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Importance Of Job Value Assessment In Human Resources

2013/10/15 21:19:00 14

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job value assessment is a very important basic work in human resource management, but because of its relatively difficult operation, it often falls into some misunderstandings in practice, which directly affects the rational use of evaluation results.

the position value is directly proportional to the workload.

when considering the factors of job value evaluation, some enterprises will take workload as one of the main evaluation factors. The direct result is that everyone is arguing that their workload is very large, and they work overtime every day. Finally, the job is "a href=" http:// cailiao.sjfzxm.com/ > value assessment < /a > the work can not be pushed forward.

For example, when an enterprise is doing the job value assessment, the production management clearly raises the query on the evaluation elements, and considers that the workload should be regarded as an important element of evaluation, because the production personnel often work overtime. If there is no evaluation factor of the workload, the evaluation result is not fair.

for this kind of cognitive bias that the workload is greater and the value of the job is greater, we need to further examine the elements of job evaluation, fully explore the impact of workload as an evaluation factor on job value assessment, and at the same time, constantly clarify relevant concepts. Job value assessment should give more consideration to the nature of work, that is, the input needed to complete the job, the innovation of process, and the impact of value.

Although there is a great relationship with job responsibilities, there is no inevitable connection between the value of the position and the size of the work. A lot of work may not be done at the end of the job, or it should be solved at the level of staffing, not in the position evaluation.

For example, the workload of a security guard at a factory gate is huge, and even there is no time to go to the toilet. Is the value of his job very high? If the workload is evaluated, the job value assessment can easily become an assessment of the amount of work, and it will also lose the true meaning of the job value assessment.

administrative rank and job rank are not divided into .

when assessing job value, the assessor can easily confuse the concept of rank and administrative rank to a certain extent. As a result, the administrative grade is the same, and the value of the job is the same.

At the same time, we often see some professional positions, such as customer service manager, < a href= "http://www.91se91.com/news/index_p.asp", "sales manager" < /a > and so on. These posts are all for the purpose of expanding development, and the position names are professional positions rather than management positions, and the meaning of "Manager" is different from that of departmental managers. But the evaluators often think that everyone is a manager and the evaluation should be the same. P

In fact, department managers need to bring teams, and some professional positions do not need to bring teams, and there are differences in terms of competency requirements, so the evaluation results should be different.

in view of such misunderstandings, job evaluators need to conduct training and guidance on related contents to clarify differences in qualification requirements with administrative rank posts. For example, R & D managers will surely have higher scores in knowledge input and innovation than general administrative department managers, and customer service managers, because they do not have teams, have lower scores in management scope than those in other departments.

At the same time, we should rely on our own professional experience and the full understanding of the evaluation posts, and guide the relevant personnel in the scoring for different assessment elements, especially those that are easy to make mistakes. We should give the necessary warning. In this way, the distortion of the evaluation results will be less and more reasonable. Finally, we can get a relatively clear and effective job evaluation result.

the position is unclear, and the evaluation is unreliable.

in the process of job valuation, appraisers sometimes do not know what kind of position they are assigned to, but only follow the feeling.

The position of a post involves many aspects, such as responsibilities, job requirements and so on.

Taking responsibility, for example, whether the responsibilities of the company's director of human resources are related to the human resources strategy level and whether it is directly led by the general manager of the company, the evaluation results should be different.

As shown in Figure 2, under the direct leadership of general manager of A enterprise < a href= "http://:pop.sjfzxm.com/popimg/xm/index.aspx" > human resources director < /a >, the responsibility of human resources strategy is of course the director; but in B enterprise, the director of human resources is headed by deputy general manager, and the responsibilities of human resources strategy are subordinate to the deputy general manager of the company, but the fact is that the evaluation results are often the same, and the scores are not different.

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the reason for this phenomenon lies in the unclear position of responsibilities in the process of job analysis.

In the process of job analysis, the responsibility decomposition is from top to bottom, level and order. If the position is not clear, it can only be fuzzy evaluation when it is evaluated. It can not be effectively unified. If the position is clear, the posts of human resource director of two enterprises like A and B are different, but the value of jobs is different.

Because in B enterprises, part of the responsibilities of human resources are assumed by the deputy general manager of the company. To a certain extent, it also weakens the function of the director of human resources of the enterprise. At the same time, the job requirements are not so high, so the score should also be different.

A company is the company under the group. The strategic level is almost all in the group, which belongs to the strategic management and control company. Therefore, the general manager of the company can perform according to the group's route under normal circumstances, but according to the scores of their previous job evaluation, the general manager's strategic level evaluation score is almost full score, which is also a problem of vague positioning, and to a certain extent, it is also a problem with no positioning.

This situation can be established by establishing "information bridge" to ensure that job analysis to job evaluation technology pition, in order to establish effective links between job analysis board and evaluation factors directly.

Whether the position of P is clear or not determines the job content to a certain extent, and directly affects the result of job evaluation.

Therefore, before the assessment, job analysis is a job that must be done well, and job analysis is not simply a list of information, but also a systematic consideration of the position, what is the ideal requirement of the position and so on.

By sorting out a series of information about the position and establishing an information bridge between them, job value assessment can effectively get out of the ambiguous ambiguity.

evaluation position is to evaluate the job holder /p >

some companies, under the guidance of no professional staff, set up the so-called position value assessment committee, where members sit together to score all the positions of the company.

The evaluation is the position, but some people are often unable to jump out of the "human appointment" misunderstanding, in the assessment, directly to the right person.

Under such circumstances, people with strong job tenure are often highly rated, and those with weak job abilities tend to be low, that is, the same position is held by different people, and the value of their jobs is different.

For example, a state-owned enterprise, a deputy general manager has made a small mistake, was demoted to the comprehensive department manager, but in the assessment time, the general manager's score is particularly high, and other deputy general manager is equivalent.

When asked why the evaluation was so high, he got the eloquent explanation. He had been the deputy general manager of the company, and his ability was not too bad, so it could not be so low.

Little does it know that evaluation is centered on work rather than on man.

in order to avoid the influence of the personal status of the incumbent in the job value assessment, it is advisable to strictly screen the job evaluation personnel to ensure that the evaluation personnel's position is objective rather than a good position, so that they should get high scores and vice versa.

At the same time, in the evaluation, we should emphasize that post evaluation needs to reshuffle some positions and compete for jobs, so that the focus of the evaluation is more on the position, not on the incumbent.

For example, an enterprise takes the position competition as a module of the project, and judging from the evaluation score, the phenomenon of people scoring is much reduced.

However, there are two tests to be carried out after the evaluation of the job value, and some technical treatment is carried out in the inspection process.