Hay Group - 崗位等級結(jié)構(gòu)

崗位等級結(jié)構(gòu)：設(shè)計中的選擇與考慮不僅僅與薪酬有關(guān)議程理解薪酬動態(tài)崗位等級定義為何確定崗位等級崗位等級在管理薪酬中的應(yīng)用在設(shè)計崗位等級結(jié)構(gòu)中的多樣化選擇：因組織而異總結(jié)與結(jié)論您依據(jù)什么為員工支付薪酬？您想依據(jù)什么向其支付？工作/角色素質(zhì)/能力績效理解薪酬動態(tài)工作條件與環(huán)境市場薪酬水平崗位價值年齡服務(wù)年限有限的工作范圍工作經(jīng)驗從到

產(chǎn)出–結(jié)果（“什么”）績效

輸入–素質(zhì)（“如何”）崗位價值市場價值寬泛的工作范圍/多重勝任性工作經(jīng)驗薪酬決定因素的變化趨勢區(qū)別要素藍領(lǐng)/白領(lǐng)組織類型發(fā)展階段勞動力市場對改革者的需要/期望薪酬支付基礎(chǔ)的重大發(fā)展崗位等級的定義崗位等級是（在組織中）依據(jù)崗位的相對價值對不同崗位進行合理的歸類/劃分Whichjobshaveasimilarvaluefortheorganizationanddowethusconsiderasequal?Whichjobsdoweconsiderashigherorlower?對于公司文化、氛圍及員工態(tài)度產(chǎn)生巨大影響界定每名員工的地位為何確定崗位等級組織運用崗位等級

作為公司基本參照框架/易于管理確保崗位評價結(jié)果易于溝通、易于管理創(chuàng)造更高的透明度作為薪酬管理的基礎(chǔ)崗位等級是所有人力資源工作最基礎(chǔ)的奠基石，尤其對于：

職業(yè)通道晉升薪酬福利政策培訓(xùn)與發(fā)展最佳崗位等級結(jié)構(gòu)的特征適用于整個組織足夠靈活，滿足未來發(fā)展需要切合實際、易于理解、在文化上適應(yīng)公司環(huán)境在區(qū)分崗位時，以基于工作內(nèi)容、范圍、規(guī)模及貢獻的流程為支撐

能夠與適當(dāng)?shù)男匠晔袌鼋⒙?lián)系維護成本低易于與其他人力資源系統(tǒng)及流程建立聯(lián)系，諸如績效管理、繼任計劃、招聘、員工發(fā)展等崗位等級（定級）處于何處？JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:崗位描述崗位評價崗位等級

CompanyDATE:#######JOBTITLEDepart-ment

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PROF.SLOTPNTSSLOT%PNTSSLOTPNTSPNTSSHRTHeadofFinancialTransactionsFinanceEII-3264E3+38100D4c132496

A2TelecomexpertSupportF-I+2264E3+38100E-4+115479

A1LawyerLegalE+I3264E3+38100E-4+115479

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A1崗位JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:練習(xí) 按照從高到低的順序?qū)ο铝袓徫坏墓ぷ饕?guī)模進行排序：管理顧問公交車司機汽車修理師研究員/產(chǎn)品開發(fā)員醫(yī)生教授飛行員秘書從崗位等級到薪酬架構(gòu)崗位123456薪酬崗位等級薪酬架構(gòu)

14325崗位等級或崗位結(jié)構(gòu)

崗位等級如何與薪酬相連？月度基本工資范圍10,00080,000+20%-20%+20%-20%30,000+20%-20%薪酬區(qū)間(e.g.‘x’%to‘y’%)等級寬度等級/級別/水平薪酬提升獎金支付+薪酬數(shù)據(jù)庫確定個人薪酬人員NAMEFUNCTIONGradeBASESALBONUSBENEFITSPUSKINRecruiter143450030%carDOSTOJEVSKIAccountant145470030%carBOLSOITranslator132300020%carWODKASpecialist121276920%carKREMLINEconomist122459020%carARBATArchitect112398715%BASILBenefitsspecialist112300815%lunchall.HERMITAGELawyer113422215%lunchall.lunchall.JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:崗位描述崗位評價崗位等級

CompanyDATE:#######JOBTITLEDepart-ment

KNOW-HOW

PROBLSOLVACCOUNTABTOTAL

PROF.SLOTPNTSSLOT%PNTSSLOTPNTSPNTSSHRTHeadofFinancialTransactionsFinanceEII-3264E3+38100D4c132496

