Grading as a method of material motivation of personnel. Grading system as a labor management tool for Uralkali-Remont LLC personnel

To date, the grading system is the best and only justified system for calculating official salaries based on the point-factor method and matrix-mathematical models. The author of this technique is an American scientist Edward Hay. Therefore, it is often jokingly called the “hey salary meter”.

The growing popularity and demand for grading methods is due to the fact that they have stood the test of time.

First, let's define what is what. Grading(from English. grading) - classification, sorting, ordering. Grading is the positioning of positions, that is, their distribution in the hierarchical structure of the enterprise in accordance with the value of this position for the enterprise.

It is very difficult to find such a universal method of remuneration that would take into account the interests of both the employer and the employee. The enterprise always tries to pay taking into account its goals, but just enough so that the employee does not leave, and the latter, in turn, seeks to receive as much as possible. It is the grading system that allows you to “link” wages and business logic, as well as untie the knot of problems associated with staff motivation.

Types of grading systems that are commonly implemented

To date, the following grading systems and their modifications are being introduced into practice, depending on the degree of complexity.

First degree of difficulty- a system of ranking positions according to the degree of complexity. It does not require mathematical calculations and can be implemented by top managers of the company after their preliminary preparation. It has nothing to do with the original version of the grading system. But some consultants are massively implementing it in Russian and Ukrainian small and medium-sized businesses.

Second degree of difficulty- this is Edward Hay's system, which is really based on point factor methods. But it is not original version, and the grading system that American consulting companies modified for the market of the CIS countries. We will present its version (with some simplifications for easier perception) in this publication further. Approximately this option can be implemented in firms with a small staff.

Third and fourth degree of difficulty- these are real original grading systems, which, despite their copywriting protection, have found their way to the markets of Russia and Ukraine. These systems are based not only on the point-factor method, but also on the correct, complex mathematical calculations of weight, step, matrices, profile-guide tables, graphs, and most importantly, on the exact and consistent observance of the stages of the methodology.

These methods are very labor intensive. Their implementation stretches over a period of 6 months to one year and is accompanied by a large amount of workflow and accompanying recommendations. Therefore, an external consultant is indispensable here.

The introduction of this system of remuneration makes the enterprise competitive in the domestic and foreign markets, as the "transparency" of the company for investors increases and, accordingly, capitalization increases.

In addition, by introducing a grading system, an enterprise can position itself as a serious player in the global labor market and attract top managers, as well as highly qualified specialists from all over the world, to work or cooperate.

The grading system evaluates all types of jobs, making it an extremely valuable tool in shaping the pay structure. The criterion for evaluating positions is the level of influence of the position of the position on the company as a whole and the type of impact on the final result.

What is the difference between the tariff system and grades?

Many pay professionals may get the impression that grading is analogous to the tariff system. Undoubtedly, there are similarities. After all, both the pay scale and grades represent a hierarchical structure of positions, where salaries are built on an accrual basis. But there are also significant differences tab. 1).

Table 1. Differences between the tariff system and grades

So, for example, at an enterprise that is engaged in intellectual development, after the managers, the IT staff will be graded as the main earning and profitable, and only then the grade of employees (lawyers, managers, etc.) will be placed.

For which enterprises is the grading system suitable?

First of all, this system is convenient for large and medium-sized enterprises, because, unlike vertical career building, it allows you to build a career horizontally, within your own level. For example, an increase in workers' qualifications and education will affect the level of payment, since the weight of the knowledge factor will increase, and wages will increase, despite the fact that the employee will remain in his position. In addition, on large enterprises there are a large number of positions, which creates many problems. Therefore, in the previously used systems for determining official salaries, it was necessary to formally name positions in order to somehow place them in a hierarchical vertical. This problem is solved by the grading system.

What stages will have to be overcome in order to implement a new system?

The introduction of the grading system at the enterprise takes place in several stages, namely:

1. Preparation working group, the study of methodology.
2. Development of documentation (concept, position and others).
3. Evaluation of positions (questionnaire, interviewing, conversation).
4. Determination of requirements for positions, clarification of factors.
5. Distribution of factors by levels (ranking).
6. Evaluation of each level.
7. Estimation of the weight of the factor.
8. Calculations of the number of points for each position.
9. Distribution of points by grades.
10. Establishment of official salaries and calculation of forks of salaries.
11. Reproduction of the graph and analysis of the results.

Since points 1–3 are preparatory, very voluminous stages in the description, they will not be considered in this publication. It is advisable to have a trained internal expert or external consultant assist in these stages of the implementation of the grading system. This will help you avoid mistakes in the future.

Now let's move on to the main part of building a grading system.

Stage 4. Determination of requirements for positions, clarification of factors

This is one of the most difficult stages, as it requires a selection of key factors for each position. These factors should not only be understood, but also distributed according to levels of complexity. Here it is necessary to take into account the specifics of the enterprise, division, as well as the requirements for the position. For a clear example, we took a virtual company.

First you need to decide on the general criteria for evaluating positions, which can be:

• skills;
• knowledge;
• capabilities;
• value;
• complexity;
• duties, etc.

Often there is a need to separate factors into subfactors, which allows you to reveal more deeply and more diversely and, accordingly, more accurately assess the position.

For a clear example, let's take a virtual company with a total staff of 16 people.

Our virtual company identified the following factors for job evaluation ( tab. 2):

• employee management;
• responsibility;
• independence in work;
• experience;
• contact level;
• the complexity of the work;
• error cost.

Table 2. Key factors for job evaluation

A prerequisite for this stage is the definition of a set of universal factors for evaluating all positions (from a worker to a director), i.e., all company personnel must be evaluated according to one set of evaluation criteria.

Stage 5. Distribution of factors by levels (ranking)

Factors are distributed by difficulty levels. The correctness of the position assessment largely depends on an accurate and understandable description of each level.

Step* between levels must be the same. The number of levels themselves depends on how accurate you want to evaluate. So, our virtual company took six levels of complexity to describe the factors. And named them A, B, C, D, E, F ( tab. 2).

Stage 6. Evaluation of each level

Each level is assigned points depending on the degree of difficulty and manifestation of the level. Since the staff of our conditional company consists of only 16 people, we will not assign high scores to each level, so as not to complicate the calculation methodology. Therefore, in the example above, we have rated the levels as follows:

A - 1 point;
B - 2 points;
C - 3 points;
D - 4 points;
E - 5 points;
F - 6 points.

• use objective procedures scoring positions, as subjective distortions will lead to big problems in the future. After all, the main goal of the grading system is to make sure that the company, on the one hand, can retain its employees by paying them competitive remuneration, and on the other hand, maintains the efficiency of its payroll expenses;
• strive to harmonize all positions and evaluate them according to the same rules;
• the step between levels should be the same.

The result of this stage of the introduction of the grading system was a table with the listed factors and division into levels, with the determination of the number of points on an accrual basis ( tab. 3–5).

Table 3

Job title CEO

Table 4

Job title Director of Human Resources

Table 5

Job title CFO

Stage 7. Estimation of the weight of the factor

Calculations of this stage are carried out depending on the degree of importance of each of the described factors for your company. For our virtual company, we took the significance of the factor on a 5-point scale. When calculating, you need to take into account the degree of importance by increasing points from 1 to 5 ( tab. 3–5).

