Watson Wyatt Data Services EMEA - Sidat Hyder

1 Wyatt data Services EMEAP akistanForum21stFebruary, 2007 KarachiGuide to Job MappingCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Objectives Understand your concerns about the current surveys Examine the principles of benchmarking Understand existing links between Organisations and WW grade levels Address frequently asked questionsWhat are YOURO bjectives??Copyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. FAQ s The job holder s responsibilities span HR and Administration. Where should I map him/her? We have several sales managers at the samelevel but with significantly different territory & team sizes and revenue responsibility. Should wedifferentiate them when mapping ? How? Copyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. FAQ s The job holder in this position is much more experienced than what the survey description notes. How should this be taken into account whenmapping?

2 The internal title is Purchasing Manager but in fact the role does not involve any people responsibility. Should I map it to PurchasingManager in the survey? Copyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. FAQ s The role has regional responsibility for a functionand only a dotted line to the country organization. How should the role be evaluated? I have several internal roles that I can t findmatches for in the survey. What should I do? of BenchmarkingCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Introduction - Job MatchingMatchingagainst Benchmark Job Descriptionsis not a scienceCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. The Role of MethodologyArt and science have their meeting point in Bulwer-LyttonCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Process Gather data Cap the organization by grading and benchmarking the top role Benchmark 1st line management Benchmark by job family remaining employeesTOPDOWNC opyright Watson Wyatt Worldwide.

3 All rights Watson Wyatt Worldwide. All rights reserved. Gather information Organisation charts Excellent tool for seeing jobs in context Tend to be agreed and up to date Job descriptions/Role Profiles Are they valid? Make sure they are current Take the opportunity to update (include elements taken from the benchmark job description?) Line management input Particularly useful for new or business critical rolesCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Gather information The idea is to get a full picture of what the role covers by looking at: Which department the individual works in Reporting line(s) Nature of the job Internal grade/level Job requirements level of experience, qualifications, competencies Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. GRADEBANDTASKSSKILLSLEADERSHIP1234567891 0111213141516171820 EXPERTISENATURE OF CONTRIBUTION12122232425 CEOMIDDLEMANAGEMENTSUPERVISORSENIORPROFE SSIONALPROFESSIONALTECHNICIANSr CLERICAL/ ADMINCLERICAL/ ADMINMANUAL WORKERFUNCTIONALSTRATEGYFUNCTIONAL TOPMANAGEMENT19 BUSINESSSTRATEGYFIRST-LINE TOPMANAGEMENT2345FS5 BSCATEGORYFAMILYPOSITION/SUB FUNCTIONSALESSL1550 Watson Wyatt Salary Survey StructureGMTMMMPROOGSSMWSL1540SL1530 Direct SalesCopyright Watson Wyatt Worldwide.

4 All rights Watson Wyatt Worldwide. All rights reserved. Global Grading System Underpins all Watson Wyatt Surveys Assists Job Matching, not a substitute for!!! Grades are consistent across families Benchmark jobs have suggested grades Standard Simple Methodology which is useful for Job Matching Always starts with defining the Business in terms of scopeCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. The GGSS cope data Matrix 4 dimensions: Business Size Measured by Company turnover figure Business Complexity Measured by the level of integration of the business, the diversity of the product portfolio, the complexity of the business processes, etc. Organisational Size Measured by the number of employees Geographical scope Measured by the international reach of the organisation1 Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. COMPLEXITY OF MARKETBUSINESSCOMPLEXITYLOWMEDIUMHIGHD omesticInternationalGlobal16182019212320 2224 EMPLOYMENT100,00010,000 50,0005,0001,0002,0005007515024252321222 018191716200,00027,500 75,00010,6001,6004,10062090240 TURNOVER(in USD m)Scope the Business Set the CEO grade and the ceiling for all other jobs in the organisationCopyright Watson Wyatt Worldwide.

5 All rights Watson Wyatt Worldwide. All rights reserved. Business ComplexityComplex businessIndependent of other BUNon-complex businessIntegrated with other BUHighMediumHighMediumMultiple industries, unrelated products/servicesMediumLowMediumLowSingl e industry, related product/servicesParentSubordinate entity(including regions, subsidiaries)StructureDiversity1 Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Business Complexity Diversity measures the extent to which a business unit: Provides products and Services that are related and serve within a single industry, or Is very diverse and belongs to two or more industries Structure measures the extent to which a business unit is integrated with other business units, ..1 Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Business Complexity A business unit is integratedwhen another business unit (or the the parent): Manufactures or sources the products, Supplies manufacturing or other technology solutions, Sets product pricing structure, Determines HR, Finance and/or IT policies or practices.

