The implementation of a grading system in an organization consists of several stages. Let's consider them in as much detail as possible, since each stage plays a key role in the successful implementation of grading.
Stage 1. Determining requirements for positions, clarifying factors
This step is associated why do vietnamese use zalo? with the greatest difficulties, as it involves determining the most significant factors for each position. These points must not only be clearly identified, but also arranged in order of increasing complexity. In this case, it is necessary to take into account the characteristics of a specific enterprise and department, the qualities necessary to perform the work. To make it easier to understand, let's consider grading using the example of a hypothetical company.
Stages of development and implementation of the grading system
First of all, standard criteria for evaluating positions are indicated, such as:
skills;
knowledge;
capabilities;
value;
complexity;
duties, etc.
In many cases, it is necessary to divide them into subfactors. This will allow you to characterize the position in more detail, and therefore give a more accurate assessment.
Let's assume that the company in question has a staff of only 16 employees. The following factors were identified to evaluate the positions in our example:
employee management;
responsibility;
independence of activity;
experience;
level of specialized knowledge (qualification);
degree of contacts;
complexity of work;
the price of error.
Factor levels Level Description
Factor 1. Employee Management
A There is not a single employee under my command.
B There are no employees under direct management; from time to time it is necessary to coordinate the activities of the team in order to fulfill the plan
C A group of 2-3 people is coordinated
D It is necessary to manage a team of employees in carrying out current work
E The division is managed and its activities are monitored, as well as interaction with other units of the enterprise.
F There are several departments under his command; orders are mainly given from the top down
Factor 2. Responsibility
A Responsibility is limited to job responsibilities; you do not need to be responsible for the financial results of your work
B It is necessary to guarantee the results of activities carried out under the supervision of the immediate supervisor.
C Must be responsible for the financial performance of all actions carried out within the scope of job responsibilities
D Decisions are made and then agreed upon with management, on which the cost result of the team or division’s activities depends
E It is necessary to be fully responsible for the financial performance of the department, for inventory items and expenses within the allocated amount
F Responsibility concerns the monetary and other results of the activities of several units of the enterprise at once
Factor 3. Independence in work
A There is no need to make any decisions at your own discretion, you should be guided by certain rules within your competence, control is exercised from above
B Typical tasks are solved in agreement with the manager; in difficult situations, the decision is made by the management
C It is necessary to independently plan and organize work in accordance with the tasks set, propose your own solutions, the final choice is made by the management
D Only the most important goals are outlined; you must determine at your own discretion how to achieve them in accordance with company policy.
E All actions are actually carried out without outside control; you must set priorities and tasks yourself, guided by internal principles.
F The areas of activity of several divisions are determined, participation in the development of corporate strategy is taken
Factor 4. Work experience
A No work experience required
B Experience is required, but not necessarily i