A prerequisite for this stage is the use of the same calculation rules for each factor during the assessment.

The total score for all other positions is calculated in the same way. So, in our company, the total score for other positions will be as follows:

• cleaner - 10 points;
• worker - 36;
• secretary - 55;
• accountant-economist - 72;
• master - 78;
• analyst-controller - 90;
• lawyer - 100;
• chief engineer - 128;
• supervisor technical department - 134;
• head of personnel department - 145 points.
• head of the HR department - 164;
• chief accountant - 168.

Stage 8. Calculations of the number of points for each position(formulas)

Formulas for calculating the number of points

Stage 9. Distribution of points by grades

Based on the results of the calculations, all positions are lined up in a hierarchical pyramid, depending on the total score received. Then this pyramid must be divided into grades.

Positions are grouped into grades according to the principle of receiving approximately the same number of points, based on the functions performed and depending on the degree of significance of this position for the enterprise. As a result, only positions that are close in terms of the ratings received should get into each grade. After the work done, our company got 9 grades ( tab. 6).

On this stage it will become clear that grades are positions collected in intervals (point and salary) based on certain analogies (similarity in the content of the work performed and the equivalence of positions).

Now we have to “impose” the received points on these grades. For this, a formal static method is used. In our conditional company, the entire set of total scores was divided into 9 intervals (grades). Next, we define the boundaries of the grades. The points were distributed by grades as follows:

• the 9th grade included positions that received a total of 191 to 240 points;
• in the 8th - from 171 to 190 points;
• in the 7th - from 136 to 170 points;
• in the 6th - from 101 to 135 points;
• in the 5th - from 81 to 100 points;
• in the 4th - from 66 to 80 points;
• in the 3rd - from 46 to 65 points;
• in the 2nd - from 26 to 45 points;
• in the 1st - from 8 to 25 points.

We also need to categorize positions. Our virtual company has identified the following divisions and categories of personnel:

Stage 10. Establishment of official salaries and calculation of salary brackets

A prerequisite for this stage is the determination of the size of the official salary based on the results of the calculation of points. It should be carried out according to uniform rules, regardless of position and unit.

To establish the official salary, it is necessary to collect information on the market value different kind works. In this case, it is necessary to take into account:

• internal corporate policy;
• financial position and potential of the company;
• foreign economic policy.

In our case, these will be positions included in the staff of a virtual company with up to 20 employees. If the staff is large, then in each of the grades it is necessary to allocate key positions for which market parameters will be determined and, accordingly, monetary compensation this or a similar post.

We analyze the labor market in order to understand how much they pay on average for a similar position in other enterprises, and based on the data obtained, make an informed decision.

But before entering the collected market data into the table, it is necessary to reconcile them with financial director companies.

The lower limit of the salary fork, that is, the minimum official salary, will correspond to the average level of the market value of the position. But if the financial situation of the company does not allow, then the minimum official salary will be the same as the minimum market.

Then, for each grade, a salary range, the so-called fork, is set. Remember that it is not determined for each position separately, but for the entire grade.

Since the official salary reflects the main value of the workplace, and not the effectiveness of a particular employee, it is possible to "impose" the same range for each grade.

Ranges define the upper and lower levels. The size of the bands depends on the company's perception of how those same bands support career advancement and other organizational values. Therefore, the fork, as a rule, has a constant value. The names of the levels of the fork will be the categories of professional growth ( scheme 1).

Scheme 1. Ranges of the official salary fork

Having thus set the average market salary as the minimum in our company, we automatically raise the authority and competitiveness of the enterprise in the labor market. And a 30 percent salary increase range within a single position is a strong motivating factor.

Attention! The minimum official salary of the lowest (last) grade should not be lower than state norms and guarantees, that is, not lower than the minimum wage established by the state.

Therefore, before implementation final settlements of the grading system, it is necessary to check this official salary for compliance with its Labor Code and the Law “On Remuneration”.

The result of the work is a standard table format with a description of all intra-corporate positions, including the title of positions, their linear affiliation, subordination, grade number, integral indicators of the value of each position, belonging to the grade level, salary bracket ( tab. 6 ).

Now it is clear that the amount of points corresponds to the position in the grade and, accordingly, the amount of salary.

Step 11. Reproduce the graph and analyze the results

Having done all the work and completed all the steps, you can graphically depict the result ( schedule). This schedule will combine all the positions of our conditional company into a single whole, as well as build and fit the resulting hierarchical structure into single system coordinates.

Grade schedule

A prerequisite for plotting a graph is the intersection of pieces of grades. Places of intersection - this is the prospect of professional growth and, accordingly, an increase in salary. Such an intersection proves that a professional worker can get more in his grade than any specialist in a neighboring grade of a higher order.

Based on this graph, various analytical conclusions can be drawn.

This diagram explains the hierarchy of positions according to the content of the work. Each position in this structure defines the requirements for each position, and also allows employees to determine:

• their subordination;
• measure of responsibility;
• the need for development (training).

But the most important thing is that immediately upon receiving the data of the final summary table and transferring them to the graph, it will be possible to determine in which places and in which departments there is a discrepancy in wages.

As an illustrative example, we additionally set virtual points No. 1 and No. 2.

Having carefully analyzed, we can conclude that these points “fall out” of the general corridor for calculating official salaries.

So, for example, point number 1 indicates that the knowledge, powers, and responsibility required by this position are small, and the payment for them is determined to be significant. Accordingly, this position is overestimated on the salary scale and underestimated on the point scale.

Now consider point No. 2. The graph shows that everything here is exactly the opposite. We gave this position great powers, but determined the payment disproportionate to the load. Consequently, this position is overvalued on the point scale and undervalued on the salary scale.

In such cases, these inconsistencies must be reviewed and eliminated by recalculation.

But if all positions fall into the undeformed corridor, which is called the range of effective salary determination, then your calculations were reliable and objective.

The routine work done will surely bring you the long-awaited result.

What is the value of the grading system?

Practice has shown that the grading system has the following advantages:

1. helps to manage the payroll fund (PWF) and makes the payroll system flexible;
2. increases the efficiency of payroll from 10 to 30%;
3. regulates the imbalance of wages in the enterprise. When the principle of payroll becomes transparent, then lazy and useless employees who are accustomed only to knocking out bonuses immediately disappear. At the same time, the base salary of those who actually play is automatically raised. important role for the enterprise;
4. allows, if necessary, to quickly analyze the structure of both official salaries and the permanent part of salaries, as well as track their dynamics;
5. is handy tool to determine the base salary of a new position;
6. allows you to track levels and departments where there are inconsistencies in payroll;
7. allows you to compare your company's payout levels with those of others in the same market segment or within a group;
8. allows you to correlate the average salary of any position in your company with the average market;
9. allows you to eliminate significant inefficiency, as it reveals duplication of functions, inept management line managers by their subordinates;
10. solves the problem of calculating additional payments for work performed according to standards that are lower or higher than official ones;
11. facilitates the process of indexing salaries;
12. allows you to determine how much the company costs a position of any level;
13. is effective way integration of different-sized divisions of the holding into a single structure;
14. optimizes the distribution of labor resources.

