Job Evaluation Using Hay Method - Additional Class

1
JOB EVALUATION in
making Job Grading
Using Hay Method
By : Pungki Purnadi M.W.

www.pungkipurnadi.com or
www.pungkipurnadiassociates.com
th
CHRP38 additional class Friday, 18 August 2017
Workshop Objectives
Untuk memberikan pemahaman yang
mendalam dan penerapan Manajemen Pekerjaan
(Job Analysis Job Deskripsi - Job Evaluation
Job Grading) alat dan metodologi digunakan
untuk menilai pekerjaan menuju pencapaian
Hasil bisnis efektif dengan Sistem Remunerasi.
Certified Human Resources Professional Unika Atma Jaya - Jakarta

Position/Job Evaluation Its application 3
to current organization
Level
L L In this model, ranking between

L1 L1 L1 L1 L1 positions represents functional
L2 L2 L2 L2 L2 L2 L2 L2 L2 level, which can be misleading
Dapat Menyesatkan.
L3 L3 L3
Position Class Job Grade

58 L
57 L1
56 L1 Position/Job Evaluation clarifies
55 L1 L2 each positions relative ranking
between one another,
54 l2
represented in Position Class
L2 L1 or Job Grading
53 L3
Tingkatkan Pekrjaannya Jelas.
52 L2 L2 L3 L2
51 L2 L2

Position Evaluation Developing 4 a
Grading Structure
Grade biasanya Kelompok karyawan
untuk mengelola gaji biasanya digunakan
pokok, untuk untuk mengelola
struktur gaji. uang tunai / manfaat
non tunai.
Kelas Posisi diberi band
berdasarkan distribusi posisi
dalam organisasi, untuk
menciptakan tingkatan.
Position Class Job Grade Grade & Position Title Employee Group
58 L M President Top Management

3 Director
57 L1 M
Division Heads
2
56 L1
55 L1 L2
Department
54 l2 M Heads Management
1
/Senior Specialist
53 L2 L3 L1
52 L2 L2 L3 L2 S3 Superintendents Staff
/Specialists
51 L2 L2 4
Components of Job Management & Salary
Structure Design
Job
Organisatio
n Analysis Job
Evaluatio
Structure Job Design In making n
Design Job / Grading
Description
Job Value
Co
Business Inter
Deliverables relationship Establish the
Objectives of Job (KRA of job value of the
Key accountabilitie
Business & KPIs) s job
Process Organisatio
n within the Undertake
SWOT correlation
INPUT Model and organisation to
REQUIRED Analysis of Structure Impact of jobs ensure
the Functional on business internal
company Structure results relativity and
Balance Ownership of external
Score Card
Salary Survey
Salary
Structure
Design

METHODS & TOOLS for
H.R. MANAGEMENT
JOB/POSITION DESCRIPTION -
COMPETENCY BASED
(POSITION vs EMPLOYEE)
TEAM & INDIVIDUAL

JOB EVALUATION
OBJECTIVES
KRA - KPI
INDIVIDUAL ANNUAL
JOB/POSITION LEVEL
INTERVIEW
OPTIMIZATION OF
H.R. MANAGEMENT :
1. REMUNERATION & REWARD
2. DEVELOPMENT & TRAINING
3. CAREER & MOBILITY

Total Reward Model
TOTAL REWARDS
STRATEGY
Business Compensations
Strategy
Benefits Attract Employee

Business
Human
Capital Work-life Motivate Satisfaction Performance
Strategy & & Reward
Performance & Engagament
Recognition
Retain
Organizational Development &
Culture Career
Opportunities

Remuneration Management
Vision Mission Values Objectives
Organization Model & Structure

Job Analysis
Job
Description
Pay For Position Incentive

Pay For Performance Design Job Evaluation With Job
Pay For Person 3P Evaluation
Job
Grading Committee
Remunerati
on
Manageme Salary Survey
nt Strategy
Remuneration
Salary Grading

Three P Remuneration
Management Systems
Performance
Evaluation
Role Classification
Position
Job Description
Evaluation Pay for
KRA KPI Target
Performance
Objective Setting
Pay for
Position Evaluation Incentive
Position
Bonus
Performance Review Allowance
Basic Salary
Compensation
Person Competency Development
Person Evaluation
Pay for Person
Allowance
3-P Compensation
Pay for Position
All individuals in the same grade have the same Reference
Salary (minimum to maximum and normally Basic Salary)
Pay for Person
Competency determines actual salary relative to
Reference Salary
Competencies in high demand receive a market premium
Pay for Performance
Performance pay is variable (incentives or allowances
or bonus, mostly percentage of Basic Salary)
Pay for both short-term and long-term performance
Total Compensation
Control cost to employer while maximizing values
to employees