6 A business unit is independent of other business entities when it is largely left by the parent to determine its own: Range of products, Marketing and pricing policies unilaterally, Policies with regard to financial, IT and HR Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Business Complexity Structure measures the extent to which a business unit is integrated with other business units, and the breadth of operations encompassed within the business (complexity).1 Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Business Complexity A business unit is complex when the full value chain is represented, from product conception and design to materials sourcing, operations, marketing, sales and customer Services . A business unit is not complex when it focuses solely on one or more (but not all) of these Scope the Business2 Band the Job3 Grade the JobCopyright Watson Wyatt Worldwide.

7 All rights Watson Wyatt Worldwide. All rights reserved. Market Complexity DOMESTIC COMPANY Its operations are essentially based in the home country and will essentially supply the domestic market. May have small operations with only one or two functions represented in other countries ( sales representatives). INTERNATIONAL COMPANY Will have offices / operations with more than one function ( , finance and sales) across a whole region ( Europe, Asia Pacific) or in several countries in different continents. GLOBAL COMPANY Will have significant operations (all functions represented) in three or more Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. Remember ! In order to match to GM or Business Unit manager certain criteria have to be met (see slide 33) P/ L responsibility is the key criterion Legal responsibility for entity Multiple function responsibility beyond sales Two grade maps follow Grade 19 organisation - Typically Regional GM Grade 16 organisation - Typically Small territory Copyright Watson Wyatt Worldwide.

8 All rights Watson Wyatt Worldwide. All rights reserved. GRADEBANDTASKSSKILLSLEADERSHIP1234567891 011121314151617181920 EXPERTISEMANAGEMENTCAREERPROFESSIONAL CAREERNATURE OF CONTRIBUTION23142122232425 Example Grade Map with CEO at GG 19 CEOMIDDLEMANAGEMENTSUPERVISORSENIORPROFE SSIONALPROFESSIONALTECHNICIANSr CLERICAL/ ADMINCLERICAL/ ADMINANCILLARY12345678910111213141516171 8192023T14T2122232425 STRATEGY5 BSTOPMANAGEMENTC opyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. GRADEBANDTASKSSKILLSLEADERSHIP1234567891 011121314151617181920 EXPERTISEMANAGEMENTCAREERPROFESSIONAL CAREERNATURE OF CONTRIBUTION23142122232425 Example Grade Map with CEO at GG 16 CEOMANAGEMENTSUPERVISORSENIORPROFESSIONA LPROFESSIONALTECHNICIANSr CLERICAL/ ADMINCLERICAL/ ADMINANCILLARY12345678910111213141516171 8192023T14T2122232425 Copyright Watson Wyatt Worldwide. All rights Watson Wyatt Worldwide. All rights reserved. TechnicalManagerial<9- Entry Level / Junior Professional or Senior Support Role- Works within fairly strict guidelines- Performs tasks- Receives frequent supervision- Small to moderate impact on business9- Developing Professional- 1 year experience after university- Follows existing methodology, although no proceduresexist (independent)

9 - Very complex problems are still referred up- Works under broad supervision- Team Leader- Small team- Supervises completion of straightforward tasks quantity- No impact on growth and development of people10- Developing Professional- 1 3 years experience- Moderate, usually indirect impact- Deals with most problems independently- Is controlled on deliverable/outcome, much less on how - Team Leader- Medium-sized team- Supervises completion of sometimes complex tasks quantity- Some input in performance management process11- Seasoned Professional- 2 4 years experience- Moderate but direct impact through close contact withbusinesses core activities- Will work completely independent and have significantlatitude to solve complex problems- Supervisor- Supervises work and checks on quality and quantity- Input in team-members assessment and pay-review12- Seasoned Professional- 5 8 years experience- Significant impact (in terms of project-size, territory, ..)- Involved in training, coaching of new recruits- Recognise and be able to contribute to the improvementof processes and work-flows (policy development) fortheir function- Supervisor- Allocates work and checks on quality and quantity- Suggests alternatives / improvements in processes andflows- Responsible for team-members assessment/pay-reviewGlobal Grade DefinitionsCopyright Watson Wyatt Worldwide.

10 All rights Watson Wyatt Worldwide. All rights reserved. Global Grade Definitions Technical Managerial 13 - Strategic Professional - 8 10 years experience - Stays abreast of latest developments in own field and contributes to strategy by applying in own job / organisation - Significant impact through deliverables - Operational Manager - Responsible for planning of short term action plans and activities - Responsible for people s growth and development - Involved in planning of resources for future (1-year) 14 - Strategic Professional - +10 years experience - Follows latest trends and developments in own field and adapts these to apply in own job / organisation - Operational Manager - Leads and directs team of professionals - Responsible for short- to medium-term planning of actions and resources for own area - 15 - Strategic Professional - +15 years experience - Develops new techniques, methodologies, approaches.