A2TelecomexpertSupportF-I+2264E3+38100E-4+115479

A1LawyerLegalE+I3264E3+38100E-4+115479

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A1崗位JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:薪酬結(jié)構(gòu)設(shè)計崗位分類/等級結(jié)構(gòu)中的考慮因素崗位等級結(jié)構(gòu)是組織特有的崗位分類/等級結(jié)構(gòu)是一種管理工具，應(yīng)該支持組織目標的實現(xiàn)它反映組織架構(gòu)等級結(jié)構(gòu)必須符合公司內(nèi)部對于“工作價值”的認知崗位等級結(jié)構(gòu)的起點通常與內(nèi)部人員特征相聯(lián)：管理、專業(yè)人士、文員、藍領(lǐng)等等級結(jié)構(gòu)的寬度選擇也是具有公司特征的，因為它是薪酬管理、晉升管理及其他靈活性政策的基礎(chǔ)從其他組織、競爭對手、行業(yè)領(lǐng)先者、甚至是“最受尊敬的企業(yè)”中拷貝一份崗位等級結(jié)構(gòu)是不會起作用的“標桿”不是辦法設(shè)計崗位等級結(jié)構(gòu)中的決策要點崗位等級結(jié)構(gòu)數(shù)量等級/層級數(shù)量、等級/級別寬度等級重疊？確定崗位價值的方式/方法，以及確定崗位在等級結(jié)構(gòu)中的位置Border-management:processestodeterminehowtogooverborder(assessment,re-evaluationofjobs,roleofHRassystemowner,promotionpanels)“傳統(tǒng)型”：一個崗位等級結(jié)構(gòu)

“窄帶” 寬帶崗位等級：如何考量？（1）CEODirectorsManagementIProjectManagerSr.ExpertsExpertsOfficers-CSupervisorsISupervisorsIISUPPORTSTAFFISUPPORTSTAFFIISUPPORTSTAFFIIISUPPORTSTAFFIVManagementIIProjectManagerDirectorsSupervisorsIExpertsOfficers-SJuniorOfficers-SSUPPORTSTAFFISUPPORTSTAFFIISUPPORTSTAFFIIISUPPORTSTAFFIV核心性支持性多重崗位等級結(jié)構(gòu)

234567891011234567891011崗位等級：如何考量？（2）等級重疊崗位等級：如何考量？（3）“技術(shù)階梯”

referencelevelandjobunitrange

LEGAL

STRATEGICPLANNING

HR&COMMUNICATIONS

FINANCE

INFORMATIONTECHNOLOGY

SYSTEMS&

OPERATIONS

19

HeadofPolicy&Planning

AssistantDirector,HR

AssistantFinance

Director

AssistantDirector,IT&BusinessPlanning

HeadofProjects

HeadofOperationalServices

AssistantDirector,Procurement&Systems

18

AsstSecretaryLegal

Headof

Communication

Financial

Controller

17

InformationSystemsManager

16

PrincipalLegalOfficer

LandManager

PrincipalSystemsDeveloper

SystemsOperationsManager

崗位等級：如何考量？（4）創(chuàng)建“崗位等級”與“人員等級”雙通道崗位等級人員等級最終等級崗位等級：如何考量？（5）寬帶VS.“窄帶”兩種基本的崗位等級結(jié)構(gòu)模式“窄帶”相似工作價值，同一崗位等級職責(zé)增加=提升職業(yè)觀點是“攀登層級高峰”寬帶有限數(shù)量的寬帶等級工作價值顯著不同的崗位處于同一崗位等級增加工作價值：無需在崗位等級中的必要提升寬帶薪酬結(jié)構(gòu)基本工資崗位等級額外的工資可能新的工資參考線

為何采用寬帶薪酬：變化中的組織環(huán)境高度層級化結(jié)構(gòu)泰勒制集權(quán)化工作特定行話

專門解決方案無戰(zhàn)略聯(lián)結(jié)視人員為資源扁平化、網(wǎng)絡(luò)化（靈活）整合分權(quán)化通用的（公司）語言系統(tǒng)解決方案