The optimal ratio of the fixed and variable parts of salaries after the introduction of the grading system

And now let's talk about the variable part of wages, which has existed for many decades and has proven its necessity over time.

So, after analyzing the salary market, we can conclude that their variable part sometimes reaches 90%. This should not be. If the bonus exceeds the fixed part of the salary, then its importance will be leveled, it will play the role of “patching holes” in the wage system.

This is how the salary structure looks like before the introduction of the grading system ( scheme 2).

Scheme 2

This is how the salary structure should look after the introduction of the grading system ( scheme 3).

Scheme 3

Let's explain why this should be so.

As practice shows, in modern market conditions optimal ratio fixed and variable part of wages should be 60% to 40%. The only ratio is when constant part exceeds the variable, forces workers to fulfill the plan in order to get the most of their earnings. And the second (variable) part will establish the final fairness, since it will include only bonuses that clearly make it clear what the employee received them for (for his contribution to the results of the work of the unit or the whole company).

And all other allowances of the variable part (bonuses, benefits) should disappear. For they are faceless and unfounded. The fewer any additional payments in the variable part, the better worker understands what he must do in order to receive a variable part of the salary.

It is desirable that a new system for calculating the variable part of the salary be introduced in parallel with the grading system. This technique is called KRI (Key Performance Indicators - Key Indicators Efficiency), but it is designed to calculate the efficiency and effectiveness of labor as a percentage.

To date, the grading system and KRI- it's two best systems payroll calculations. In a pair, they completely unify the calculation of both components of the salary (fixed and variable). But until your company has a unified system for accruing a variable part, it is necessary to bring to the attention of each employee that the bonus is given not just for the performance of functional duties, but for quality and quantity.

In order for an employee to learn the conditions under which bonuses are accrued, there should be no more than three of them:

1. the minimum and average bonuses are awarded for the contribution to the results of the work of the unit, as well as for the quality and quantity of fulfillment and overfulfillment of obligations (plans);
2. maximum bonus - for contribution to the results of the company's work and for individual records to super-class specialists;
3. a special bonus, which is charged for rationalization proposals, the implementation of which brought the company a profit after the fact. Let's say an employee came up with a plan to improve the sales system or reduce the cost of some technical costs, developed a brand or the new kind products (which others did not think of) - the authorities should encourage this in monetary terms and in proportion to the effect of the result of the project implementation.

All Western companies work according to this scheme. In order for both the fixed and variable parts of the salary to be unified according to a single principle and brought into line, so that there is no need to manual mode to formally determine to whom what percentage of the bonus should be charged, they introduced the system mentioned above in parallel with the grading system KPI to evaluate labor based on the results of fulfilling obligations.

Table 6. Table of job evaluation grades Download (.pdf 1.1 Mb)
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* Size (distance) between the previous and next level of difficulty. It is expressed as a mathematical value, usually defined as a percentage or in numbers. In the induced example, we took the simplest, but evenly increasing step - 1, 2, 3, 4, 5, 6 points.

Question about employee motivation existed from the very beginning of the development of capitalist relations. And each time, scientists economists, adjusting to the requirements of society and the existing situation, found various methods of motivating staff.

In our country, there are long-outdated rules for calculating wages and bonuses everywhere. New positions, specialties have appeared, and the question of charging them decent pay arises very often.

In this regard, more and more attention begins to be removed new system , which is called grading.

Grading- This is a method of personnel motivation, which is based on the assessment of an employee in terms of the value of his position for the enterprise. Based on the data obtained through analysis, wage, which takes into account many points, ranging from the strong-willed qualities of the employee himself, ending with his direct contributions to the development of the company.

Grading system is the process of ranking all positions in terms of their importance to the company. Thus, not a vertical hierarchical structure is formed, but a horizontal one, in which a simple welder can receive a higher salary than his foreman. Within the same position, you can improve your skills, grow and get more pay.

Grading system- it's completely new approach, which has already managed to appeal to many modern firms seeking to maintain a competitive position in the market.

Types of grading systems

Popular in our country three types of grading systems:

1. The first level of difficulty. This is a fairly easy method based on the definition of several job ranks (from 5 to 10). Through a meeting, managers distribute all the existing positions in the company into groups and accrue their own salary level for each of them. Method fit small firms with a staff of up to 100 people.
2. The second level of difficulty was developed by American scientists and adapted specifically for the CIS countries. To implement it, you need to evaluate and set points for each of the positions, and only then rank and set the level of wages.
3. The third stage of complexity is an incredibly deep and laborious method, which can take several months to implement. But large companies cannot do without it.

The difference between grades and the tariff system

Many companies are slowly phasing out the tariff system. They think it's outdated. methods that do not evaluate either the professional skills of the employee or his value to the company as a whole. So, in the tariff system, payroll will depend on knowledge, experience, and the tariff scale adopted back in the days of the Soviet Union.

In order to make an objective gradation, it is necessary to develop a system of evaluating factors. The more there are, the better the indicators will be, but the more difficult it will be to analyze. The most commonly used criteria are:

• the need to manage staff;
• public relations;
• risks;
• responsibility;
• qualification level;
• quantity and complexity of work, etc.

In the tariff system, all positions are arranged in a vertical hierarchy: from a worker to a manager. This structure is based on the tariff scale. And if the worker is entitled to one salary, taking into account various coefficients, then his immediate supervisor will have a higher salary only because he takes the highest position. In the grading system everything is different.

The hierarchy is built horizontally. So a labor protection specialist, a lawyer, a personnel officer can be in the same grade and receive their own salary level. And a worker, due to his professionalism and personal qualities, can have a higher salary than an accountant, who is higher up the ladder in the pay scale.

All positions in the grading system are evaluated according to point scale The higher the score, the greater the value of the employee to the company.

Which companies should introduce grades?

First of all, large and medium-sized companies should pay attention to such a system. If a firm has many employees, complex structure and many divisions, then grading will help to equally divide salaries. Among those who successfully use this approach, one can see Gazprom, Rusal, Rosatom, RusHydro, Aeroflot and others.

Small firms with a small staff of up to 50 people should not choose this method, because the costs of its implementation may be greater than the expected results from its results.

The procedure for developing a grading system

The introduction of a new methodology in the enterprise is very laborious process.

Before you start to change, you need to clearly analyze the situation in the team, and set yourself specific tasks and goals.

But now let's take a closer look at how the ranking and gradation of positions takes place.

Stage 1

Identification of key factors

In order to be able to evaluate, it is necessary to determine what criteria will be fundamental. They may be 5-6 , and maybe much more, it all depends on the size of the company. In order not to complicate the task, consider an example with several criteria:

1. Whether it is necessary to manage subordinates, and in what quantity.
2. Does the position have responsibility for the financial result of the company.
3. To what extent an employee can make decisions independently.
4. Is experience required for the position?
5. What qualifications should an employee have to be able to take this position.
6. Are there external Relations.

Stage 2

This step is designed to highlight sub-items for each factor:

Stage 3

Now each position needs to be assigned points. Since we have 6 letters in each category, we will give marks from 1 to 6.

