerjaan dilakukan sepenu#nya pada tingkatan a#li %"DK 2'34 + "DK K5-G)
▫
t#e strengt#s and weaknesses dari indi$idu yang saat ini melakukan pekerjaan titles or status
Pekerjaan #ari ini Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
@7W+H7W *u%lah setia" 'enis "enetahuan$ +etera%"ilan dan "enala%an yan di(utuh+an untu+ +iner'a "e+er'aan standar yan da"at diteri%a ▫
6ec#nical @now+How $ 2$ C$ 3$ E$ 4$ G$ H
7
le(ih (anya+ +e latar (ela+an "endidi+an a+ade%is dan la%a tahun "enala%an di (idan nya Management Breadt# 6$ I$ II$ III$ etc. le(ih (anya+ %elihat +o%"etensi %anaerial yan di(utuh+an dala% %enelola "e+er'aan dan ana+ (uah
▫
Human Relations skills 1$ 7$ 8
le(ih (anya+ %elihat +e"ada +o%"etensi +o%uni+asi yan di(utuh+an dala% (erintera+si di "osisi 'a(atan
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
32
2ept# o( 6ec#nical @now How $.
PR0M$RA e+er'aan yan sanat sederhana$ (isa di"ela'ari dala% hitunan (e(era"a hari atau %inu. :edi+it "endidi+an for%al di(utuh+an. e+er'aan ti"i+al/ "anitera file$ "etuas distri(usi surat. osisi entry level yan tida+ %e%erlu+an "enala%an +er'a se(elu%nya.
B.
9M6$RA 7C$607$9 Meli"uti "e+er'aan yan sanat (erulan ; "ada dasarnya %eru"a+an tuas sederhana$ serin+ali %e%erlu+an "enetahuan "eralatan o"erasi/ %esin ti+$ %esin du"li+at atau +ey"unch$ dll.
C.
7C$607$9
2.
$2$C2 7C$607$9
.
B$40C PR74407$9 Meli"uti "e+er'aan yan %e%(utuh+an "endidi+an dasar yan setara atau "elatihan +e'uruan lan'utan$ di"er+uat oleh "enala%an (ertahun,tahun. e+er'aan "ada tin+at ini %enharus+an incu%(ent untu+ %e%ili+i "enetahuan +husus %enenai +o%andonya.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3,
2ept# o( 6ec#nical @now How . 4$472 PR74407$9 4o+us adalah "er(edaan %a+na antara =+e%a%"uan= dan =+ecu+u"an=. 4 %enun'u++an +e%a%"uan yan le(ih %enyeluruh se"erti yan disaran+an oleh =seasoned=$ 4 %e%(utuh+an "endidi+an dasar yan setara denan "enala%an +er'a yan su(stansial dan relevan dala% "enetahuan +husus dala% (er(aai situasi. e+er'aan 4 'ua adalah %ere+a yan %e%(utuh+an elar tin+at lan'ut di %ana "enetahuan for%al %e%erlu+an +iner'a lansun yan ha%"ir seera. Inatlah (ahwa =tin+at lan'ut= %un+in dianti denan "enala%an =>= sela%a (ertahun,tahun. :e+ali lai$ fo+usnya di sini adalah "ada "e%anfaatan
. PR74407$9 M$46RA Ini %enca+u" "e+er'aan yan %e%(utuh+an +eahlian dita%(ah denan +edala%an ta%(ahan sa%"ai "ada titi+ %en'adi su%(er "enetahuan otoritatif dala% oranisasi.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
31
Breadt# o( Management @now+How Planning, organi*ing, directing and controlling • (omple8ity • 9unctional di$ersity • "imescale/planning #ori*on • Scale : Strategic influence : -ecogni*es t#e structural realities •
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
33
Breadt# o( Management @now How 6$4@
0 4)PR047RA Ini %enca+u" "osisi "ada tin+at "enawasan "erta%a. osisi ini de+at denan "e+er'aan yan sedan dila+u+an? Mere+a %enawasi "e+er'a individual dan ; atau "e%i%"in +elo%"o+. Mere+a serin harus %e%"erti%(an+an "ersyaratan untu+ %enhu(un+an o"erasi saat %eneta"+an "rioritas dan "e+er'aan "en'adwalan.