Remuneration Management

Using The Hay Guide Chart as a
Tool to Grade Jobs
The Hay Guide Chart Method of Evaluation
was introduced in the 1950s.
It evolved through experiences with

organizations of every type and size, and
most widely used proprietary position
evaluation methodology in the world.
It is a numerical method of evaluating jobs.
Certified Human Resources Professional Unika Atma Jaya - Jakarta 18

THE COMMON ELEMENTS OF JOBS
INPUT THROUGHPUT OUTPUT
KNOW-HOW ACCOUNTABILITY
PROBLEM
SOLVING

Linking Job Analysis to Job Measurement
Factors
Job Analysis Job Measurement Factors
Components
Accountabilities
Qualifications Depth and Breadth of
& Experience Specialised Knowledge KNOW HOW
Competencies Managerial Know-How
Organisation Structure Human Relation Skills
Job Purpose
Accountabilities Thinking Environment
PROBLE
Special Thinking Challenge M
Aspects/Major SOLVING
Challenges
Freedom To Act
Accountabilities
Dimensions Job Impact on
End Results ACCOUNTABILITY
Key
Performance Magnitude
Indicators
Relationship of Job Analysis
& Job Evaluation
JOB EVALUATION FACTOR
KNOW HOW PROBLEM SOLVING ACCOUNTABILITY
1. JOB PURPOSE X X
2. KEY / MAIN ACCOUNTABILITIES (KRA KPI) X X X
3. DIMENSION X
4. WORKING RELATIONSHIP X
5. AUTHORITY FREEDOM TO ACT X
6. CHALLENGES X
7. MINIMUM REQUIREMENT X
8. ORGANIZATION STRUCTURE X

JOB EVALUATION
ELEMENTS OF JOB SIZE
KNOW-HOW PROBLEM SOLVING ACCOUNTABILITY
Technical Thinking
Freedom
Know-How Environment
to Act
Management
Breadth
Thinking
Challenge
Area of
Impact
}
Human Relations
Skills Nature of
Impact

Position/Job Evaluation Rule of Thumb
Position/Job Evaluation
should focus on the
Position, not on the
incumbent and certainly
not on how the
incumbent performs.
Evaluations are correct

at the present of time.
If organization changes,
the evaluations should
be revisited.

Job Evaluation (JE)
What is Job Evaluation

Job Evaluation is a system for
ranking jobs logically and fairly
by comparing job against job or
against a pre-determined scale to
determine the relative size of
jobs in an organization.

JOB EVALUATION
IS IS NOT
Comparative Absolute
Judgmental Scientific
Structured Unstructured
Job Centered Person Centered

JOB EVALUATION INFORMATION
Information about a job
typically comes from:
The content of job or role
description.
The knowledge and
understanding of those
carrying out the evaluations
(Job Evaluation Committee).
The current organization
model & structure

JOB EVALUATION
Information
Judgment Job Size
Method
Job Evaluation Applicable

Committee Accepted/able
Felt-fair

JOB EVALUATION - JUDGMENT
Constrained by rules
jobs not people
normal performance
the job as it is now
disregard current pay and status
no understanding : no evaluation
Checks and Balances
collective judgment
consensus
profiles
sore thumbing

Principles of Job Evaluation 29 /
Grading
What to GRADE: What NOT to GRADE:
Pekerjaan itu sendiri the strengths and

weaknesses dari
individu yang saat
Tidak peduli dengan
ini melakukan
gaji/status saat ini
pekerjaan
Nilai dari pekerjaan dilakukan

sepenuhnya pada tingkatan titles or status
ahli (TIDAK LEBIH & TIDAK
KURANG)
Pekerjaan hari ini

KNOW-HOW
Jumlah setiap jenis pengetahuan, keterampilan dan pengalaman yang
dibutuhkan untuk kinerja pekerjaan standar yang dapat diterima
Technical Know-How (A, B, C, D, E, F, G, H)
(lebih banyak ke latar belakang pendidikan
akademis dan lama tahun pengalaman di
bidang nya)
Management Breadth (N, I, II, III, etc.)
(lebih banyak melihat kompetensi managerial
yang dibutuhkan dalam mengelola pekerjaan
dan anak buah)
Human Relations skills (1, 2, 3)
(lebih banyak melihat kepada kompetensi
komunikasi yang dibutuhkan dalam
berinteraksi di posisi jabatan)