Evaluation of positions should be carried out as objectively as possible. Companies often outsource consulting firms to solve this problem.

Stage 4

At this stage, we must evaluate each position by scoring points. Another important point is the value of each criterion for this position. This point must be taken into account and added to the assessment. Points for it are set on a five-point scale

Let's start with chief accountant:

The overall score for this position is 91

Let's evaluate the work division director:

The overall score for this position is 155

All positions are evaluated in the same way. As an example, we use the following data:

• cleaner - 10;
• working locksmith - 37;
• secretary - 65;
• master - 75;
• lawyer - 115;
• labor protection engineer - 100;
• marketer - 70.

Stage 5

Grades should be distributed according to the results obtained. If the enterprise is large, they make a gradation about 10 groups. But this is optional. The approximate distribution is as follows:

• 1st grade - from 8 to 25 points;
• 2nd grade - from 26 to 40 points;
• 3rd grade - from 41 to 65 points;
• 4th grade - from 66 to 85 points;
• 5th grade - from 86 to 100 points;
• 6th grade - from 101 to 125 points;
• 7th grade - from 126 to 160 points;
• 8th grade - from 161 to 180 points;
• 9th grade - from 181 to 190 points;
• 10th grade - from 200 points and above.

Stage 6

Only after passing through all the previous stages can we talk about the procedure for the formation of wages, which consists of two main parts.

First – stable - is calculated by summing up the official salary and allowances guaranteed by law.

Second part consists of various awards of a personal and corporate nature.

Advantages and disadvantages

The main benefits of grading include:

• Effective reward scheme.
• Improved organizational structure.
• Transparent payroll system.
• Grading helps to form a personnel development strategy.
• Reduces staff turnover.
• Contributes to the professional growth of employees.
• Thanks to grades, such a phenomenon as “burnout” of employees disappears, when one person has been in the same position for many years, and loses initiative and qualifications.
• The system helps to determine the relationship between the position of an employee and his value to the company, so a person understands his importance and works better.

However, there are significant drawbacks that cannot be ignored:

• First of all, this high level expenses for the development, implementation and maintenance of the system.
• If the company does not have personnel who can conduct a qualified analysis, then it is necessary to attract experts from outside, and these are additional costs.
• Sometimes it is very difficult to conduct an objective assessment of a position. After all, it is required to take into account not 5-6 factors, but sometimes several dozen.
• The system needs to be constantly changed and improved. If an employee moves from one position to another, which is in a different grade, this will create new problems.

We invite you to watch a summary video on how to build a grading system algorithm.

Thus, the grading system, on the one hand, is a modern and good way increasing staff motivation, and on the other hand, it is a laborious and expensive method, the implementation of which requires a lot of resources.

One of the important issues in the organization of wages is the formation of a close relationship between the results of work and remuneration, while the interests of employees regarding the compensation package, especially social benefits, should be taken into account. Formation procedure skill groups and the development of interqualification ratios creates the foundation for the implementation of the entire compensatory policy of enterprises. practical tool grading system, which makes it possible to evaluate positions and jobs and, on their basis, form qualification groups.

An important issue in the organization of wages is to ensure objective differentiation, the development of a competitive and transparent compensation policy, the creation of a close relationship between the results of work and remuneration, taking into account the interests employees regarding the structure of the compensation package, especially social benefits.

To ensure objective differentiation of the main (basic) part of wages, the procedure for the formation of qualification groups and the development of inter-qualification ratios are essential, which, in turn, is the foundation, the basis for developing the entire compensation policy of enterprises, organizations, institutions (hereinafter referred to as the enterprise).

The formation of qualification groups in the past - before the period of market transformations - was an integral element of the tariff system. Qualification groups (categories) were determined on the basis of unified tariff-qualification reference books. At many domestic enterprises, this practice has been preserved to this day, although in most cases it does not meet the needs of the business, strategic goals enterprise, does not take into account the specifics of its activities and, most importantly, does not perform a motivational function, negatively affecting the competitiveness of the compensation policy.

It is necessary to find out: why the formation of qualification groups on the basis of only the billing of works in most cases does not correspond to modern requirements? Within the limits of the traditional tariff approach, one or another position belongs to the corresponding categories of the tariff scale and salary scheme based on the qualification characteristics of the professions of employees. They are contained in the relevant editions of the Directory of Qualification Characteristics of Occupations of Workers (hereinafter referred to as SKHP). In Ukraine, work on the development of the qualification characteristics of the professions of workers continues, individual issues of the SKHP are only planned for publication, therefore, in the current National Classifier of Ukraine DK 003:2010 "Classifier of Occupations" (hereinafter - KP) there are no references to individual issues of the SKHP. The compensation policy of the enterprise should be developed and, if necessary, improved today.

Operating qualification characteristics are typical, they do not take into account the specifics of the organization, its size, the number of management levels, the relationship with external environment and, above all, the value of positions.

The Code of Practice provides for the creation of derived job titles from the basic ones while maintaining the code of the basic professions, which will be reflected in the list of tasks and duties for these professions, powers and responsibilities (this applies to the positions of managers and their deputies or assistants), including the value of positions . In addition, globalization processes, innovation trends, development management technologies predetermine the emergence of not only new types of work that are not provided for by standard qualification characteristics certain professions, but also new professions and positions, which in practice appear before the corresponding changes and additions are made to the CP and issues of the SKHP.

Based on the requirements contained in the qualification characteristics, it is possible to form only enlarged groups according to the criteria "complexity of work" and "level of qualification". In this regard, the formation of qualification groups and the development of inter-qualification ratios regarding remuneration can be carried out based on the results of the evaluation of positions and jobs (hereinafter referred to as positions)1.

A practical tool that makes it possible to evaluate positions in the organization and, on their basis, form qualification groups, is the grading system.

The terms "grading", "grading" come from the English word "grading", which translates as classification, sorting, ordering.

The grading procedure provides for the evaluation of positions, their distribution according to their importance to the organization.

The introduction of a grading system for assessing positions and remuneration makes it possible to solve the following tasks:

determining the relative value of existing positions in terms of enterprise strategy;

optimization of the wage system;

assessment of employees regarding their compliance with the positions they occupy;

creation of additional conditions for career development etc.

Some scientists and practitioners argue that the tariff approach to building a permanent part of wages and the grading system are diametrically opposed tools. In our opinion, they are not mutually exclusive.

Firstly, one of the elements of the tariff system is the qualification characteristics of the professions of workers, in which their tasks and duties are fixed; requirements for special knowledge, qualifications, specialization, examples of work are given, etc. When hiring or appointing to a position, enterprises must necessarily adhere to qualification requirements(to the level of education and work experience) provided for by the relevant issues of the SKHP. These provisions are also taken into account in the grade system of remuneration.

Secondly, in the construction of the tariff system of remuneration, in particular, the "fork" principle is used. It is this principle of establishing official salaries that was introduced in the grading system.

The stages of developing a grading system for evaluating positions and remuneration are shown in figure.

Rice. Stages of developing a grading system for evaluating positions and remuneration

Stage I. Description of posts

Positions are described based on the results of the analysis of work. Various methods of work analysis are used (interviewing, questioning, observation, etc.).