整合的公司戰(zhàn)略

人員創(chuàng)造價值從往為何采用寬帶薪酬？降低對地位、層級與工作規(guī)模的強調(diào)降低晉升與重新定級的壓力適應(yīng)更靈活的工作模式

顯著降低薪酬結(jié)構(gòu)中的等級數(shù)量，適應(yīng)延遲性的組織架構(gòu)允許、強調(diào)個人績效與貢獻作為個人薪酬提升的驅(qū)動器，而不需要正式的提升緩解對市場薪酬水平的依賴向個人薪酬決定轉(zhuǎn)移寬帶薪酬的風(fēng)險與弊處“沒有限制”（“theskyisthelimit”）的風(fēng)險晉升動力消失地位差別消失低級別崗位被賦予更高的參照薪酬、福利薪酬標桿更加難以（確定）關(guān)于寬帶薪酬負面作用最多的紀錄是造成薪酬成本的急劇增加薪酬增長預(yù)算

崗位等級與范圍

績效管理避免一種方式處于統(tǒng)治的局面，加強對于其他方式的強調(diào)控制薪酬的三種方式通過寬帶管理薪酬通過工作規(guī)模區(qū)域通過技能/素質(zhì)區(qū)域工作規(guī)模工作規(guī)模功能型流程型121234567891011速度型網(wǎng)絡(luò)型可靠性靈活性客戶導(dǎo)向技術(shù)/產(chǎn)品/服務(wù)導(dǎo)向

在設(shè)計等級結(jié)構(gòu)時要考慮工作文化四種工作文化模式ProcessDriven功能型流程型網(wǎng)絡(luò)型121234567891011速度型目標采用專業(yè)化技術(shù)統(tǒng)一技術(shù)新應(yīng)用限制風(fēng)險工作設(shè)計層級化專業(yè)化定位任務(wù)團隊人員管理職能型專家內(nèi)部培訓(xùn)與發(fā)展績效管理目標導(dǎo)向功能標準薪酬基于崗位或等級僅有基于管理的激勵基于職業(yè)的福利服務(wù)年限功能型工作文化薪酬薪資及增長基于熟練度與團隊素質(zhì)基于技能的價值附加型薪酬帶以素質(zhì)為基礎(chǔ)基于團隊產(chǎn)出的激勵基于職業(yè)的福利目標客戶滿意度持續(xù)改進客戶化/個性化的服務(wù)與產(chǎn)品工作設(shè)計客戶驅(qū)動化流程工作團隊角色人員管理以團隊為基礎(chǔ)流程熟練度與團隊素質(zhì)績效管理基于流程而非事件以團隊為基礎(chǔ)以熟練度和素質(zhì)為基礎(chǔ)流程型工作文化功能型流程型網(wǎng)絡(luò)型121234567891011速度型目標臨時性聯(lián)盟市場創(chuàng)造/突破靈活性工作設(shè)計情景決定型角色關(guān)系而非架構(gòu)風(fēng)險驅(qū)動人員管理發(fā)展個人相關(guān)精通程度/素質(zhì)外部資源作為必要因素績效管理依賴個人及團隊產(chǎn)出總體項目的成功薪酬薪資基于市場水平及個人約定談判性及市場驅(qū)動的收益共享風(fēng)險性激勵團隊分配薪酬談判性福利網(wǎng)絡(luò)型工作文化功能型流程型網(wǎng)絡(luò)型121234567891011速度型薪酬薪資及增長基于精通程度與素質(zhì)基于項目成功的高水平驅(qū)激勵針對項目關(guān)鍵節(jié)點的激勵基于團隊的公平

基于職業(yè)的福利目標迅速響應(yīng)，靈活性市場操縱資產(chǎn)回報最大化工作設(shè)計扁平化結(jié)構(gòu)情景決定型角色項目型團隊多職能化專家人員管理矩陣式發(fā)展相關(guān)精通程度/素質(zhì)立即可用性與強調(diào)價值績效管理“明星”體系關(guān)鍵貢獻重要節(jié)點驅(qū)動速度型工作文化功能型流程型網(wǎng)絡(luò)型121234567891011速度型強調(diào)工作規(guī)模相對狹窄的等級通過基于績效的薪酬范圍進行薪酬調(diào)整較寬的等級，以降低較小的工作變化（規(guī)模范圍）產(chǎn)生的影響較寬的薪酬范圍，以強化對績效與素質(zhì)的關(guān)注降低對工作規(guī)模的強調(diào)寬帶首要關(guān)注員工個人技能/素質(zhì)/貢獻

