The commonly used job evaluation methods include job reference method, ranking method, classification method, factor comparison method and scoring method. Among them, the classification and arrangement methods belong to qualitative evaluation, while the post reference method, scoring method and factor comparison method belong to quantitative evaluation. In addition, two internationally famous job evaluation methods are briefly introduced here, namely Hay Group's three-factor evaluation method and Mercer's international job evaluation method (IPE).

1. position reference method

position reference method, as its name implies, is to evaluate other positions with positions with existing salary grades. The specific steps are:

① setting up a post evaluation team;

② The evaluation team selected several representative and easy-to-evaluate posts, and there are other ways to evaluate these posts;

③ If an enterprise already has an evaluated position, it can directly select the position whose value is recognized by employees;

④ Make the positions selected in ② and ③ as standard positions;

⑤ The evaluation team classifies other similar posts into these standard posts according to the job responsibilities and qualification requirements of the standard posts;

⑥ set the post values of all posts in each group as the standard post values of this group;

⑦ in each group, according to the work difference between each post and the standard post, adjust the post value of these posts;

⑧ finally determine the post value of all posts.

2. Post arrangement method

Post arrangement method is a specialized organization with qualified personnel, such as post evaluation committee; Make a concise and easy-to-compare job description according to the job investigation data or job description; Determine the evaluation criteria and score each post; Summarize the evaluation results, calculate the average score, and then get the comprehensive relative order of each position. This method is prone to subjective tendency, and the value judgment of appraisers should be improved through training, or the subjective error can be eliminated by repeating the evaluation for three times and averaging.

3. job classification

the classification is somewhat similar to the job reference method, except that there is no standard job for reference. It divides all positions in an enterprise into different categories according to the different requirements of work content, job responsibilities and qualifications, which can generally be divided into management work, transaction work, technical work and marketing work. Then determine the range of post value for each category, and arrange the posts of the same category, so as to determine the different post value of each post.

4. factor comparison method

factor comparison method does not need to care about the job responsibilities and qualifications of specific positions, but abstracts the contents of all positions into several elements. According to the different requirements of each post for these elements, the post value is obtained. A more scientific approach is to abstract the job content into the following five factors: intelligence, skills, physical strength, responsibility and working conditions. The evaluation team first divides each factor into several different grades, and then corresponds different factors and different grades according to the content of the post, and the sum of the grade values is the post value of the post. The steps of factor comparison method are as follows:

① Set up a post evaluation team;

② Determine the factors needed for job evaluation, namely intelligence, skills, physical strength, responsibility and working conditions;

③ select a number of benchmark positions or key positions with broad representation;

④ arrange all kinds of benchmarking posts/positions in turn according to the requirements and importance of each factor to form a benchmarking post/position classification table;

⑤ properly allocate the current wages of various benchmark posts/positions according to the five standards determined above, and prepare the salary table of benchmark posts/positions and the scale table of factor salary distribution;

⑥ compare each post/position except the benchmark post/position item by item with the established benchmark post salary table and factor salary distribution scale table, judge one factor by one, find the most similar corresponding benchmark post, find out the corresponding salary, and then add up the salary of each factor to get the salary of this post/position.

5. factor counting/scoring method

factor counting/scoring method is the most popular job evaluation method at present, and it is used by well-known consulting companies in China, such as Hejun Venture and Peking University Zongheng, to evaluate jobs. After the factor counting/scoring method requires the establishment of an evaluation agency, the factors that affect all positions should be determined first, and these factors should be graded, defined and assigned (scored) to establish evaluation standards. Then, according to the evaluation criteria, all the posts are evaluated and the total points (scores) of each post are summarized. Finally, the post evaluation points are converted into monetary quantity, that is, the post wage rate or wage standard. This method can avoid some subjective randomness, but it is cumbersome to operate.

In the job evaluation method of Peking University, the evaluation factors are divided into four dimensions, namely, responsibility, knowledge and skills, degree of effort and working environment, and each latitude is divided into several factors, with about 39 evaluation factors, and then each post is scored according to the preset standards, and finally the post evaluation results are obtained.