The interview can be carried out on the following issues:

• What are your job responsibilities?
• What are you responsible for?
• Where is your workplace located?
• What equipment do you use?
• What are the requirements for your level of education, training, skills for this position?
• What results are you responsible for?
• Are you planning certain types activities?
• Do you complete any paperwork?
• Does your work require contacts with employees of structural units, representatives of other organizations, individuals?
• What instructions and regulations regulate your work?
• Do you supervise other people's work?
• How often are you supervised?
• How are the results of your work evaluated?
• In what conditions do you work?
• What physical, emotional and intellectual load does your job require?
• Are you responsible for the safety of other people?

Questioning is a method of obtaining information from employees in writing. Its use makes it possible to obtain information from a large group of people. When developing a questionnaire, it is necessary to clearly and clearly formulate the question. It should be simple in meaning, not contain too many technical expressions. It is also recommended to provide clarification on how the results of the survey will be used.

Workflow monitoring is used primarily in cases where the employee's work consists of repetitive actions, and his tasks are short in duration.

Note. The workflow monitoring method cannot be used for labor processes that provide for mental activities, for example, for the work of an economist, technologist, lawyer, etc.

Based on the results of the job analysis, job descriptions are compiled, which may contain the following data:

• general information (position title; date of preparation of the position description; title structural unit; the title of the position of the immediate supervisor, etc.);
• duties and responsibilities;
• relationships with other employees and external organizations (accountable; controls; interacts; external relations, etc.);
• powers;
• performance standards;
• working conditions;
• personal qualities, character traits, skills and educational level necessary for the performance of work.

Stage II. Determining the value of positions

In practice, various methods are used to determine the value (importance) of positions in an enterprise, which can be combined into two groups: non-analytical and analytical methods.

Non-analytical methods include methods of ranking, classification, paired comparisons.

According to the ranking method, a specially created expert commission, consisting, as a rule, of heads of various levels of management and experienced professionals and specialists, distributes positions according to their importance to the enterprise. The method is based solely on subjective assessment, so the ratings received from experts may differ significantly, which will complicate the process of their comparison. Statistical methods can be used to process evaluation results.

The classification method provides for grouping positions according to certain characteristics: the category of personnel (managers, professionals, specialists, technical employees, workers), the level of management (heads of higher, middle and lower level), qualification category(leading, first or second category, no category), etc. The assignment of positions within each group to one or another grade is carried out on the basis of subjective assessments of experts. The classification method can be used as an auxiliary along with the ranking method.

The paired comparison method involves comparing positions in pairs with each other. To do this, you need to create a table of possible pairs of positions. A more important (valuable, significant) position in a pair must be indicated using the signs "+" and "-". If the positions are of equal importance, the sign "=" is put in the corresponding cells. After that, it is necessary to determine the amount of "+" for each position (table 1). It is easier for an expert to single out a more important (valuable, significant) position out of two (in a pair) than among the entire set of positions. However, the use of this method becomes more difficult as the number of posts increases.

Tab. 1. Matrix of pairwise comparisons of positions

Among the analytical methods, the factorial method and the scoring method stand out.

Within the factorial method, there are several approaches to determining the significance of positions. The first approach involves the determination of statistically stable relationships between a large number of features based on factor analysis. This approach is labor-intensive, which is why it is used by large research and consulting companies. The second approach is simpler for practical use and provides for the choice of compensatory factors that are significant for the enterprise. Compensatory factors are developed with the involvement of the leaders of the enterprise, since only taking into account their opinion, it is possible to formulate (or choose from the proposed set) factors that should influence the salaries provided for the relevant positions in the organization.

The factor method is used in combination with the scoring method, which makes it possible to quantify the significance of positions by a number of factors and compare them with each other. This approach to determining the significance of positions is called the factor-point evaluation of positions. Let us consider in more detail the technology for developing job evaluation factors and the rating scale.

Definition of job evaluation factors

To order positions according to their intra-organizational value, it is necessary to develop evaluation factors. Factors should take into account the specifics of the enterprise, be easy to understand and the same for all positions.

The methodology of the American consulting company "Hay Group" (Hay Group) provides for three groups of factors: knowledge and skills (know how); problem solving; accountability. Each factor includes several sub-factors. For example, the factor "knowledge and skills" includes professional, managerial knowledge and the level of communication. Each subfactor has a different number of rating levels. When developing job evaluation factors, the author of the technique, Edward Hay, proceeded from the fact that any labor activity has three stages: input, process and output (result), respectively, and the method of evaluating positions should take this into account. The input integrates the knowledge and skills necessary to perform the work in this position, the process is characterized by the ability to solve a problem that, as a result, i.e. at the output, affects the scope of responsibility.

Methodology international company"Watson Wyatt" (Watson Wyatt) provides for the definition of the category to which the positions belong. Within the respective category, positions are evaluated on the following factors:

A- professional knowledge(functional knowledge);

B - business knowledge (business expertise);

C - level of leadership (leadership);

D - problem solving;

E - the nature of the impact on the business (nature of impact);

F - area of ​​influence on business (area of ​​impact);

G - communication skills (interpersonal skills).

Each factor has three levels of assessment: factor A - levels A1, A2 and A3; factor B - levels B1, B2 and B3, etc.

The Kodak job evaluation methodology includes four groups of factors:

knowledge requirements;

responsibility (accountability);

working conditions;

relationships with others.

At domestic enterprises, the following factors are used to evaluate positions with various options for combining them:

• employee management;
• responsibility;
• independence in work;
• working conditions;
• experience;
• level of special knowledge (qualification);
• level of contacts (communication skills);
• complexity and novelty of tasks;
• error cost, etc.

In order to define clear evaluation criteria, descriptive levels of evaluation of positions by factors should be developed. The number of grade levels can vary. At the same time, it must be remembered that too few levels reduce the accuracy and, accordingly, the validity of the results of evaluating positions. When too in large numbers levels, the procedure for their description becomes more complicated and the boundaries between estimates are blurred. Each factor can have a different number of levels, which is often observed in practice. However, to ensure a single (unified) assessment approach, it is recommended to use an equal number of descriptive levels for all factors.

The descriptive levels for the employee management factor are as follows:

• no subordinates;
• no direct subordinates, periodically coordinates the work of other employees within the assigned task;
• coordination of actions of the working group (2-3 persons);
• managing a group of subordinates to perform tasks on a regular basis;
• department management: setting goals, control, stimulation; both vertical and horizontal interaction is needed;
• management of a group of units; predominantly vertical power interactions.

Each level of assessment must be assigned a certain number of points. In practice, various options for constructing rating scales are used. The simplest approach to building a scale:

first level - 0 points;

the second level — 1 point;

third level - 2 points;

fourth level - 3 points;

fifth level - 4 points, etc.

Some Western companies use a scale with signs "+" and "-": -3; -2; -1; 0; +1; +2; +3 etc.

Establishing the weight (significance) of factors

In practice, various methods are used to determine the weight of factors. Weighting should be carried out by a group of experts, which may include specialists who develop this system, managers various levels management, leading professionals and specialists. The simplest in practical use is the scoring method. Experts should evaluate the importance of factors according to the proposed scale (Appendix).

gave all factors the same rating;

operated with only two evaluations in the evaluation;

gave scores that differ by two or more points from the scores of other experts.

