Integrating Human Resources Management Workshop Agenda

DAY ONE:

  • The Practice of HR
    • HR as a Strategic Practice
    • Challenges of Globalization
    • Re-Integrating HR
  • Introduction to Job Evaluation and Design and Evaluation
    • What is a Job, what is a Team?
    • Principles of Job Evaluation
    • Rank-in-Person vs. Rank-in-Job
  • Job Evaluation
    • Job Evaluation Methodologies
    • The Factors of Evaluation
    • Community™ Levels
    • The Fundamental Focuses of Work
    • Sequence of Functional Progression
  • The We Help Organization
    • Context of the We Help in Wonderland
  • Guided Job Evaluation Exercise
    • Using Community™
    • Looking at Job Descriptions
    • Classification Exercises

DAY TWO

Recap of Day 1

  • The Value of Standards
    • Where Job Data Needs to Be Improved
  • The Language of Work
    • From Input to Outputs
    • Framework for Job Design
    • Aligning Organization Design to the Mission

Diagnostic Exercise 1: Jobs

  • From Jobs to Markets
    • Compensation Grounded on Jobs
    • Building and Designing Pay Structures Aligned to a Jobs Framework
  • Introduction to Compensation
    • The Purpose of Compensation
    • Perspectives on Pay – Labour Market vs. Cost of Living
    • Community Values and the Value of Mission
    • Pay Structures Shaping Organization Behaviors
  • Building Your Compensation Philosophy
    • Who Are You?
    • Target Market Position and Composition
    • Referencing back to the EVP
  • The Utility of Salary Surveys
    • The Job/Grade as the Primary Unit of Measure
    • Survey Methodology
    • The Value of MIN-MAX
    • Why Target Total Compensation in Emerging Markets?
    • Benefits Cost Less
  • Essentials of Data Aggregation
    • Building Your Market Proxy
    • Setting Exclusion Rules
  • Moving From Data to Design
    • The Limits of Benchmarking
    • Pay Design Beyond Market Data- Looking at Internal Dynamics
  • Building the Salary Scale
    • What is a Pay Scale?
    • The Three Judgments and a Prayer
    • The Art of the Curve
    • Testing the Fit
  • Sustaining Compensation Over Time
    • Establishing Consistency in Monitoring the Market
    • Bringing Transparency and Predictability
    • Maintaining Salary Scales

DAY THREE

Recap of Day 2

Diagnostic Exercise 2: Pay

  • Markets to Skills and Performance
    • Living In the House- What Do You Do with staff?
    • Changing the Way We Look At Performance
  • The Problem of Performance
    • Inconsistent Units of Measure for Pay Movement:
      • Time
      • Experience
      • Achievement/ Performance
    • Maintaining Position in Range- the Challenges of Open Pay Scale Ranges
    • Differentiating Knowledge from Achievement
  • Community Skills
    • Skills Progression Model Based on the Job Foundation
    • Skills Factors & Indicators
    • Skills Checklist
    • The Anatomy of Skills- The Brain

The We Help Organization: Introduction of Characters

  • Guided Skills Assessment- General/Support
    • Case Study Exercise Set 1
  • Guided Skills Assessment- Design/Leadership
    • Case Study Exercise Set 2
  • Developing Skills
    • The Role of HR in Learning and Development
    • Targeted Development
    • The 70-20-10 Model
    • Workforce Planning
    • Skills-based Recruitment
  •  Making Adjustments to Pay
    • Linking Skills with Pay Movement
    • The Impact to Pay

DAY FOUR

Recap of Day 3

  • Skills to Performance
    • The Problem of Performance Platforms Today
  • Defining Performance Using Jobs
  • Community Performance Part 1 – Purpose and Design
    • The Importance of Measuring Performance
    • Why Consider Performance-based Pay?
    • How to Put Performance-based Pay Practices in Place
    • The Measures of Performance
    • Four Ratings
    • The Performance Continuum
  • Guided Performance Evaluation Exercise
    • Case Study Performance Exercise 1
    • Case Study Performance Exercise 2
  • Community Performance Part 2 – Multi-Rater
    • Good Peers
    • Rating Weights
  • Community Performance Part 3 – Comments
    • What are Good Comments?
  • Community Performance Part 4 – Presenting Results
    • Individual Results
    • The Advantage of Standardized Measures
    • Aggregated Performance
  • Building A Rewards and Recognition Framework
    • The Anatomy of Work
    • Bigger than Just Skills or Performance
    • The Wedding Cake

Diagnostic Exercise 3: Recognition and Reward

  • Truly Strategic HR
    • The Focus on Jobs
    • Who Are You?
    • The Better Way
    • Re-Integrating HR