Aon Hewitt Job Evaluation Methodology
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019 1 Session Date Topic / Outline Kickoff | Building a Fit for Consulting • Consulting / Career Path • Entrance Criteria 1 Feb 5 • Your Fit Assessment / Spark / Career Goals • Gaps for Advanced Degree/Non-MBA Candidates • Building Business Acumen and Case Skils WE ARE HERE Aligning Fit to Consulting FIrms • Industry Overview • Consulting Firm Landscape - Firms, Specialties | Big vs. Boutique WE ARE HERE Feb 19 • Approach to Firm Research 2 • Assessing and Aligning Your FIT • Networking as Research • Case Interview Preview Get the Interview • Resume Deep Dive Summer program 3 Mar 5 • Cover Letter Deep Dirve • Networking and Importance/Integration application dates are posted! Applications <<1-1 Resume Reviews! Noon-5pm>> due March-April. Get the Offer: Part 1 • Case Interview Practice Methods 4 Mar 19 • Experience Interview - Overview • Building Your Story Matrix • Creating SOAR Outlines Get the Offer: Part 2 • Resume Walkthrough Case Workshop Apr 2 • Common Questions April 28 | 10am-6pm 5 • Challenging Questions $50 • Wrap-up/Next Steps 2 TO ACCESS SESSION MATERIALS AND RESOURCES GO TO www.archcareerpartners.com/uchicagogcc-2019 3 AGENDA CCO Session 2| Aligning Your Fit Context Fit Activities u Consulting industry u Approach to firm u Networking as overview research research u Consulting firm u Assessing/aligning u Case interview landscape your fit preview 4 Context 5 The rise of the “knowledge” profession James O. McKinsey Management Consulting 6 Establishing -
Managing for Productivity in the Hospitality Industry © Robert Christie Mill
Managing for Productivity in the Hospitality Industry © Robert Christie Mill This work is licensed under a Creative Commons-ShareAlike 4.0 International License Contents About the author ............................................................................................................1 Robert Christie Mill ..................................................................................................................1 Preface .............................................................................................................................2 Why should we be concerned about productivity and what can we do about it?............2 How do we hire productive employees? ...............................................................................3 How can workplaces and jobs be designed to maximize employee productivity? .........3 How can employees be motivated to be productive? ..........................................................4 Chapter 1 Defining productivity ...................................................................................7 1.1 The challenges of productivity ..........................................................................................7 Impact on the hospitality industry .................................................................................7 Life cycle of the hospitality industry ..............................................................................7 Nature of the industry .....................................................................................................8 -
The State of HR Transformation
About Aon Aon Hewitt Aon plc (NYSE:AON) is the leading global provider of risk management, insurance and reinsurance brokerage, and human resources solutions and outsourcing services. Through its more than 66,000 colleagues worldwide, Aon unites to empower results for clients in over 120 countries via innovative and effective risk and people solutions and through industry-leading global resources and technical expertise. Aon has been named repeatedly as the world’s best broker, best insurance intermediary, The State of best reinsurance intermediary, best captives manager, and best employee benefits consulting firm by multiple industry sources. Visit aon.com for more information on Aon and aon.com/ manchesterunited to learn about Aon’s global HR Transformation partnership with Manchester United. 2017 Insights © Aon plc 2017. All rights reserved. The information contained herein and the statements expressed are of a general nature and are not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information and use sources we consider reliable, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate profes- sional advice after a thorough examination of the particular situation. Risk. Reinsurance. Human Resources. Risk. Reinsurance. Human Resources. Businesses are experiencing breakthroughs faster than ever. Life cycles for innovation are shortening. 4. HR Technology—Sky-high expectations, yet to b. Across APAC: The Nature of Work evolves and revolves around the ability to learn and adapt at the speed of creation. -
Top Companies for Leaders 2011 Study Insights and Best Practices Asia Pacifi C