The weighting of each factor is determined by the sum of points given by the experts for each factor. The total scores can be "weighed" and the weighting coefficients can be determined using the formula:

where is the sum of points scored by the -th factor; n is the number of factors.

Establishing the weight of factors can be carried out by distributing a certain amount of points (usually 100 or 1000 points) between the factors, taking into account their significance (Table 2).

Tab. 2. Weight coefficients of assessment factors, %

The established weighting coefficients can be taken as the maximum number of points for the relevant factors, then the points assigned to each level of assessment will be weighted. When evaluating positions, the points given by factors should not be multiplied by weighting coefficients (Table 3).

Tab. 3. Point scale for evaluating positions, score

After selecting the evaluation factors and determining their weight, it is necessary to evaluate all positions by key factors.

The results of evaluating individual positions for an enterprise publishing newspapers and magazines are shown in Table 4.

Tab. 4. Results of job evaluation, score

Stage I. Grading

Depending on the number of points scored (according to the factor-point method) or the established ranks (according to non-analytical methods), positions can be arranged hierarchically. After that, they must be combined (grouped) into qualification groups (grades).

A grade is a range of “grades” (points) or job ranks in which they are considered equal and equal to the enterprise and, accordingly, have the same pay range. Thus, each grade has its own payment range. Each range can be divided into categories with the corresponding interqualification ratios (tariff coefficients or official salaries).

The range can be built in the form of a "fork". The “fork” approach has become widespread in practice, therefore it is precisely this approach that is taken as the basis for establishing interqualification ratios (official salaries) for each grade (stage V).

Grades can be formed in a variety of ways. Under the conditions of using non-analytical methods, grades are formed on the basis of the ranks established for positions. The ranks are divided into ranges based on the subjective understanding by managers and specialists developing wage systems of the grouping of positions acceptable for this enterprise (Table 5).

Tab. 5. Formation of grades according to established ranks

When using the factor-point method the main task, which needs to be solved to combine positions into grades, is to determine the ranges (intervals) of grades (points) in each grade.

If the range of grades for the 4th grade is 61-80 points, then the 4th grade will include the positions (see Table 4) of the head of the layout and design department (64 points), the head of the journalism department (71), the head of the advertising department (72 ), Chief Accountant (72), Deputy Editor-in-Chief (76), and Head of Marketing and Subscriptions (76).

There are several approaches to setting grade ranges. Here are two of them:

1. Determination of grade ranges by dividing the entire set of points into equal intervals.

In the example we have considered (see Table 4), the minimum score is 9, the maximum is 100. If we want to combine all positions into five grades, then the 1st grade will include positions with less than 20 points, the 2nd - from 21 up to 40, 3rd - 41-60, 4th - 61-80, 5th - over 81 points.

The advantage of the approach is its simplicity. The main drawback is that positions belonging to the same category (professional group) can be included in different grades, although the ratings they receive are quite close. So, according to the ranges established by us, the position of a correspondent, estimated at 40 points (see Table 4), will enter the 2nd grade, the position of a journalist (42 points) - in the 3rd. This also applies to the position of PR and Press Officer, rated 39 points, and the position of Market Expansion Techniques Specialist (42 points).

2. Determination of grade ranges based on the grouping of positions belonging to the same category (professional group) and having minor differences in points.

IN practical application this approach is more complex, but it is inherent in the flexibility in building ranges, rationality and logic.

What is meant by the characteristic "minor differences in scores"? For example, in the methodology of the Hay Group consulting company, a 15 percent difference in scores (points) is considered “almost imperceptible” according to the Weber-Fechner law, which states that there is a “threshold of sensation” value, exceeding which makes the difference noticeable. Therefore, if the difference between the assessments of positions and the assessment of the standard position for this group is no more than 15%, then the positions can be considered equivalent (equivalent) and attributed to the same grade.

Grades formed according to the second approach, based on the results of job evaluation (points), can be placed in the following way:

Stage V. Establishment of interqualification ratios (official salaries) for each grade

After the formation of grades, it is necessary to set ranges for determining the basic (basic) salary for the positions included in each grade.

When establishing a “fork” of salaries for each grade, enterprises are often guided by market salaries. Various approaches are used for this:

the lower value of the official salary is at the level of the average market value, the upper value exceeds it, for example, by 30%;

the average value of the official salary is at the level of the average market value, the maximum one exceeds it by 15-30%, the minimum one is below the average by 15-30%, etc.

Indeed, in order to develop a competitive compensation policy, it is necessary to take into account the market values ​​of wages and official salaries of specialists of the relevant professional groups. But no less important is the provision of objective inter-job ratios of official salaries. Orientation only to the market values ​​of wages can lead to a violation of internal justice in the establishment of official salaries. In this case, the value of the position will be determined solely by the labor market situation without taking into account the internal needs of the enterprise, its specifics, which can lead to workers feeling unfair in wages with all possible consequences.

In this regard, when developing a “fork” of official salaries, it is necessary to take into account both external (market values ​​of salaries and official salaries of specialists of the relevant professional groups) and internal factors (the value of the respective positions, financial opportunities, etc.).

Ranges can be formed in two ways:

1) establish for each grade a "fork" of official salaries;
2) determine the intervals of interqualification ratios (coefficients). These coefficients show how many times the official salaries of the corresponding grade are higher than the minimum wage determined at the enterprise2.

The intervals of coefficients established by the second method are translated into the “fork” of official salaries by multiplying the minimum and maximum coefficients in the “fork” by the minimum wage established at the enterprise.

Although in practice the first method is more common when introducing a grading system for assessing positions and remuneration, in our opinion, the second method is better from a methodological point of view. It makes it possible to more accurately take into account the needs of the enterprise in the differentiation of wages, to respond more quickly to changes in the labor market, in labor law(raising the level of the minimum wage), the financial capabilities of the enterprise, etc.

The main characteristics of the ranges:

the ratio between the average coefficient of the lowest grade and the average coefficient of the highest grade;

type of growth of average coefficients in the range;

range width - the difference between the maximum and minimum coefficients in the range;

overlap in range.

Let us consider in more detail these characteristics and the main aspects that you need to pay attention to when developing ranges.

The first characteristic is the ratio between the average coefficient of the lowest and the average coefficient of the highest grades. The solution to this issue comes down to determining: how many times the official salaries (it should be noted that we are talking about official salaries, and not about the entire salary, especially the compensation package) of top managers should be higher than the salaries of workers performing the simplest work.

If a certain ratio is small, for example 1:2, 1:3, this leads to “equalization” and, accordingly, the remuneration system will not take into account the difference in complexity, responsibility, working conditions, etc. of positions that belong to different grades. In this case, all work on evaluating positions to determine their value in the organization, ensuring objective wage differentiation, and strengthening the motivation of the remuneration system will be nullified.

On the other hand, a large ratio (1:10 or more) will lead to social injustice, a decrease in motivation, an increase in the turnover of employees of lower grades, a decrease in the interest of senior managers in the results of the enterprise's activities and the receipt of bonuses and bonuses, since they will have high guaranteed job salaries.

