According to the HR Daily Advisor, job descriptions are a central element in a number of HR functions:
- To communicate job details to candidates
- To populate external job postings
- To structure "knock-out" questions to narrow down candidate pool
- To create interview questions based on job description content
- Communicate job expectations
- Enable employee buy-in and acknowledgement of job description
- Structure onboarding orientation and training
3. Performance Management
- Performance reviews reflect job description content
4. Career Management
- Display job progressions and requirements for internal career development
5. Learning and Development
- Skills and competencies linked to jobs/roles
- Required proficiency levels associated with jobs/roles
- Links to learning and training programs to focus development planning
6. Succession Planning
- Analysis of potential successors based on job-related competencies and skills
- Gap analysis of competency and skill assessments related to proficiency levels for the job/role
7. Workforce Planning and Development
- Position management including number of required positions, by area and related skill and competency requirements
- Analyze employee skill and competency proficiency levels and experience in relation to position requirements
MEASUREMENT IS THE KEY TO PAY FOR PERFORMANCE PROGRAMS
Start with mission and values and develop a compensation philosophy. Then you can set an effective pay for performance program! Your compensation philosophy is the basis for everything you do in compensation and it covers the following:
1. Company Mission and Values. This is the heart of the philosophy - how you position yourself relative to the market
- Name a specific marketplace in which you compete for talent
- Identify specific peers with which to compare yourselves
- State the percentile for bench-marking. Many companies go for 50% but some pay higher. If a company goes for 110%, they want to be the top payer!
2. Position on Pay for Performance
- Defines the fixed and variable pay - depends on the level of the position. Higher levels and sales typically have a higher percentage of variable pay
- If establishing a significant pay for performance approach, be sure to ask: Can we appropriately measure performance in order to match the achievements to rewards?
3. Applying Philosophy to Pay Programs
- Does compensation generally relate to pay positioning?
- Have we effectively tied pay to performance?
- Do employees understand the plan?
- Do they know what is expected of them?
- Have we sufficiently trained our managers and staff?
- Are the programs consistently applied?
4. Performance Management
- Pay for performance is not effective without meaningful performance measurement and management
- Clearly communicate performance expectations
- Clarify that it is the manager's responsibility to develop employees and not just once a year
- Engage their best and brightest
- Recognize that employees want to know more about how they are performing
For more complete information on any of the services offered above please contact HR Advisors today.