00 M$$R0$9 Ini %enca+u" %ana'er de"arte%en funsional tunal. :e(enarnya (er(aai a+tivitas dideleasi+an. Tanun 'awa( %ana'erial yan u%u% %enca+u" interasi atau denan a+tivitas "endu+un dan +oordinasi e+sternal denan %ana'er lain dala% "erencanaan dan "ela+sanaan untu+ hasil a+hir. 2iasanya$ rentan +ontrol ter(atas dan +edala%an +ontrol %ana'erial sa%"ai "ada titi+ tinda+an tida+ dala%. tau ini %enca+u" "osisi yan %en+oordinasi+an funsi di (e(era"a de"arte%en @"erasi 3i "erusahaan.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
34
Breadt# o( Management @now How 000
20R4 M$$R0$9 Ini %enca+u" %ana'er %ultifunsi. 3enan %ultifunsi +ita (erarti/ Menelola setida+nya dua (idan funsional yan %e%ili+i sifat dan u+uran atau +eraa%an "entin dala% sifat hasil a+hir dari %asin,%asin daerah adalah "entin$ dan (erfo+us "ada "ersyaratan yan %ele+at secara inheren atau$ ini %enca+u" "osisi yan %en+oordinasi+an funsi uta%a di (e(era"a unit o"erasi dala% +elo%"o+. .
0
676$9 osisi %ana'e%en "ada level ini (ertanun 'awa( atas o"erasi unit atau unit uta%a %e%ili+i da%"a+ sinifi+an terhada" total "erusahaan se(aai CE@ atau untu+ "anduan funsional dari funsi strateis +e (er(aai unit dala% oranisasi dan ter(atas "ada %ana'e%en "unca+ yan (ero"erasi. ada tin+at "e%(uatan
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3
H)M$ R9$6074 4@0994 •
•
The reAuire%ent for
Basi%
E##e%ti&e Comm$ni%ation
Im"ortant
Con&in%ing thro$gh $se o# logi%al and )ad$lt* and ob.e%ti&e arg$ments
Criti%al
Changing beha&ior b, $nderstanding h$man moti&ation 9at an, le&el: Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3
Range o( Human Relations 4kill ".
B$40C Hu%an Belations s+ill at this level are su(ordinate to technical or "rocedural s+ill reAuire%ents. These 'o(s need not influence others in carryin out their assin%ents. :o%e non,su"ervisory and s"ecialist "ositions fail into this cateory.
%.
0MP7R6$6 win,win Hu%an Belations :+ills are not overridin to the success of an assin%ent. 6or%al courtesy and effectiveness with "eo"le$ however$ is 'ust not enouh to fulfill the needs of the "osition. The 7 level of Hu%an relations :+ills reAuires inter"lay with su(ordinates and su"eriors of a %ore intensive nature than -1. This slot is also a""ro"riate for those "ositions that do so%e coordinatin outside incu%(ent’s division or de"art%ent
3.
CR060C$9 win loose ositions at this level are reAuired to %otivate$ convince or -sell to "eo"le successfully to attain end results. The %a'ority of su"ervisory and %anae%ent "ositions fall into this slot. The 'o( reAuires esta(lishin ra""ort$ or ettin others to do what they would not otherwise do. *o(s dealin with any overn%ent de"art%ent or custo%er usually fall in this cateory.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
35
:a%"le Evaluation
E5 II > ?@
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3-
4coring @now How •
•
"entukan alfabet, dan skala %; or <, jika ada), pada kolom #uruf romawi, dan s#ading %; or < jika ada), kemudian pada angka %no s#ading) '8ample! '< => &adi, ' < ; >
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3
PR7B9M 4790 The &self startin’ thin+in reAuired (y the 'o( for analy#in$ evaluatin$ creatin$ reasonin$ arrivin at and drawin conclusions. • reedom 6o 6#ink – 6#inking n/ironment ▫
•
$ 2$ C$ etc. difficulty of "ro(le% dianosis
6#inking C#allenge 71$ 7$ 8$ etc. difficulty of findin the riht solutions
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
42
R27M 67 6H0@ – 6H0@0 0R7M6 •
•
Di%ited (y stratey/ 3irect su"ervision;uidance on "olicy at the to" level : rocedures : 6ature of the tas+. Hierarchical (ut not auto%atically/ *o(s can often thin+ -as free as their (oss , (ut usually within the sa%e , or s%aller , strateic fra%ewor+.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4,
9e/els o( 6#inking n/ironment ).