Depending on the financial opportunities enterprises, the specifics of activities, the number of personnel, the number of hierarchical levels of management and, accordingly, the number of qualification groups (grades), such a ratio can be from 1:4 to 1:8.

The second characteristic is the type of growth of average coefficients in the range. There are several options for increasing average values:

the first option is a constant absolute and regressive relative growth of the average values ​​in the range. It is the easiest to build;

the second option is a progressive absolute and relative growth of average values;

the third option is a progressive absolute and relative growth of average values. For all other levels of conditions, the third option is economically convenient, since the coefficients in the grades that include the largest number of employees (3rd, 4th grades) are the lowest compared to other options;

the fourth option is the regressive absolute and relative growth of the average values ​​in the range.

The third characteristic is the range width - the difference between the maximum and minimum coefficients in the range. The range width depends on the first two characteristics. The greater the ratio between the average coefficient of the lowest grade and the average coefficient of the highest grade, the greater the width of the range for all other levels of conditions (type of growth of average coefficients in the range, overlap in the range).

Different skill groups (grades) can have the same or different range widths. With constant absolute and regressive relative growth of average values ​​in the range (the first option), the width of the range will be the same for all grades. For all other options, the width of the ranges will be different.

Note. When constructing ranges, it is advisable to take into account the need to stimulate individual results and achievements of employees of certain categories and professions (positions). If there is a need for this, then the range for the corresponding qualification group (grade) should be wider.

Flexibility in the construction of interqualification ratios (Table 6), the ability to maneuver coefficients (their changes) within the range established for a particular group (grade), create additional features to build career growth for employees under conditions of limited opportunities promotion In the organisation.

Tab. 6. An example of building interqualification ratios

The fourth characteristic is range overlap. The use of cross building ranges creates additional opportunities for motivating employees of lower qualification groups (grades), stimulating them to achieve new levels. Under such conditions, a competent and experienced employee, whose position belongs to the lowest grade, can receive a higher official salary than an employee who has just come to work at the enterprise to a position included in the highest grade.

When constructing ranges, the lower value of the qualification coefficients Kmin in a grade can be kept at the level of the average value of Kavg. of the previous grade to (not at the level of) the maximum value of Kmax of the previous grade. In the given example (see Table 6), Kmin of the 2nd grade can be set in the range of 1.4≤Kmin>1.8 (defined at the level of 1.6), Kmin of the 3rd grade - in the range of 2.0≤ Kmin>2.4 (determined at level 2.2), etc.

According to Table 6, the ratio between the average coefficient of the lowest grade and the average coefficient of the highest grade is 1.4:4.4, the minimum is 1.0:4.0, and the maximum is 1.8:4.8. Type of growth of average coefficients in the range: constant absolute and regressive relative. Range width: the difference between the maximum and minimum coefficients in the range for all grades is 0.8. Overlap in ranges: the difference between the maximum coefficient of the previous grade and the minimum of the next grade for all grades is 0.2.

The developed version of the construction of interqualification ratios (coefficients) can be taken as a basis and adapted to the specific needs of the enterprise. In particular, in the above example of the formation of grades based on the results of job evaluation for an enterprise publishing newspapers and magazines, the largest number of employees belong to the 3rd and 4th grades. Most of the positions in these grades directly affect the final result. The competitiveness of publications depends on the productivity, quality and efficiency of the work of employees. The publishing industry has limited career opportunities. Therefore, in order to better take into account individual needs, personal achievements of employees, it is advisable for the 3rd and 4th grades to increase the width of the range. An adapted version of the construction of interqualification ratios under the conditions of maintaining the ratio between the average coefficients of the lowest and highest grades (1.4:4.4) is shown in Table 7.

Tab. 7. An adapted version of the construction of interqualification ratios

In this variant, there is a mixed type of growth of average coefficients in the range: up to the 3rd - 4th grade - progressive, starting from the 4th - regressive. Absolute growth up to the 4th grade is 0.4; 0.6; 0.8, relative growth up to the 3rd grade - 22.2; 25.0 is a progressive type, i.e. with an increase in grade, absolute and relative growth increases. Starting from the 4th grade, the absolute growth is 0.8; 0.7; 0.5, relative growth - 25.0; 17.9; 11.4 - regressive type, i.e. with an increase in grade, absolute and relative growth decreases. Averages are increasing, but growth rates are decreasing. The width of the range ranges from 0.8 (1st, 2nd and 6th grades) to 1.2 (3rd, 4th grades). The overlap in ranges for all grades is 0.4.

When an employee is appointed to a position, he is assigned the minimum official salary of the grade to which the corresponding position belongs.

Note. Some enterprises for the period of probation when hiring set employees official salaries below the minimum. This practice is unacceptable.

Individual qualification coefficients of employees may be reviewed. Taking into account the personal achievements of employees, the results and length of service of their work at the enterprise, these coefficients can both increase and decrease, but within the range of the corresponding qualification group. A change in the qualification coefficient will affect, accordingly, the size of the official salary. The enterprise should develop clear rules for increasing and decreasing qualification coefficients, which are introduced to all employees.

The developed intervals of coefficients are translated into a "fork" of official salaries by multiplying the minimum and maximum coefficients in the "fork" by the minimum wage established at the enterprise. For example, the minimum wage (actual salary) at the enterprise is set at UAH 950, then the ranges (“fork”) of official salaries will be as indicated in Table 8.

Tab. 8. An example of establishing salary ranges, UAH.

The established ranges ("forks") of salaries must be compared with the average market salaries. If, as a result of the comparison, the average market values ​​of official salaries for individual positions are higher than provided for by the established “fork” of the corresponding grade, several methods can be used to ensure that the official salaries of some positions correspond to the market value.

Firstly, reevaluate the position. If the position was underestimated, it must be attributed to the highest grade.

Secondly, reconsider interqualification ratios:

change the ratio between the average coefficient of the lowest grade and the average coefficient of the highest grade. At the same time, it must be remembered that a change in the ratios can lead to a significant increase in the wage fund for official salaries;

to strengthen the progression of the coefficients of the relevant qualification groups (grades), which will cause a change in the width of the ranges ("forks");

increase overlap in ranges.

Third, expand the interval ("fork") of only the corresponding grade, i.e., raise the maximum salary.

Fourth raise the minimum wage. This may lead to an increase in the wage fund for official salaries.

Fifth, to introduce personal allowances for certain professional groups (positions) to maintain the established inter-qualification ratios.

These measures are necessary to reduce staff turnover among certain professional groups due to the low competitiveness of the company's compensation policy.

The final procedure of this stage is the comparison of the actual official salaries of the employees of the enterprise with the "plugs" of official salaries established for the corresponding grade. Based on the comparison, it is necessary to adjust official salaries: raise them for those positions whose salaries are lower than those provided for by the “fork”. As for salaries above the upper limit of the "fork", they should in no case be reduced. These positions should also be revalued or temporary allowances introduced. Gradually, salaries should level out as the minimum official salary increases.