6. Hay Group three-factor evaluation method

Hay three-factor evaluation method is the most widely used job evaluation method in the world. According to statistics, more than 1/3 of the top 511 enterprises in the world have adopted the three-factor evaluation method. It evaluates the value of the post through three aspects, and determines the rank of the post through more correct score calculation. The three elements referred to in the "three-element evaluation method" are shown in the following figure:

Why is it scientific to evaluate a position with these three elements? The evaluation method holds that the reason why a post can exist is that it must bear certain responsibilities, that is, the output of the post. So what can be invested to produce the corresponding output? That is, the knowledge and skills of the personnel in this position. So how do employees with certain "knowledge" achieve output? It is to solve the problems faced in the post, that is, to invest in the production process of "knowledge and ability" and "problem solving" to obtain the final output of "responsibility", as shown in the following figure:

Hayward evaluation method evaluates and scores the evaluated post according to the above three elements and corresponding standards, and obtains the evaluation score of each post, that is, post evaluation score = knowledge and ability score+problem solving score+responsibility score. Among them, the knowledge score, the responsibility assessment score and the final score are absolute points, while the problem-solving assessment score is relative (percentage), and the final score is absolute after adjustment.

When evaluating the different scores of the three main remuneration factors with Hays evaluation method, we must also consider the "shape composition" of each post to determine the weight of this factor, and then calculate the total score of the relative value of each post to complete the post evaluation activities. The so-called "shape" of the post mainly depends on the comparison and distribution of the influence of knowledge and problem-solving ability relative to the post responsibility.

From this point of view, jobs in enterprises can be divided into three types:

① "uphill" type. The responsibility of this position is more important than the ability to know and solve problems. Such as company president, sales manager, cadres in charge of production, etc.

② "flat road" type. Knowledge and problem-solving ability are equally important and equally divided with responsibilities in such positions. Such as accounting, personnel and other functional cadres.

③ "downhill" type. The responsibilities of such posts are not as important as their functions and problem-solving abilities. Such as scientific research and development, market analysis cadres and so on.

Usually, job compensation design experts analyze the shape and composition of various jobs, and assign different weights to the two factors, namely, knowledge and problem-solving ability and responsibility factors, that is, assign a percentage representing their importance to the former two and the latter respectively, and the sum of the two percentages should be exactly 111%.

give a simple example: for example, an enterprise scored 941 points for knowledge, 71% for problem solving and 1114 for responsibility. And the problem-solving ability and responsibility weight of this position are 41% and 61%, then the final evaluation score of this position is 1269.

Of course, Haydn's evaluation method also involves the evaluation criteria and procedures of each factor, as well as the processing of evaluation results and the formation of a company's post grade system, which will not be introduced in detail here.

7. Mercer's international position evaluation method

Position (post) evaluation is a position value measurement tool that is scored by "factor extraction". It is not a new concept. As early as 1971s and 1981s, job evaluation became popular in Europe and America and became the basic tool of internal human resource management. The survey results show that at that time, more than 71% enterprises in the United States used the position evaluation system to help build the position system and serve as the basis for salary payment. However, when the United States gradually shifted the focus of human resource management from "position" to "performance", Mercer Consulting, the world's largest human resource management consulting company headquartered in the United States, never abandoned this tool, but further developed it to make it suitable for global enterprises, especially those in European and Asian countries. In 2111, Mercer Consulting merged with CRG (Corporate Resources Group), another professional human resource management consulting company in the world, and upgraded its evaluation tool to the third edition, becoming the simplest and most applicable evaluation tool on the market at present-International Position Evaluation (IPE), which can not only compare enterprises of different sizes in different industries around the world, but also be suitable for position comparison of various molecular companies in large group enterprises.

This job evaluation system * * * has four factors, 11 latitudes, 114 grades, with a total score of 1225. The evaluation results can be divided into 48 levels. The four factors of this evaluation system are: Impact, Communication, Innovation and Knowledge. This is the result of a lot of scientific refinement and simplification on the basis of the original seven evaluation factors in the second edition of this system. In the * * * research of more than 111 Mercer chief human resources consultants and many senior human resources practitioners in enterprises, it is proved that there are only two factors that are really irrelevant to each other-influence and knowledge. However, in order to reduce the deviation caused by subjective factors in the evaluation process, two other relatively important factors-communication and innovation-are retained.

before evaluating a specific position, we must first determine the size of the enterprise. It is conceivable that an international organization with more than ten thousand people and a small company with twenty or thirty people cannot be compared on the same platform without adjustment. In this special factor, it is necessary to consider the sales volume, number of employees and organization type (manufacturing type, assembly type, sales type or distribution type) of the enterprise to enlarge or reduce the organization scale. For example, a "full-featured" manufacturing enterprise with R&D institutions and sales departments can obtain a multiplier of 21 times of sales, thus greatly enlarging its organizational scale. The multiplier of sales-oriented enterprises is generally 5, while that of distribution-oriented enterprises is generally 4. In addition, the number of employees is also an important scale factor, and the job requirements of managing 511 people and managing 5 people are obviously different. With the adjustment of this factor, Mercer system can put enterprises of different sizes and types on the same comparison platform.