Dow Chemical’s Salary Program A Model for the Future道琼斯化学公司的薪酬计划为未来的发展模式.pptVIP

Dow Chemical’s Salary Program: A Model for the Future? Howard Risher Compensation and Benefits Review May-June 2000 By: Stephanie Bridgewater People Success1996 Competency-based human resource tools 4 primary tools: 1. Performance Expectations 2. Employee Development 3. Job Opportunities 4. Compensation Job Slotting Designed to provide internal equity throughout the world Starts with assignment of a job to a job family Then a career development stage Management’s responsibility Generally 2 job levels for each development career stage Job Families Global Leaders: establish the vision and strategy for the future Functional Specialists/Leaders: research, analyze, develop, design, advise, teach, and communicate in their field Administrators: provide advice and consultation within established policies and procedures Technicians: knowledge and application of a para-professional, mechanical, or scientific discipline Employee Development Stages Acquiring- starting career, learning and demonstrating basic, core and functional competencies Applying- apply competencies across projects, have a solid knowledge of specific functional areas Leveraging- leverage capabilities across business units, functions, and geographic areas, skills to guide, train, and coach others Visioning- lead organization in their area of expertise through their vision of the future Stages describe how people are expected to do their work and the contributions expected over time Employee Development “Dow has responsibility to provide the necessary resources and tools for people to develop themselves professionally.” “Dow employees have a responsibility to use the resources and tools in the development of knowledge and skills that will make the company more competitive.” “Leaders have a responsibility to support employee development and to provide ongoing feedback and coaching to their employees.” Market Strategy In defining labor market, focuses on pay levels o