Professional Documents
Culture Documents
Less Complexity
Greater Complexity
Classification (Roles)
Classes/grades defined using aspects of job content; jobs assigned to classes/grades
Strengths
Can quickly compare jobs across functions and organisations. Common links to market
Limitations
Interpretation needed to slot jobs Difficult if poor data or fast changing market Volatile
Mercer
Organisation size is determined by monetary scale such as sales and assets, range of activity and number of employees. Assess nature of impact a position has on the organisation.
1. Impact
Impact
Contribution
Assess relative contribution that a position holder makes in the context of Impact. Assess the nature of the necessary communication ability required by a position. Determine both organisation frame and nature of interests of communication contacts.
Assess the requirements to identify, make improvements to, or develop procedures, services or products Assess level of complexity that a position holder must deal with. Measure the nature of knowledge required in the job to accomplish objectives and create value. Assess the way the knowledge is applied. Assess the breadth (geographic context) in which the knowledge is to be applied. Assess the exposure to risk of mental or physical injury in the job. No points are yielded if work conditions meet international standards. Assess level of exposure from the working environment.
2. Communication
Communication Frame
Innovation
Position
3. Innovation
Complexity
Knowledge
4. Knowledge
Team Breadth
5. Risk
Risk Environment
Mercer
Organisation Sizing
The Organisation Context include at least one line function and two service functions. is operational enough to produce added value.
Basic R&D Applied R&D Engineer Procure Logistics Produce Apply Assemble Market Sales Distribution
Service
Mercer
Impact
Level of Contribution
1
NATURE OF IMPACT 1 Delivery Limited 2 Some 3 Direct
4
Significant
5 Major
Operational
Marked contribution to defining the direction for new products, processes, standards or operational plans based upon business strategy, with a significant mid-term impact on business unit overall results -21 to 30%
Tactical
Strategic
Visionary
Mercer
Communication
FRAME
1 COMMUNICATION 1 Convey Internal Shared 2 External Shared 3 Internal Divergent 4 External Divergent
Convince others within the organisation that are skeptical or unwilling to accept new concepts, practices, and approaches
Influence
Mercer
Innovation
COMPLEXITY
1 INNOVATION 1 Follow Defined 2 Difficult 3 Complex 4 Multi-Dimensional
Check
Analyze complex issues and significantly improve, change or adapt existing methods and techniques.
Modify
Improve Create / Conceptualize Scientific/Technical Breakthrough
Mercer
Knowledge
TEAMS
1 KNOWLEDGE 1 2 3 4 5 6 7 8 Limited Job Knowledge Basic Job Knowledge Broad Job Knowledge Global Expertise Professional Standard Organisational Generalist / Functional Specialist Broad Practical Experience / Functional Preeminence Broad and Deep Practical Experience
Lead a team through application of broad knowledge of one job area or basic knowledge of several related job areas
2 Team Leader
3 Teams Manager
BREADTH Domestic
Team Member
Regional
Mercer
Risk
Environment Risk
0 Normal 1 Low Exposure
2 Moderate Exposure
3 High Exposure
Mental
Injury
Disability
Normal working conditions. Physical and/or mental work in an environment where international standards of safety apply.
Mercer
Total point range 26 51 76 101 126 151 176 201 226 251 276 301 326 351 376 401 50 75 100 125 150 175 200 225 250 275 300 325 350 375 400 425
Total point range 426 451 476 501 526 551 576 601 626 651 676 701 726 751 776 801 450 475 500 525 550 575 600 625 650 675 700 725 750 775 800 825
Total point range 826 851 876 901 926 951 976 1001 1026 1051 1076 1101 1126 1151 1176 1201 850 875 900 925 950 975 1000 1025 1050 1075 1100 1125 1150 1175 1200 1225
Mercer
IPE deliverables
A clear ranking of positions that is internally consistent
A first analysis of the organisational effectiveness A global comparison of relations between positions A starting point to establish position / competency
profiles
A database to support career planning and succession An objective reference to solve title issues A reliable base for an equitable salary structure
Mercer
10
IPE Class
Unit 1
Unit 2
Unit 3
Unit 4
550
60
526 525 522 PLANT MANAGER A Magritte 517 ADMINISTRATION MANAGER 512 De Vlaeminck PLANT MANAGER B 507 Kandinsky MAINTENANCE MANAGER Klee 497 PROJECT MANAGER Klimt 497 SALES MANAGER Raffaello 492 PERSONNEL MANAGER Michelangelo 481 EDP MANAGER Leonardo 472 PROMOTION MANAGER Frangelico 461 PRODUCTION MANAGER Hobbema 511 LABORATORY MANAGER Chagall 507 PRODUCTION MANAGER Matisse 501 TECHNICAL MANAGER Czanne 516 PERSONNEL MANAGER Miro 506 SECTION MANAGER Picasso 516 FINANCE DIRECTOR Gheduzzi
59
501
500
58
476
475
57
497 SERVICE MANAGER Schiele 491 PERSONNEL MANAGER Pozzo 486 SALES MANAGER Goya 481 ADMINISTRATION MANAGER Velasquez 465 ORGANISATION MANAGER Lippi 455 MARKETING MANAGER Giotto
451
Mercer
11
TYPE OF COMPANY
COMPANY A
Sales company
COMPANY B
Manufacturing and Sales company
Turnover
2 million
2 million
Organisation level
MD
MD
Admin
Responsible for
Mercer
Structure Analysis
Position Class L L-1 L-2 L-1 L-1 L-2 L-3 L-3 L-1
L-2
L-2
L-2
L-2 L-2 L-2
Mercer
13
Position Class
Mercer
14
Internal Grading
Reference Salary
V IV
X Utopia
III
II I
130
100
Promotion steps following the internal grading Promotion is based on competencies, not on performance
Mercer
15
Euro
75
INTERNAL REFERENCE
50
25
Position class
Mercer
16
Benchmarking
Six levels
Visionary Strategic Tactical Operational Delivery L L-1 L-2 L-3 L-4
Organization benchmarks 5 15 40 75 65
Total
25%
1000
200
Mercer
17
Project Management
Mercer
Know-how transfer and guidance Executive committee Approve evaluations
Mercer
Quality review
Focus groups HR department + project team member Prepare benchmark evaluations Define internal terminology
Mercer
Quality review
Mercer
19
Communication
Not aimed at cutting manpower /salaries Looking at Position; not Position-holder Need to know market position Using well tested evaluation methodology
Mercer
20
Mercer
21
Consulting
Communication
Technology
Information Services
Total Remuneration Surveys Bespoke Surveys Benefits and valuation methodology LTI methodology Market Pricing PayMonitor Global HR Monitor Mercer Membership
Provide IPE License Project Planning eIPE Unlimited Size of organisations IPE3 System Manual Migrate existing IPE2 & Consulting evaluations to IPE3 Handbook Role Clarification Internal IPE3 Guide Executive Position Develop and conduct evaluations Internal training Establish new Global Provide data Benchmarks collection and Consolidate and peer other support tools review evaluations Briefing of Mercer Redefine relationship Consultants between position class and grade level
Understand Analyse Technology behavioural needs and current tools objectives Outline possible Assess the audience Technology options Create communication Support decision process strategy and means towards new Technology Roll out the Provide IT platform communications and process specific tools strategy - Mercer ePRISM - Mercer MerritNET - Mercer HR Suite
Project Management
Mercer
22
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