相對較少、更寬泛的角色個人約定首要關(guān)注個人技能/素質(zhì)/績效

流程型網(wǎng)絡(luò)型速度型文化對崗位等級的影響功能型功能型流程型121234567891011速度型網(wǎng)絡(luò)型可靠性靈活性客戶導(dǎo)向技術(shù)/產(chǎn)品/服務(wù)導(dǎo)向

總結(jié)總結(jié)不是關(guān)于組織架構(gòu)的一種差異化表現(xiàn)；輔助的、公司特有的基于多方面的因素對崗位進行評估、分類的一種手段

基于相關(guān)內(nèi)部價值及外部關(guān)聯(lián)界定不同的薪酬水平/范圍的一個框架

關(guān)于薪酬提供相關(guān)建議的一個系統(tǒng)取代組織架構(gòu)；替代物改變崗位的本質(zhì)或內(nèi)容，或它在公司組織架構(gòu)中的位置

一套嚴格的規(guī)定，幫助進行測量并廢除唯一性一個“管理者”（它不會為您做出決策）是 崗位等級：它不僅僅與薪酬相關(guān)崗位等級有助于：區(qū)分內(nèi)部貢獻

設(shè)計工作與組織

理解/界定職業(yè)通道規(guī)劃繼任與連貫性連接職業(yè)性行為/特性與工作/工作水平（等級）

影響薪酬決策只是崗位等級的目的之一聯(lián)系信息MirkaStraathofmirka_straathof@Tel:+70953636630GradingStructures:OptionsandConsiderationsinDesignAnditisnotjustaboutpay!AgendaUnderstandingthedynamicsofpayDefinitionofgradingWhygrading?TheuseofgradinginmanagingpayVariousoptionsindesigninggradingstructures:gradingisorganizationspecificSummaryandconclusions

Whatareyoupayingemployeesforandwhatdoyouwanttopaythemfor?

Job/RoleCompetenciesPerformanceUnderstandingthedynamicsofpayWorkingconditionsandenvironmentMarketjobweightageyearsinservicelimitedjobscopeexperiencefromto output-results(’what’)performance input-competencies(‘how’)jobweightmarketvaluebroadjobscope/multi-availabilityexperienceTrendsinwhattopayforDifferentiatingfactorsblueorwhitecollarorganisationtypephaseofdevelopmentlabourmarketneed/desiretobeinnovatorMajordevelopmentsinrewardbaseDefinitiongradingAgrading~classificationisa(fortheorganization)logicalgrouping/clusteringofthedifferentjobsbytheirrelativejobweightWhichjobshaveasimilarvaluefortheorganizationanddowethusconsiderasequal?Whichjobsdoweconsiderashigherorlower?hasabigimpactonthecompanyculture,atmosphereandtheemployeeattitudesdefinesthestatusofeachemployeeWhygrading?Organizationsusegradesasareferenceframeworkfortheorganization/easyadministration;tomaketheresultsofjobevaluationeasiertocommunicateandtomanage;toprovidemoretransparency;asabasisforremunerationmanagement.AgradingisbasicallythecornerstoneofallHRprocesses,mosttypically

CareerpathsPromotionsCompensation&BenefitspolicyTraining&DevelopmentThecharacteristicsofanoptimumgradingstructureApplicableacrossthecurrentorganizationFlexibleenoughtoaccommodatefuturegrowthPractical,easilyunderstoodandculturallysuitedtotheenvironmentwithintheCompanyUnderpinnedbyaprocessthatdifferentiatesjobsaccordingtocontent,scope,sizeandcontributionEnablinglinkstoappropriatepaymarketLowinmaintenanceEasilylinkedintoanumberofotherHRsystemsandprocesses–e.g.PerformanceManagement,SuccessionPlanning,Recruitment,Development,etc.Wheredowesituateagradingexercise?JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:JobdescriptionEvaluationGrading

CompanyDATE:#######JOBTITLEDepart-ment

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PROBLSOLVACCOUNTABTOTAL

PROF.SLOTPNTSSLOT%PNTSSLOTPNTSPNTSSHRTHeadofFinancialTransactionsFinanceEII-3264E3+38100D4c132496