Stage V. Implementation of the grading system

At the stage of introducing the grading system, it is important to inform the employees of the enterprise about changes in official salaries. The main provisions on the remuneration system should be reflected in the relevant internal documents (collective agreement, regulation on remuneration, etc.). Information about the grading system can be posted on the company's website.
______________
1 The job evaluation procedure is similar to the job evaluation procedure.
2 This method is typical for the tariff approach to the development of a permanent part of wages.

Staff grading is a process that determines the value of each position. It is compiled taking into account the current state of the company and its development strategy. According to the most optimistic forecasts, the introduction of graders, even in a large company, will take at least several months. The system will be fully operational no earlier than in a year. This has to be taken into account when introducing grouping in work with personnel, already at the stage of initiation to it, the regime will require tremendous efforts.

How to conduct staff grading?

Familiarization with such a system raises a logical question about its effectiveness in motivating employees. Grading in itself will already require a huge concentration of effort and resources. We have to draw up a universal scale for evaluating positions based on in-depth analysis. All unique features in the work of the organization will have to be taken into account when building a regime for distinguishing positions. Any company, especially a large one, needs automated system incentives for staff based on performance calculations. staff grading as modern way staff motivation allows you to simplify management as much as possible.

The sequence of actions when switching to the grading mode:

• Selection of understandable general criteria for evaluating employees with their subsequent awareness for motivation in work.
• Setting the gradation of levels in accordance with the criteria assigned to each of the levels of assessment in points.
• Assigning a certain grade in points to each grade
• Calculation of the grade step with a reward for moving to a new level.
• Member training expert commission in accordance with the established criteria and rating scale.
• You will also have to notify the staff and management at all levels about the introduction of grading in the local act.

The most common mistake in the procedure for introducing an evaluation and motivational system of grouping is to carry out large-scale actions immediately, without test approbation. It is not desirable, but mandatory to test the grading mode on individual sectors. To begin with, it should be implemented in some of the departments. And only then, after analyzing all the errors, distribute the regime throughout the organization on the principles of maximum efficiency.

Types of personnel grading system

In the abundance of grading systems, it is worth mentioning the most effective and common of them. You also need to understand about such selection criteria as simplicity and accessibility. Far from every company, management personnel can master one or another system of graders, even in a light format. Not to mention the fact that the implementation itself should not be done on its own at all.

Among the most common grading systems in terms of difficulty, four are worth mentioning:

• The first degree of complexity comes down to ranking the duties of employees by complexity. In this case, no difficult calculations are required. In such a system, a full-time top manager will cope with the introduction of grading.
• The mode of the second level of complexity is based on branched calculations and the compilation of a factor-point gradation. Leading consulting companies consider such grading simplified especially for Eastern Europe.
• The third and fourth types of grading, following the example of the original grading mode, require calculations when creating point-factor evaluation criteria. In this approach, the motivation of employees will require more complex calculations.

Pros and cons of the grading system

Among the advantages it is necessary to note:

• Adequate remuneration with bonuses and social package;
• Effective personnel management in the organization;
• Good prospects in the development of employees;
• Personnel at any work site receive an objective evaluation of the work.
• Opportunity to observe real indicators by the level of income of a person in a position in relation to the indicators of its effectiveness.
• High motivation among employees;
• Transparent career prospects.

There are fewer disadvantages, but they also have to be reckoned with in work:

• Large time and resource costs are already at the stage of calculations and implementation, followed by labor-intensive maintenance of the grader system;
• Difficulties with the movement of employees from position to position - vertically (increase) and horizontally;
• With an erroneous development of criteria for evaluating the effectiveness of personnel, grading will lead to the opposite result - inefficient work.

Differences of the tariff system from grades

In contrast to the tariff incentives, grading is more closely tied to the performance of an employee in the context of the activities of the entire organization. The staff receives a transparent evaluation of their activities.
In addition to competence and professionalism in their position, a person can also count on initiative, dedication and general activity. If these qualities turn into real indicators, grading provides for a reward. Tariff system works differently and closes only on professional qualities.

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In the 40s of the 20th century, the founder of a consulting company, Edward Hay, developed and presented a unique grading system. Since then this method has established itself as the most effective way to assess and motivate the work of employees.

In the USSR, this system was first introduced in 1984, but in foreign company DHL. Today, more and more medium and large companies introduce this system into your work.

Modern methods of staff motivation - grading

Translated from English, the word grading literally means the ordering of processes by the method of their classification, systematization.

The grading method developed by Edward Hay allows you to structure positions hierarchically and enter point system evaluation of personnel performance. The grading method is good because it satisfies the interests of both the employer and the employee.

The employer pays for completed tasks according to the degree to which they reflect on the profitability of the enterprise and make a significant contribution to its activities. Grading allows employees to steadily develop and increase their salary as a result of improving their personal ore and increasing their contribution to the company's activities. The grading method allows you to motivate those employees who seek to develop and save on those who do not want to work hard. This approach increases staff motivation.

What strategic tasks does personnel grading solve?

By using modern system grading organization can solve the following strategic tasks:

• Crisis management. During a crisis, companies usually cut staff, which saves money. Grading allows you to build the correct hierarchy, save on efficient workers and motivate to improve labor efficiency. The redistribution of pay increases the efficiency not only of specific employees, but also of the company as a whole;
• Equality of opportunity. The grading method provides tools for development. It presupposes not only a vertical improvement in one's position, and, accordingly, in one's financial position, but also a horizontal one;
• Transparency and visibility. It is easy for employees within the company to determine the degree of personal and other people's effectiveness. Often the company encourages the full participation of employees in the evaluation of criteria and results.

In addition to the tasks listed above, personnel grading allows you to create and implement modern methods and clear company rules.

How to conduct staff grading?

Edward Hay developed the classic grading system, consisting of 32 ranks. Today, other methods are used. Some of them are more simplified, others, on the contrary, are more voluminous than the classical model.

To implement the grading method, you must:

• Involve specialists for the formation of the procedure. Often, consulting companies are engaged in the construction of technology, with which contracts are concluded;
• Preparation of documentation;
• Evaluation of the work of personnel at this level of work;
• Identification of the specifics of the main requirements of the company;
• Section of identified resources by areas and levels;
• Counting the number required assessments for a specific position;
• Evaluation by grades;
• Coordination of salaries and rates;
• Analysis of the received elements.

Upon completion, the result is consolidated in the form of graphs and documents.

Stages of staff grading

The main task of the personnel grading system is to determine the range of points for each position.

Stages of the grading system:

• Preparation for the event;
• Description of the positions introduced at the enterprise;
• Definition of grades;
• Establishment of wage system rates for employees, specialists and managers of various levels.

Harmonization of the results obtained makes it possible to bring the work of the organization to a single direction.

Personnel grading system - an example

For example, let's evaluate the employees of the organization according to the following system:

• The presence of subordinates;
• Degree of responsibility;
• Independence of work;
• Experience;
• Available qualifications;
• The complexity of the work performed;
• The cost of a mistake.

Each level is scored on a scale from 1 to 6. Different positions are assigned their own score ranges.

For the lowest indicator of the ranges, a salary is established. For each additional point, a certain amount is added, called a fork.

The results of labor are summed up and paid within the terms established by the organization. Depending on which category the presented position belongs to, the employee receives additional bonuses and bonuses for achieving certain results.