Depth of Technical Know How
A. PRIMARY
Pekerjaan yang sangat sederhana, bisa dipelajari dalam hitungan beberapa hari atau minggu.
Sedikit pendidikan formal dibutuhkan. Pekerjaan tipikal: panitera file, petugas distribusi surat.
Posisi entry level yang tidak memerlukan pengalaman kerja sebelumnya.
B. ELEMENTARY VOCATIONAL
Meliputi pekerjaan yang sangat berulang / pada dasarnya merupakan tugas sederhana,
seringkali memerlukan pengetahuan peralatan operasi: mesin tik, mesin duplikat atau
keypunch, dll.
C. VOCATIONAL
Kemahiran berarti kemampuan dalam: misalnya, singkatan atau pembukuan, mesin tabulasi
peralatan khusus, pemrosesan data perifer, mesin duplikat yang tidak sesuai, atau mesin
lain dari tingkat kerumitan ini.
D. ADVANCED VOCATIONAL
Keterampilan khusus mencakup bidang pembukuan lanjutan, operasi komputer, perancangan
desain dan keterampilan kerajinan, misalnya listrik. Kebanyakan supervisor lini pertama akan
jatuh dalam kategori ini.
E. BASIC PROFESSIONAL
Meliputi pekerjaan yang membutuhkan pendidikan dasar yang setara atau pelatihan kejuruan
lanjutan, diperkuat oleh pengalaman bertahun-tahun. Pekerjaan pada tingkat ini
mengharuskan incumbent untuk memiliki pengetahuan khusus mengenai komandonya.

Depth of Technical Know How
F. SEASONED PROFESSIONAL
Fokus adalah perbedaan makna antara "kemampuan" dan "kecukupan". F menunjukkan kemampuan
yang lebih menyeluruh seperti yang disarankan oleh "seasoned", F membutuhkan pendidikan dasar yang
setara dengan pengalaman kerja yang substansial dan relevan dalam pengetahuan khusus dalam
berbagai situasi.
Pekerjaan F juga adalah mereka yang membutuhkan gelar tingkat lanjut di mana pengetahuan
formal memerlukan kinerja langsung yang hampir segera. Ingatlah bahwa "tingkat lanjut" mungkin
diganti dengan pengalaman "X" selama bertahun-tahun. Sekali lagi, fokusnya di sini adalah pada
pemanfaatan Know-How, bukan dalam akuisisi. "
G. PROFESSIONAL MASTERY
Ini mencakup pekerjaan yang membutuhkan keahlian ditambah dengan kedalaman tambahan
sampai pada titik menjadi sumber pengetahuan otoritatif dalam organisasi. Keuangan, sumber daya
manusia, penjualan barang dagangan, penjualan, distribusi, dll., Pekerjaan kepada siapa orang lain
meminta saran dan nasihat.
G juga mewakili posisi yang membutuhkan keahlian di beberapa bidang khusus atau lebih. Posisi
manajemen puncak mungkin sering membutuhkan G know-How karena persyaratan bagi incumbent
untuk mengetahui cukup banyak tentang berbagai bidang.

Breadth of Management Know-How
Planning, organizing, directing
and controlling
Complexity
Functional diversity
Timescale/planning horizon
Scale
Strategic influence
Recognizes the structural realities
33
Breadth of Management Know How
N TASK
Kinerja tugas iklan yang sangat spesifik terhadap tujuan dan konten, dan tidak
melibatkan kepemimpinan orang lain. Semua pekerjaan kerah biru dan non-staf
termasuk dalam kategori ini.
I SUPERVISORY
Ini mencakup posisi pada tingkat pengawasan pertama. Posisi ini dekat dengan
pekerjaan yang sedang dilakukan; Mereka mengawasi pekerja individual dan / atau
pemimpin kelompok. Mereka sering harus mempertimbangkan persyaratan untuk
menghubungkan operasi saat menetapkan prioritas dan pekerjaan penjadwalan.
II MANAGERIAL
Ini mencakup manajer departemen fungsional tunggal. Sebenarnya berbagai
aktivitas didelegasikan. Tanggung jawab manajerial yang umum mencakup integrasi
(atau dengan) aktivitas pendukung dan koordinasi eksternal dengan manajer lain
dalam perencanaan dan pelaksanaan untuk hasil akhir. Biasanya, rentang kontrol
terbatas dan kedalaman kontrol manajerial sampai pada titik tindakan tidak dalam.
Atau ini mencakup posisi yang mengkoordinasikan fungsi di beberapa departemen
Operasi Di perusahaan.