Consulting Talent & Rewards Top Companies for Leaders 2011 Study Insights and Best Practices Asia Pacifi c Aon Hewitt I Consulting 1 About Aon Hewitt's Top Companies for Leaders (TCFL) study is one of the the Study most comprehensive studies on organizational leadership practices around the globe. 478 organizations participated in the 2011 global study. Our fi rst study results, published in 2002, uncovered a link between fi nancial success and great leadership practices and identifi ed differentiating elements found only in Top Companies. We conducted this study again in 2003, 2005, 2007 and 2009. The data derived from these fi ve studies provided the foundation for our 2011 study which we believe to be the most comprehensive global study available on leadership to date. Aon Hewitt conducted the 2007, 2009 and 2011 Top Companies for Leaders studies in partnership with FORTUNE and The RBL Group. 2 Top Companies For Leaders 2011 Study Executive Organizations that have great leadership practices demonstrate strong fi nancial results over the long term. Leadership is the single most valuable competitive advantage today. While it helps in gaining an Summary edge over competition, it proves to be even more valuable as economies go through ups and downs. It was within this economic context that Aon Hewitt and its study partners - The RBL Group and FORTUNE - undertook the 2011 Top Companies for Leaders study. Globally, 478 companies participated in the research of which 152 companies were from Asia Pacifi c (APAC). A comprehensive evaluation process comprising of a scan of leadership practices and policies of organizations, in-depth interviews with HR leaders, CEOs and senior leaders, and fi nally blind judging from the shortlist, culminated in the Global Top Companies for Leaders. -
Top 50 Management and Strategy Consulting
Customized for: Kirsten ([email protected]) VAULT GUIDE TO THE TOP 50 MANAGEMENT AND STRATEGY CONSULTING 2012 EDITION Sponsored by: Customized for: Kirsten ([email protected]) Customized for: Kirsten ([email protected]) Customized for: Kirsten ([email protected]) THE MEDIA’S WATCHING VAULT! HERE’S A SAMPLING OF OUR COVERAGE. “For those hoping to climb the ladder of success, [Vault’s] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make forOF excellent THE starting points for job hunters and should be purchasedBEST by academic libraries for their career sections [and] university career centers.” – Library Journal REST Vault Guide to the Top 50 Accounting Firms “The granddaddy of worker sites.” – US News & World Report “A killer app.” – The New York Times One of Forbes’ 33 “Favorite Sites.” – Forbes “To get the unvarnished scoop, check out Vault.” – SmartMoney Magazine “Vault has a wealth of information about major employers and job-searching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today ® Customized for: Kirsten ([email protected]) VAULT GUIDE TO THE TOP 50 MANAGEMENT AND STRATEGY CONSULTING FIRMS PHILIP STOTT AND THE STAFF AT VAULT ® Customized for: Kirsten ([email protected]) Copyright © 2012 by Vault.com, Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability of the information contained within and disclaims all warranties. -
Job Evaluation Guidelines
Job Evaluation Guidelines All rights, including translation into other languages, reserved. No part of this publication may be reproduced in print, by photostatic means or in any other manner, or stored in a retrieval system, or transmitted in any form, or sold without the express written permission of the International Council of Nurses. Short excerpts (under 300 words) may be reproduced without authorisation, on condition that the source is indicated. Copyright © 2010 by ICN - International Council of Nurses, 3, place Jean-Marteau, CH-1201 Geneva (Switzerland) ISBN: 978-92-95094-16-1 Printing: 2 Table of Contents Introduction 5 Definition and Importance of Job Evaluation 7 Steps in the Job Evaluation Process 8 Avoiding gender bias 9 Job Evaluation Methods 10 Ranking method 10 Classification method 11 Factor comparison method 12 Point-rating method 13 Definition of Remuneration Factors for Nursing 16 Equal Remuneration and Job Evaluation 18 International Classification of Nursing 19 Taxonomy for Job Evaluation 20 National Nurses Association Role in Job Evaluation 21 Conclusion 23 References 24 Appendices Appendix I: Job Evaluation Questionnaire 25 Appendix II: Job Description for Nurses 32 Appendix III: Factors Definition 34 3 4 Introduction "Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has." — Margaret Mead Nurses have a right to practice in an environment that is conducive to quality care; to expect competitive wages/benefits and to work in a family-friendly environment that promotes the occupational safety and health of its employees. …The work of nursing personnel and its importance for the life, personal safety and health of persons in their care demands measures that encourage and promote the full development and implementation of negotiating mechanisms between employers, nurses and their representatives. -
Block 1: the Foundations and Challenges of Hrm
FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 BLOCK 1: THE FOUNDATIONS AND CHALLENGES OF HRM Uttarakhand Open University 1 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure: 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who manage 1.3.2. People at work 1.3.3. Definitions of Human Resource Management 1.3.4. Management of Men is a challenging job 1.3.5. Features of Human Resource Management 1.4 Role of Human Resource Management 1.5 Importance of Human Resource Management 1.6 Challenges of Human Resource Management 1.7 Summary 1.8 Glossary 1.9 Answer to check your progress/Possible Answers to SAQ 1.10 References/Bibliography 1.11 Terminal Questions 1.1. INTRODUCTION As one author has rightly said 1+1 makes an organization, i.e., where there are two or more persons there is in effect and organization. Some individuals prefer to work independently in isolated circumstances. But the vast majority of all work in today’s environment takes place within the context of a structured organization- a grouping of individuals into a unified and common effort. To look after the various functions set for the organization adequate resources in men and materials have to be arranged by individuals who serve as managers or supervisors within organizations. Thus there emerged the term ‘Human Resource Management’. Uttarakhand Open University 2 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 1.2. OBJECTIVE After reading this unit, you will be able to understand: Concept of HRM The role and importance of HRM The challenges of HRM 1.3. -
1 Fairregistration Organization Name
FairRegistration Organization Name FairRegistration Majors @hand Corporation Computer Science 21CT, Inc. Computer Science Allegro Development Computer Science, Mathematics, Mathematics-Computing Amazon Computer Science American Airlines Computer Science Andreessen Horowitz Computer Science Aon Hewitt Mathematics/Actuarial Sciences Apex Clearing Computer Science, Mathematics, Physics, Statistics Apple Computer Science Applied Research Laboratories (ARL) Computer Science, Mathematics, Physics ARM, Inc. Computer Science Ascend Performance Materials Chemistry AT&T Computer Science, Mathematics, Physics, Statistics athenahealth Biochemistry, Computer Science, HIT Manager & Exchange Specialist Certificate, Mathematics, Physics, Public Health, Statistics Bally Technologies Computer Science Bazaarvoice Computer Science Blackbaud Computer Science Bloomberg L.P Computer Science, Mathematics, Physics, Statistics Blue Cross Blue Shield of Texas Mathematics, Mathematics/Actuarial Sciences, Statistics, Mathematics-Computing Box All Majors Buck Consultants All Majors Calxeda, Inc. Computer Science Capital One Computer Science, Mathematics, Mathematics/Actuarial Sciences, Statistics, Elements of Computing Certificate, Physics-Computing, Mathematics-Computing, Biology-Computational CAPSHER Technology Computer Science Central Intelligence Agency (CIA) Chemistry, Computer Science, Mathematics, Mathematics/Actuarial Sciences, Statistics CGG Computer Science, Mathematics, Physics CGI Computer Science, Mathematics chaione All Majors Charles Schwab Computer -
Job Evaluation, Motion and Time Study, and Wage Incentives
"LI B R.ARY OF THE U N 1 VERS ITY Of ILLINOIS 331.1 v\o. \- 2,5 V.53 ' m4 : Editorial Note This University of Illinois Bulletin is one of three to be published by the Institute of Labor and Industrial Relations on Industrial Engineering topics. The topics are Job Evaluation, Motion and Time Study, and Wage Incentives. These Bulletins are not intended to "promote" the use of these techniques, but to aid managements and unions which have decided to adopt them. The Institute of Labor and Industrial Relations was established at the University of Illinois in 1946 to "inquire faithfully, honestly, and im- partially into labor-management problems of all types, and secure the facts which will lay the foundation for future progress in the whole field of labor relations." The Bulletin series is designed to carry out these aims by presenting information and ideas on subjects of interest to persons active in the field of labor-management relations. These Bulletins are nontechnical, for general and popular use. Additional copies of this Bulletin and others listed on the inside back cover are available for distribution. Milton Berber Acting Director Donald E. Hoyt Editor I.L.I.R. Publications, Bulletin Series, Vol. 5, No. 3 UNIVERSITY OF ILLINOIS BULLETIN Volume 49, Number 36; January, 1952. Published seven times each month by the University of Illinois. Entered as second-class matter December 11, 1912, at the post office at Urbana, Illinois, under the Act of August 24, 1912. Office of Publication, 358 Administration Building, Urbana, Illinois. JOB EVALUATION by L. -
Employee Engagement List
