netrashetty
Netra Shetty
Paramount Pictures is an American film production and distribution company, located at 5555 Melrose Avenue in Hollywood. Founded in 1912 and currently owned by media conglomerate Viacom, it is America's oldest existing film studio; it is also the last major film studio still headquartered in the Hollywood district of Los Angeles. Paramount is consistently ranked as one of the top-grossing movie studios
The Commonwealth has changed from a traditional hierarchical
classification system with a graded salary plan to a compensation-based system
with broad Roles and expanded pay bands. In contrast to the former system
where positions were assigned to narrowly defined classes, the Compensation
Management System assigns positions to broad Roles within a defined Career
Group. To illustrate the difference, a Role may encompass several former job
classes that were assigned to a number of different pay grades in the
classification system. Because Roles encompass a wider scope and levels of
duties and responsibilities, the process of evaluating jobs should be clearer and
less complex.
Broader Roles also significantly reduce reliance on the reallocation
process. The former reallocation process will not be the major means of
providing salary increases to employees. In the Compensation Management
System, an employee may progress through the broadly defined Role based on
assigned duties and responsibilities, the acquisition of new skills and abilities
and performance. New pay practices will allow employees to be financially
recognized for assuming additional duties and responsibilities and applying new
skills and abilities.
Job Evaluation is the process by which jobs within an organization are
compared with one another to determine their relative value. There are several
methods of job evaluation. The most prevalent methods include whole job
ranking, position classification, market pricing, factor comparison and point
factor analysis. All of these evaluation methodologies are based on one or a
combination of the following two approaches: (1) an analysis of the job as a
whole or (2) an analysis of the job’s individual components.
Most evaluation methods compare jobs in the organization to one
another and a few compare jobs against a set scale. After a review of the
various job evaluation methodologies, the Compensation Management System
will retain a modified version of the position classification method or whole
1
job evaluation approach. This non-quantitative whole job approach
determines the relative value of positions by comparing them with Career
Group Descriptions as well as with other positions.
COMPENSABLE FACTORS
Human resource professionals or line managers should be able to assign
positions to the appropriate Career Groups by comparing the overall duties
and responsibilities listed in the Employee Work Profile to the Concept of
Work outlined in the Career Group Description. The compensable factors
will be used primarily to determine the appropriate Role to which a position
should be allocated within a Career Group. Definitions of the three
compensable factors are as follows:
Complexity of Work
This factor describes the nature of work in terms of resources (e.g.,
machines, manuals, guidelines and forms) used or encountered and the
processes applied. This factor takes into account the number and variety of
variables considered, the depth and breath of activity and the originality
exercised.
• Difficulty - the relative character of the work process and the
corresponding, thinking, analysis and judgment required of the employee
while doing the work.
• Scope and Range of Assignments – the breadth and variety of the
employee’s assignments.
• Knowledge, Skills and Abilities – the level of information, experience and
qualifications needed by the employee in order to perform the assigned
duties.
• Nature of Contacts – the extent of the employee’s human interactions
within and/or outside the organization in terms of both frequency and the
depth of information exchanged.
Results
This factor describes the work outcomes and the range and impact of
effects, such as the benefit or harm to citizens, the gain or loss of resources and
the goodwill created.
2
• Impact – the range of people, things, and organizations directly affected by
the employee.
• Effect of Services – the extent to which decisions and work products made
by the employee affect the level of service, quality of work, welfare of
constituents, the organization’s image and cost of operations.
• Consequence of Error – the potential costs of the employee’s mistakes in
terms of financial and human costs, efficiency, morale, physical maintenance
and image.
Accountability
This factor describes the employee’s responsibility or authority exercised
in terms of guidance given to fellow workers, independence and autonomy of
functioning and finality of decisions made.
• Leadership – the level of control the employee has over resources such as
people, functions, facilities and budget.
• Judgment and Decision-making – the types and kinds of decisions made
by the employee and the finality of these decisions and actions taken.
• Independence of Action – latitude or freedom of action exercised by the
employee.
JOB EVALUATION
Job evaluation is the process of determining the appropriate Career
Group and Role to which a position is assigned. The job evaluation process
has four steps:
Selecting the Occupational Family: The first step is to determine the
appropriate Occupational Family by reviewing the vocational
characteristics (the nature and type of work performed) outlined in the
Employee Work Profile.
Comparing and Selecting the Career Group: The second step is to
compare the Concept of Work capsule that describes the array of work
performed in the various Career Group Descriptions to the
Employee Work Profile in order to determine the appropriate Career
Group.
3
Comparing and Selecting a Role within a Career Group: The third
step is to evaluate and compare the Work Description (position
objective; purpose of position; knowledge, skills, abilities and
competencies; education, experience, certification and licensure; core
responsibilities and special assignments) outlined in the Employee
Work Profile to the various Role Descriptions and the factor
matrices to determine the appropriate Role.