Breadth of Management Know How
III DIVERSE MANAGERIAL
Ini mencakup manajer multifungsi. Dengan multifungsi kita berarti:
Mengelola setidaknya dua bidang fungsional yang memiliki sifat dan ukuran
atau keragaman penting dalam sifat hasil akhir dari masing-masing daerah
adalah penting, dan berfokus pada persyaratan yang melekat secara inheren
atau, ini mencakup posisi yang mengkoordinasikan fungsi utama di beberapa
unit operasi dalam kelompok. .
IV TOTAL
Posisi manajemen pada level ini bertanggung jawab atas operasi unit
atau unit utama (memiliki dampak signifikan terhadap total
perusahaan) sebagai CEO atau untuk panduan fungsional dari fungsi
strategis ke berbagai unit dalam organisasi dan terbatas pada
manajemen puncak yang beroperasi. Pada tingkat pembuatan
Kebijakan perusahaan.

HUMAN RELATIONS SKILLS
The requirement for Know-How in working with or through
people inside and/or outside the organization
Three levels:
Basic Effective Communication
Convincing through use

Important of logical and adult,
and objective arguments
Changing behavior by
Critical understanding human
motivation (at any level)

Range of Human Relations Skill
1. BASIC
Human Relations skill at this level are subordinate to technical or
procedural skill requirements. These jobs need not influence others in
carrying out their assignments. Some non-supervisory and specialist
positions fail into this category.
2. IMPORTANT (win-win)
Human Relations Skills are not overriding to the success of an assignment.
Normal courtesy and effectiveness with people, however, is just not
enough to fulfill the needs of the position. The 2 level of Human
relations Skills requires interplay with subordinates and superiors of a
more intensive nature than 1. This slot is also appropriate for those
positions that do some coordinating outside incumbents division or
department
3. CRITICAL (win loose)

Positions at this level are required to motivate, convince or sell to
people successfully to attain end results. The majority of supervisory and
management positions fall into this slot. The job requires establishing
rapport, or getting others to do what they would not otherwise do.
Jobs dealing with any government department or customer usually fall in
this category.

Sample Evaluation Know-How
E-
II
3
264

Scoring Know How
Tentukan alfabet, dan skala (- or +, jika ada), pada
kolom huruf romawi, dan shading (- or + jika ada),
kemudian pada angka (no shading)
Example:
E+
II
3
Jadi, E + II - 3
39
PROBLEM SOLVING
The self starting thinking
required by the job for analyzing,
evaluating, creating, reasoning,
arriving at and drawing
conclusions.
Freedom To Think
Thinking Environment
(A, B, C, etc. difficulty of problem diagnosis)
Thinking Challenge
(1, 2, 3, etc. difficulty of finding the right solutions)

FREEDOM TO THINK
THINKING ENVIRONMENT
Limited by strategy:
Direct supervision/guidance on policy
at the top level
: Procedures
: Nature of the task.
Hierarchical (but not automatically):
Jobs can often think as free as their
boss - but usually within the same -
or smaller - strategic framework.

Levels of Thinking Environment
A. STRICT ROUTINE
Rules are very basic and instructions quite specific (mostly oral orders),
saying dont think, do
Example
File only Red Copies;
Dispatch mail on hand at 3 and 6 pm;
Mail according to class and weight rate schedule;
Sweep halfway and return for further work assignments.
B. ROUTINE
This slot covers a number of the positions in the clerical hierarchy.
Thinking restrictions are less severe than in slot A; positions carry out
specific assignments according to established routines or standing
instructions, or until instructed to do otherwise.
C. SEMI ROUTINE
There is a definite crossover between B and C. Now, the thinking
environment has the somewhat less limiting aspects of procedures,
rather than instructions; or the past practice of doing something the
Companys way. Many clerical and non-supervisory jobs are covered by
this slot.
42
D. STANDARDIZED
Positions must resolve a course of action within diversified, yet
explicit, well established procedures. There is some leeway as how
to resolve the problems due to the variety of procedures or
standards available. Unusual situations at variance with
procedures and instructions are referred upwards for assistance or
further definition. Most supervisory positions fall in this category.
E. CLEARLY DEFINED
Again, we have a definite crossover from the preceding slot.
Policies even though clearly defined, are less limiting than
procedures. The what is distinctly stated; the how is largely
determined by the incumbent's own judgment, based on
principles. By principles we mean those of disciplines such as
engineering, law, accounting etc. Most professional and
management jobs fall in this category.