!T*&T *'4T+ -ules are $ery basic and instructions ?uite specific %mostly oral orders), saying don@t t#ink, do0 '8ample 9ile only -ed (opies0A Dispatc# mail on #and at > and B pm0A Cail according to class and weig#t rate sc#edule0A Sweep #alfway and return for furt#er work assignments.0 *'4T+ "#is slot co$ers a number of t#e positions in t#e clerical #ierarc#y. "#inking restrictions are less se$ere t#an in slot A positions carry out specific assignments according to establis#ed routines or standing instructions, or until instructed to do ot#erwise.
$.
&.
!+M *'4T+ "#ere is a definite crosso$er between 3 and (. ow, t#e t#inking en$ironment #as t#e somew#at less limiting aspects of procedures, rat#er t#an instructionsA or t#e past practice of doing somet#ing t#e (ompany@s way. Cany clerical and non;super$isory jobs are co$ered by t#is slot. Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
41
Le&els o# Thinking En&ironment 2. 46$2$R20;2 ositions %ust resolve a course of action within diversified$ yet e!"licit$ well esta(lished "rocedures. There is so%e leeway as how to resolve the "ro(le%s due to the variety of "rocedures or standards availa(le. nusual situations at variance with "rocedures and instructions are referred u"wards for assistance or further definition. Most su"ervisory "ositions fall in this cateory. .
C9$R9A 202 ain$ we have a definite crossover fro% the "recedin slot. olicies even thouh clearly defined$ are less li%itin than "rocedures. The -what is distinctly stated? the -how is larely deter%ined (y the incu%(entFs own 'ud%ent$ (ased on "rinci"les. 2y "rinci"les we %ean those of disci"lines such as enineerin$ law$ accountin etc. Most "rofessional and %anae%ent 'o(s fall in this cateory. Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
43
9e/els o( 6#inking n/ironment .
BR7$29A 202 The deter%ination of the -what to do in a""lyin (road "olicies to solve the "ro(le% is larely left to the incu%(ent. However$ the o('ectives the%selves would tend to (e stated rather clearly$ (ut not in as s"ecific ter%s as in E. Most functional heads fall in this cateory.
. R$99A 202 This slots covers "ositions concerned with deter%inin the %a'or functional directions the Co%"any ta+es. The -what is s"ecified in only very eneral ter%s. The o('ectives %ust (e deter%ined for achievin Co%"any "olicy. *o(s *o(s at this this leve levell tran transl slat ate e over over,a ,all ll stra strate tei ies es into into (roa (road d functions or cor"orate direction. The 'o(s are close to the very to" where overall direction is (ein considered. e..$ CE@$ resident 3irector H. $B46R$C69A 202 *o( holder sets strateic consistent with its charter. e.. Chair%an Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
44
6H0@0 CH$99 3eree of creativity or oriinal thouht. : Co%"le!ity of "ro(le%s. : Belationshi" with Thin+in Environ%ent. • 3eree level of solution oriination. •
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4
9e/els o( 6#inking C#allenge ".
RP6060 *o(s at this level reAuire the recall of s"ecific learned thins in si%"le$ sta( sta(le le and and re re"e "eti titi tive ve situ situat atio ions ns.. n e! e!a% a%"l "le e %ih %ihtt (e a 'o( 'o( that that reAu re Auir ires es sort sortin in out out (lac (lac+ + and and wh whit ite e (all (alls. s. 4ile 4ile cler cler+s +s$$ and and %ail %ail distri(ution cler+s are e!a%"les of this level.
%.
P$6R2 Here the incu%(ent %a+es a choice of a""lica(le learned thins in traditional situations. It is a +ind to sortin twenty rey (alls into three shades of rey.
3.
$R0$B9 Here the "erson in the 'o( %a+es choices choices of relevant relevant learned thins thins in situ situat atio ions ns that that any any "res "resen entt so%e so%e ne new w %ate %ateri rial al$$ (ut (ut this this %ate %ateri rial al confor confor%s %s to esta(l esta(lish ished ed "atter "atterns ns and %odes. %odes. -Inter -Inter"ol "olate ate i%"lie i%"liess (ein confronted with a nu%(er of different Auestions$ each havin severa severall differ differen entt answer answerss to it. 0t is a >pick and c#oose? situation. 3ecision can still (e %ade rather ra"idly (ased on "rior +nowlede or e!"erience$ as o""osed to fittin a "rescri(ed "attern as in 7$ or the necessity to (e %ore %ethodical in definin the "ro(le% and solution. t -8 the answers have "reviously (ein found? the incu%(ent %ust select the %ost a""ro"riate answer or co%(ination of answers. Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4
9e/els o( 6#inking C#allenge .