A2TelecomexpertSupportF-I+2264E3+38100E-4+115479

A1LawyerLegalE+I3264E3+38100E-4+115479

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A1JOBSJobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:Exercise Rankthefollowingjobsfromhighesttolowestjobsize:ManagementConsultantBusdriverCarmechanicResearcher/productdevelopmentDoctorProfessorPilotSecretaryFromjobgradestosalarystructureJobs123456SalaryJobrankingSalarystructure14325Jobgradesorjobstructure

HowGradingislinkedtopayMonthlyBasePayRanges10,00080,000+20%-20%+20%-20%30,000+20%-20%Salaryscale(e.g.‘x’%to‘y’%)BreadthofgradeGrades/Bands/LevelsSalaryevolutionBonuspay-out+SalaryDatabaseDeterminingindividualpayPEOPLENAMEFUNCTIONGradeBASESALBONUSBENEFITSPUSKINRecruiter143450030%carDOSTOJEVSKIAccountant145470030%carBOLSOITranslator132300020%carWODKASpecialist121276920%carKREMLINEconomist122459020%carARBATArchitect112398715%BASILBenefitsspecialist112300815%lunchall.HERMITAGELawyer113422215%lunchall.lunchall.JobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:JobdescriptionEvaluationGrading

CompanyDATE:#######JOBTITLEDepart-ment

KNOW-HOW

PROBLSOLVACCOUNTABTOTAL

PROF.SLOTPNTSSLOT%PNTSSLOTPNTSPNTSSHRTHeadofFinancialTransactionsFinanceEII-3264E3+38100D4c132496

A2TelecomexpertSupportF-I+2264E3+38100E-4+115479

A1LawyerLegalE+I3264E3+38100E-4+115479

A1HeadofHeadsProd.EI+3264E3+38100D4-c115479

A1JOBSJobDescriptionJobIdentification:Job:RecruiterJobholder:IrinaDivision:HumanResourcesReportingto:HeadofDepartment–HRDepartmentDate:April2002Organisationchart:PaystructureOptionsindesigningclassifications/gradingstructuresGradesareorganizationspecificAclassification/gradingisamanagementtoolandshouldsupportthegoalsoftheorganizationItshouldreflecttheorganizationalstructureThegradingstructuremustfitwiththeinternal‘’valueofwork’’perceptionsofthecompanyThestartingpointofgradeswilloftenbetiedtointernalpopulations:management,specialists,clerical,bluecollarThechoiceofthewidthofgradesisalsocompany-specificasitwillbethebasisforremuneration,promotionandmobilitypoliciesCopyingaclassificationofanotherorganization,competitor,sectorleader,‘MostAdmired’won’tworkBenchmarkingisnotasolutionDecisionpointsindesigningajobgradingstructureThenumberofstructuresThenumberorlevels/gradesandwidthofclasses/gradesOverlaps?Method/approachfordeterminingjobweightandthuspositioningofjobsingradesBorder-management:processestodeterminehowtogooverborder(assessment,re-evaluationofjobs,roleofHRassystemowner,promotionpanels)Grading-Howitcanlooklike(1)“Traditional”:OneStructureNarrowGrades BroadBandsGrading-Howitcanlooklike(2)CEODirectorsManagementIProjectManagerSr.ExpertsExpertsOfficers-CSupervisorsISupervisorsIISUPPORTSTAFFISUPPORTSTAFFIISUPPORTSTAFFIIISUPPORTSTAFFIVManagementIIProjectManagerDirectorsSupervisorsIExpertsOfficers-SJuniorOfficers-SSUPPORTSTAFFISUPPORTSTAFFIISUPPORTSTAFFIIISUPPORTSTAFFIVCORESUPPORTMultipleStructures234567891011234567891011Grading-Howitcanlooklike(3)Overlapping

Grades“TechnicalLadders”Grading-Howitcanlooklike(4)referencelevelandjobunitrange

LEGAL

STRATEGICPLANNING

HR&COMMUNICATIONS

FINANCE

INFORMATIONTECHNOLOGY

SYSTEMS&

OPERATIONS

19

HeadofPolicy&Planning

AssistantDirector,HR

AssistantFinance

Director

AssistantDirector,IT&BusinessPlanning

HeadofProjects

HeadofOperationalServices

AssistantDirector,Procurement&Systems

18

AsstSecretaryLegal

Headof

Communication

Financial

Controller

17

InformationSystemsManager

16

PrincipalLegalOfficer

LandManager

PrincipalSystemsDeveloper

SystemsOperationsManager

Grading–howitcanlooklike(5)Creatingparallelladders“JobGrades”and“PersonalGrades”BroadbandingversusnarrowgradesTwofundamentaltypesofgradingstructuresmallbandsSimilarjobweightbygradeIncreaseinresponsibility=promotionCareerperspectiveintermsof‘climbingthehierarchy’broadbandsLimitednumberofbroadergradesJobsofsignificantlydifferentjobweightsareinthesamegradeIncreaseinjobweight:notnecessarilypromotioningradeBroadbanded