F. BROADLY DEFINED
The determination of the what to do in applying broad
policies to solve the problem is largely left to the incumbent.
However, the objectives themselves would tend to be stated
rather clearly, but not in as specific terms as in E. Most
functional heads fall in this category.
G. GENERALLY DEFINED
This slots covers positions concerned with determining the
major functional directions the Company takes. The what
is specified in only very general terms. The objectives must
be determined for achieving Company policy.
Jobs at this level translate over-all strategies into broad
functions or corporate direction. The jobs are close to the
very top where overall direction is being considered. (e.g.,
CEO, President Director)
H. ABSTRACTLY DEFINED
Job holder sets strategic consistent with its charter. (e.g.
Chairman)
THINKING CHALLENGE
Degree of creativity or
original thought.
Complexity of problems.
Relationship with
Thinking Environment.
Degree level of solution
origination.

Levels of Thinking Challenge
1. REPETITIVE
Jobs at this level require the recall of specific learned things in simple,
stable and repetitive situations. An example might be a job that
requires sorting out black and white balls. File clerks, and mail
distribution clerks are examples of this level.
2. PATERNED
Here the incumbent makes a choice of applicable learned things in
traditional situations. It is a kind to sorting twenty grey balls into three
shades of grey.
3. VARIABLE
Here the person in the job makes choices of relevant learned things in
situations that any present some new material, but this material
conforms to established patterns and modes. Interpolate implies
being confronted with a number of different questions, each having
several different answers to it. It is a pick and choose situation.
Decision can still be made rather rapidly based on prior knowledge or
experience, as opposed to fitting a prescribed pattern (as in 2), or the
necessity to be more methodical in defining the problem and solution.
At 3 the answers have previously being found; the incumbent must
select the most appropriate answer or combination of answers.

Levels of Thinking Challenge
4. ADAPTIVE
This level of thinking means innovative imitation
requiring constructive thinking where the response
often involves study or contemplation. The
incumbent defines the problem, develops a
recommended course of action.
At 4 the answers cannot be selected from some
that are already known; it is up to the incumbent to
come up with the appropriate response, solution or
answer.
5. UNCHARTED
This applies to truly creative thinking about
something never done before within or by the
company. The position must be structured so that
this requirement is a significant part of the job.

Sample Evaluation Problem Solving
E D+
II-3
3(33)
264 87

ACCOUNTABILITY
The answerability for action and for the

consequences of that action.
The measured effect of the job on
the end results.
It has three dimensions in the
following order of importance:
1) Freedom to Act (A, B, C, D, E, F, G)
2) Nature of Impact - Magnitude
3) Area of significant Impact (P, S, C, R)

Levels of Freedom to Act
A : PRESCRIBES
Job at this level do exactly as told. No various are permitted unless
specifically authorized. Supervision is on a continuing or hour-to-hour
basis. Keep in mind, however, that this does not necessarily imply
personal supervision. An example might be the right janitor working
alone, where standing instruction are explicit.
B : CONTROLLED (by direct hierarchy)
The work routines permit some re-arrangements of work sequence and
supervision is less stringent For example, a secretary has a set routine,
close supervision provided by the clearly defined nature of work, but
the secretary changes the sequence of the work depending upon the
circumstances.
C : STANDARDIZED (by SOP)
Practices and procedures permit variations in work routine. Supervision
at this level is periodic both before and after the fact. This is typical of
senior clerical and secretarial positions and first level supervisors and
foreman.

D : REGULATED (from regulator)
Here there is some latitude in modifying practices and
procedures to accomplish the assignment. Review of work
maybe at the end of a day or week and is after the fact.
Assignment at this level specify the what and by when. On
the light side of D assignment receive close supervisory
attention and have very limited authority. The incumbent is
controlled closely by supervisor and by local work rules and
practices covering essentially all phases of his activity. This
control is less stringent for solid heavy D. The incumbent has
more latitude in accomplishing his assignment. By latitude we
are talking about ways to do something or how to do something,
not what to do or whether to do. In A through D, the what
and how are given.
E : DIRECTED (from management)

The job is subjected to broad practices and procedures
by functional precedent & policies. Managerial direction.