EMPLOYEE ENGAGEMENT: Research & White Papers 2012 Trends in Global Employee Engagement, Aon Hewitt (2012) A Caterpillar Dealer Unearths Employee Engagement, Gallup Business Journal, October 12, 2006 Building Excitement for Opening Day: A Case Study on New Employee Engagement at Harrah’s Entertainment, Aon Hewitt (2010) The Chemistry of Enthusiam: How engaged employees create loyal customers, Bain & Company (2012) Driving Performance and Retention Through Employee Engagement: A Quantitative Analysis of Effective Engagement Strategies, Corporate Leadership Council (2004) Executive Summary Employee Engagement Report: 2011, BlessingWhite (2011) Employee Engagement Report: Research Update 2013, BlessingWhite (2013) Employee Engagement: Maximizing Organizational Performance, Right Management (2009) Employee Engagement: The Key to Realizing Competitive Advantage, Develop Dimensions International (2005) Employee Engagement: The Psychology Behind Individual Behaviours, P&MM Employee Engagement and Commitment: A guide to understanding, measuring and increasing engagement in your organization, SHRM Foundation (2006) Last updated March 2016 www.DeltaVstrategies.com Engage for Success 2012: The Evidence (November 2012) Engagement at Work: Its Effect on Performance Continues in Tough Economic Times - Key Findings from Gallup’s Q12 Meta-Analysis of 1.4 Million Employees, Gallup (2013) Engaging for Success: enhancing performance through employee engagement (2009) “Evidence Case Study: Norfolk and Norwich University Hospital Trust (Serco International)” -
Members Canadian Healthcare Management Inc
Canadian Health Information Management Ericsson Canada Inc. Association Ernst & Young LLP Members Canadian Healthcare Management Inc. eSentire, Inc. Canadian Imperial Bank of Commerce 11th Dimension Consulting Inc. ESRI Canada Canadian Light Source A Hundred Answers EWA-Canada Ltd. Canadian MedicAlert Foundation ABELDent Inc. Export Development Canada Canadian Pharmacists Association ABELSoft Corporation Facebook Canada Accenture Inc. Canadian Wireless Telecommunications Association Fresco Microchip Inc. ACT Canada Canadiana.org Fujitsu Canada, Inc. Adobe Systems Canada CANARIE Inc. Fujitsu Consulting (Canada) Inc. Advanced Micro Devices Carefx Gandy Associates Aerotek ULC CatMedis Healthcare Inc. Gardiner Roberts LLP Agfa Healthcare CCICT & Convergent Strategies GE Healthcare Aird & Berlis LLP CDW Canada GeNUIT Inc. Alberta ICT Industry Association Celestica Inc. GoldCare Algorithmics Incorporated Centennial College Google Canada Allan Wilson and Associates Cerner Corporation Grant Thornton LLP, Technology Risk Alleyne Inc. Management Certicom Corp. Allscripts GRCSI (Governance Risk Compliance CFN Consultants Security International) Alphaglobal - IT Inc. CGI Group Inc. GS1 Canada Alphinat Inc. ChristieStatDev GSI Consulting Services Inc. Aon Hewitt Ciena Corporation Hawk Technologies Apple Canada Inc. Cientis Technologies Health Information Strategies Inc. Aprilage Inc. CIO Summit Healthtech Consultants Arun Malhotra & Associates Cisco Systems Canada Co. Association quebecoise des technologies Hewlett-Packard (Canada) Co. (AQT/QTA) Clarkson Group Inc. (The) High Performance Computing Virtual Lab Atos Inc. CMC Microsystems (HPCVL) Autodesk Canada Communitech HInext Inc. Autonomy, an HP Company Compugen Inc. HRG Healthcare Resource Group Inc. Avanade Canada Inc. Computer Sciences Canada Inc. htx.ca - The Health Technology Exchange Avaya Canada Contingent Workforce Solutions Inc. Humber Institute of Technology and Advanced Learning Avigna Systems Corporate Microsystems Inc. IBM Canada Ltd. -
[email protected] 011 39585050
Gain leaders’ trust to sharpen the human capital agenda Navigate across contexts to create Understand business imperatives, tangible impact connect people initiatives Learners empowered through bespoke projects last year Flagship certificate courses for HR Journeys covering professionals HR across roles and career stages Bespoke HR capability journeys for organizations Alumni Course refer someone recommendation for a course score HR Professionals empowered to impact business outcomes Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings Registration What gets measured then? What gets measured now? • Employee satisfaction: rational response • Employee engagement: rational and • How things are emotional response • Measures of morale • Core areas and what makes your business stronger and weaker in each • Current state • Current state and gap to future desired state Insights gained then.. Insights gained now.. • Poor information on where to act • Identifies drivers that influence • Not able to assess impact of change Engagement the most • Not linked to business results • Estimates impact and determines future action priorities • De–valued HR approach to business leaders • Delivers focused, measurable and targeted action plan to business leaders Engagement Are we creating the environment where the right people want to be? Alignment Do we have the right people doing the Attract & Acquire Embed employer brand in talent marketplace right things to reach our goals? Align & Focus Drive strategic traction with an engaged