Comparing to other positions within a Role to ensure consistency:
The final step is to confirm the assignment of the position to the Role
by checking to make sure that it is consistent with other positions
assigned to the same Role.
The Commonwealth has changed from a traditional hierarchical
classification system with a graded salary plan to a compensation-based system
with broad Roles and expanded pay bands. In contrast to the former system
where positions were assigned to narrowly defined classes, the Compensation
Management System assigns positions to broad Roles within a defined Career
Group. To illustrate the difference, a Role may encompass several former job
classes that were assigned to a number of different pay grades in the
classification system. Because Roles encompass a wider scope and levels of
duties and responsibilities, the process of evaluating jobs should be clearer and
less complex.
Broader Roles also significantly reduce reliance on the reallocation
process. The former reallocation process will not be the major means of
providing salary increases to employees. In the Compensation Management
System, an employee may progress through the broadly defined Role based on
assigned duties and responsibilities, the acquisition of new skills and abilities
and performance. New pay practices will allow employees to be financially
recognized for assuming additional duties and responsibilities and applying new
skills and abilities.
Job Evaluation is the process by which jobs within an organization are
compared with one another to determine their relative value. There are several
methods of job evaluation. The most prevalent methods include whole job
ranking, position classification, market pricing, factor comparison and point
factor analysis. All of these evaluation methodologies are based on one or a
combination of the following two approaches: (1) an analysis of the job as a
whole or (2) an analysis of the job’s individual components.
Most evaluation methods compare jobs in the organization to one
another and a few compare jobs against a set scale. After a review of the
various job evaluation methodologies, the Compensation Management System
will retain a modified version of the position classification method or whole
1
job evaluation approach. This non-quantitative whole job approach
determines the relative value of positions by comparing them with Career
Group Descriptions as well as with other positions.
COMPENSABLE FACTORS
Human resource professionals or line managers should be able to assign
positions to the appropriate Career Groups by comparing the overall duties
and responsibilities listed in the Employee Work Profile to the Concept of
Work outlined in the Career Group Description. The compensable factors
will be used primarily to determine the appropriate Role to which a position
should be allocated within a Career Group. Definitions of the three
compensable factors are as follows:
Complexity of Work
This factor describes the nature of work in terms of resources (e.g.,
machines, manuals, guidelines and forms) used or encountered and the
processes applied. This factor takes into account the number and variety of
variables considered, the depth and breath of activity and the originality
exercised.
• Difficulty - the relative character of the work process and the
corresponding, thinking, analysis and judgment required of the employee
while doing the work.
• Scope and Range of Assignments – the breadth and variety of the
employee’s assignments.
• Knowledge, Skills and Abilities – the level of information, experience and
qualifications needed by the employee in order to perform the assigned
duties.
• Nature of Contacts – the extent of the employee’s human interactions
within and/or outside the organization in terms of both frequency and the
depth of information exchanged.
Results
This factor describes the work outcomes and the range and impact of
effects, such as the benefit or harm to citizens, the gain or loss of resources and
the goodwill created.
2
• Impact – the range of people, things, and organizations directly affected by
the employee.
• Effect of Services – the extent to which decisions and work products made
by the employee affect the level of service, quality of work, welfare of
constituents, the organization’s image and cost of operations.
• Consequence of Error – the potential costs of the employee’s mistakes in
terms of financial and human costs, efficiency, morale, physical maintenance
and image.
Accountability
This factor describes the employee’s responsibility or authority exercised
in terms of guidance given to fellow workers, independence and autonomy of
functioning and finality of decisions made.
• Leadership – the level of control the employee has over resources such as
people, functions, facilities and budget.
• Judgment and Decision-making – the types and kinds of decisions made
by the employee and the finality of these decisions and actions taken.
• Independence of Action – latitude or freedom of action exercised by the
employee.
JOB EVALUATION
Job evaluation is the process of determining the appropriate Career
Group and Role to which a position is assigned. The job evaluation process
has four steps:
Selecting the Occupational Family: The first step is to determine the
appropriate Occupational Family by reviewing the vocational
characteristics (the nature and type of work performed) outlined in the
Employee Work Profile.
Comparing and Selecting the Career Group: The second step is to
compare the Concept of Work capsule that describes the array of work
performed in the various Career Group Descriptions to the
Employee Work Profile in order to determine the appropriate Career
Group.
3
Comparing and Selecting a Role within a Career Group: The third
step is to evaluate and compare the Work Description (position
objective; purpose of position; knowledge, skills, abilities and
competencies; education, experience, certification and licensure; core
responsibilities and special assignments) outlined in the Employee
Work Profile to the various Role Descriptions and the factor
matrices to determine the appropriate Role.
Comparing to other positions within a Role to ensure consistency:
The final step is to confirm the assignment of the position to the Role
by checking to make sure that it is consistent with other positions
assigned to the same Role.
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