F : GENERALLY DIRECTED (from BoD)
These positions are free to determine the general results. It is
up to the incumbent to draw on available resources to
accomplish the end results. The review of end results is over
a longer time span such as six months to a year.
G : BROAD GUIDANCE (from owner or commissioners)
Determining goals and major directives to achieve the
what which is defined in very general terms (eg. CEOs of
large companies).
H : STRATEGIC GUIDANCE
Setting strategic direction consistent and subjected to BOD
and corporate governance constraints (eg. Chairman of large
companies).

Nature of Impact - Magnitude
Measuring how much the monetary
impact toward the achievement of
company vision and mission.
Impact on Company PROFIT REVENUE COST

How much the monetary size impact in
company organization (Very Small, Small,
Medium, Large, Very Large)

Area of significant Impact
Measuring the directness /
indirectness of position/job values
impact toward the achievement of
company vision and mission.
P = Prime
S = Shared
C = Contributory
R = Remote
Sample Evaluation Accountability
E
II-
3
264
D+
3
(33)
87
D
2-
P
115
466

Sample Profile Managerial
Position (PS<ACC)
A1 : 100% achieve target through
other positions
A2 : 87,5% achieve target through
other positions
A3 : 75% achieve target through
other positions
A4 : 62.5% achieve target through
other positions
L if PS = ACC mean 50% achieve target
through other positions & 50% through
self position
Sample Profile Functional Position
(PS>ACC) Professional Position
P4 : 100% achieve target through self
position
P3 : 87,5% achieve target through
self position
P2 : 75% achieve target through self
position
P1 : 62.5% achieve target through
self position

good luck & success!
If you need further assistance,
please contact me at 08121055000
Or visit www.pungkipurnadi.com
www.pungkipurnadiassociates.com
pungki@pungkipurnadi.com
Pungki.purnadi@yahoo.com

Pungki Purnadi, ST. MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 26 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position in various countries (France, England, Scotland, Norway, Arab
Emirates, Nigeria, Libya, Iran, Sudan, Turkey, Australia, Myanmar, Thailand and
Malaysia) such as Training & Development Manager, HRD Manager, Country
HR Manager, South East Asia Regional HR Manager and Human Capital
Director. He is also one of the founders who have an initiative to conduct HR
certification in Indonesia such as Certified Human Resources Professional
(CHRP); Certified Human Resource Management (CHRM) and Certified Human
Capital Management. As HR practitioners, he is very active to run and
facilitating several HR program.

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1

By : Pungki Purnadi M.W.

Certified Human Resources Professional Unika Atma Jaya - Jakarta

L L In this model, ranking between

Position Class Job Grade

Certified Human Resources Professional Unika Atma Jaya - Jakarta

58 L M President Top Management

Certified Human Resources Professional Unika Atma Jaya - Jakarta

TEAM & INDIVIDUAL

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Benefits Attract Employee

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Organization Model & Structure

Pay For Position Incentive

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Person Competency Development

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Certified Human Resources Professional Unika Atma Jaya - Jakarta

It evolved through experiences with

It is a numerical method of evaluating jobs.

Certified Human Resources Professional Unika Atma Jaya - Jakarta 18

INPUT THROUGHPUT OUTPUT

Certified Human Resources Professional Unika Atma Jaya - Jakarta 19

KNOW HOW PROBLEM SOLVING ACCOUNTABILITY

2. KEY / MAIN ACCOUNTABILITIES (KRA KPI) X X X

5. AUTHORITY FREEDOM TO ACT X

Certified Human Resources Professional Unika Atma Jaya - Jakarta

KNOW-HOW PROBLEM SOLVING ACCOUNTABILITY

Certified Human Resources Professional Unika Atma Jaya - Jakarta 22

Evaluations are correct

Certified Human Resources Professional Unika Atma Jaya - Jakarta

What is Job Evaluation

Certified Human Resources Professional Unika Atma Jaya - Jakarta 24

Job Centered Person Centered

Certified Human Resources Professional Unika Atma Jaya - Jakarta 25

Certified Human Resources Professional Unika Atma Jaya - Jakarta 26

Judgment Job Size

Job Evaluation Applicable

Certified Human Resources Professional Unika Atma Jaya - Jakarta 27

Certified Human Resources Professional Unika Atma Jaya - Jakarta 28

Pekerjaan itu sendiri the strengths and

Nilai dari pekerjaan dilakukan

Pekerjaan hari ini

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Basic Effective Communication

Convincing through use

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3. CRITICAL (win loose)

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