pay

structureBaseSalaryGradeExtrapaypossibilitiesNewreferencesalaries

Whybroadbanding?AchangingorganizationalenvironmentHierarchicalstrongstructureTaylorised

CentralizedJobspecificjargonAdhocsolutionsNostrategicconnectionsPeoplearearesourceFlat~networks(Flexibly)integratedDecentralizedCommon(company)languageSystemsolutionsIntegratedcompanystrategyPeoplecreatevalue

FromTowardsWhyadoptbroadbanding?Tode-emphasizestatus,hierarchyandjobsizeToreducepressureforpromotionandre-gradingToaccommodatemoreflexibleworkingpatternsToexplicitlyreducethenumberofgradesinthepaystructuretomatchadelayeredorganizationalstructureToallowandfocusonindividualperformanceandcontributionasadriverforhigherpaywithouttheneedforformalpromotionToaccommodatearangeofmarketpayrequirementsTomovetowardsmoreindividualpaydeterminationRisksanddisadvantagesofbroadbandingRiskof“theskyisthelimit”DriveforpromotiondisappearsStatusdifferencesdisappearLowerpositionedjobsarebeingreferredtohigherreferencesalaries,...benefitsSalarybenchmarkingismoredifficultThemostdocumentednegativeeffectofbroadbandingisadrasticincreaseinsalarycostsPayIncreaseBudgetsGradesandRangesPerformanceManagementLooseningthereignsinonearea...

putsincreasedtensionontheothersThreewaystocontrolpay….ManagingpayinbroadbandsFunctionalProcessDriven121234567891011TimeBasedNetworkReliabilityFlexibilityCustomerTechnology

WorkCultureshouldbeconsideredindesigningagradingstructureFourWorkCultureModelsProcessDrivenFunctionalProcessDrivenNetwork121234567891011Time

BasedAimsApplyspecializedtechnologiesNewapplications-sametechnologyLimitrisksWorkDesignHierarchySpecializedpositionTaskteamPeopleManagementFunctionalexpertiseInternaltraininganddevelopmentPerformanceManagementGoalorientedFunctionalcriteriaRewardsJob-orgrade-basedsalariesManagementincentivesonlyCareer-basedbenefitsYearsofserviceFunctional

WorkCultureFunctionalProcessDrivenNetwork121234567891011Time

BasedRewardsSalariesandincreasesbasedonproficienciesandteamcompetenciesSkill-basedvalue-addedbandsCompetency-basedTeam-basedoutputincentivesCareer-basedbenefitsAimsCustomersatisfactionContinuousimprovementCustomers/individualizedservices/productsWorkDesignCustomerdrivenprocessesWorkteamsRolesPeopleManagementTeam-basedProcessproficienciesandteamcompetenciesPerformanceManagementProcessnotaneventTeam-basedProficienciesandcompetency-basedProcessWorkCultureFunctionalProcessDrivenNetwork121234567891011Time

BasedAimsTemporaryalliancesMarketcreation/penetrationMobilityWorkDesignSituationdeterminedrolesRelationshipsnotstructureVenturedrivenPeopleManagementDevelopmentofpersonallyrelevantproficiencies/competenciesExternalresourcesusedasneededPerformanceManagementBasedonpersonalandpartnershipoutputSuccessoftheoverallventureRewardsSalariesbasedonmarketrateandindividualcontractsNegotiatedandmarketdrivensharingofgainsVentureincentivesTeamdistributionofrewardsNegotiatedbenefitsNetworkWorkCultureFunctionalProcessDrivenNetwork121234567891011Time

BasedRewardsSalariesandincreasesbasedonproficienciesandcompetenciesHigh-leverageincentivesbaseduponprogramsuccessProjectmilestoneincentivesTeam-basedequityCar