$2$P60 This level of thin+in %eans innovative i%itation reAuirin constructive thin+in where the res"onse often involves study or conte%"lation. The incu%(ent defines the "ro(le%$ develo"s a reco%%ended course of action. t - the answers cannot (e selected fro% so%e that are already +nown? it is u" to the incu%(ent to co%e u" with the a""ro"riate res"onse$ solution or answer.
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)CH$R62 This a""lies to truly creative thin+in a(out so%ethin never done (efore within or (y the co%"any. The "osition %ust (e structured so that this reAuire%ent is a sinificant "art of the 'o(.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
45
:a%"le Evaluation ro(le% :olvin
E
;
II5> >9>>: ?@ D
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4-
$CC7)6$B0906A The answera(ility for action and for the conseAuences of that action. • The %easured effect of the 'o( on the end results. • It has three di%ensions in the following order of importance: •
1 4reedo% to ct $ 2$ C$ 3$ E$ 4$ G 7 6ature of I%"act , Manitude 8 rea of sinificant I%"act $ :$ C$ B
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4
9e/els o( reedom to $ct •
$ : PR4CR0B4 ▫
•
B : C76R7992 <-y direct #ierarc#y= ▫
•
*o( at this level do e!actly as told. 6o various are "er%itted unless s"ecifically authori#ed. :u"ervision is on a continuin or hour,to,hour (asis.
C : 46$2$R20;2 <-y 47P= ▫
ractices and "rocedures "er%it variations in wor+ routine. :u"ervision at this level is "eriodic (oth (efore and after the fact. This is ty"ical of senior clerical and secretarial "ositions and first level su"ervisors and fore%an.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
2
9e/els o( reedom to $ct •
2 : R)9$62 <(rom regulator= ▫
•
Here there is so%e latitude in %odifyin "ractices and "rocedures to acco%"lish the assin%ent. Beview of wor+ %ay(e at the end of a day or wee+ and is after the fact. ssin%ent at this level s"ecify the -what and -(y when. @n the liht side of -3 assin%ent receive close su"ervisory attention and have very li%ited authority. The incu%(ent is controlled closely (y su"ervisor and (y local wor+ rules and "ractices coverin essentially all "hases of his activity. This control is less strinent for solid heavy -3. The incu%(ent has %ore latitude in acco%"lishin his assin%ent. 2y latitude we are tal+in a(out ways to do so%ethin or how to do so%ethin$ not what to do or whether to do. In - throuh -3$ the what and how are iven.
: 20RC62 <(rom management= ▫
The 'o( is su('ected to (road "ractices and "rocedures (y functional "recedent "olicies. Manaerial direction. Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
,
9e/els o( reedom to $ct •
: R$99A 20RC62 <(rom Bo2= ▫
•
: BR7$2 )02$C <(rom owner or commissioners= ▫
•
These "ositions are free to deter%ine the eneral results. It is u" to the incu%(ent to draw on availa(le resources to acco%"lish the end results. The review of end results is over a loner ti%e s"an such as si! %onths to a year. 3eter%inin oals and %a'or directives to achieve -the what which is defined in very eneral ter%s e. CE@s of lare co%"anies.
H : 46R$60C )02$C ▫
:ettin strateic direction consistent and su('ected to 2@3 and cor"orate overnance constraints e. Chair%an of lare co%"anies.
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
1
ature o( 0mpact + Magnitude Measuring #ow muc# t#e monetary impact toward t#e ac#ie/ement o( company /ision and mission. • •
I%"act on Co%"any B@4IT BEE6E C@:T How %uch the %onetary si#e i%"act in co%"any orani#ation ery :%all$ :%all$ Mediu%$ Dare$ ery Dare
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
3
$rea o( signi(icant 0mpact Measuring t#e directness , indirectness o( position,Do- /aluesE impact toward t#e ac#ie/ement o( company /ision and mission. • • • •
J ri%e : J :hared C J Contri(utory B J Be%ote Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4
:a%"le Evaluation ccounta(ility
E II5 > ?@ ; > 9>>: D ; ?5 P F 466
Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4ample Pro(ile Managerial Position
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1 / 100K achieve taret throuh other "ositions 7 / L$5K achieve taret throuh other "ositions 8 / 5K achieve taret throuh other "ositions / N7.5K achieve taret throuh other "ositions -D if : J CC %ean 50K achieve taret throuh other "ositions 50K throuh self "osition Certi(ied Human Resources Pro(essional – )nika $tma *aya + *akarta
4ample Pro(ile unctional Position
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