Pay pegged to learning LO116 LO11709

Roxanne S. Abbas (75263.3305@CompuServe.COM)
07 Jan 97 12:36:20 EST

Malcolm Burson asks:

" Is the _quantity_ of completed training (implied in Charles' post) an
adequate measure of learning outcomes? and if not, how do we assess those
outcomes in a way that allows us to link them with an increase in

I don't believe that a simple measure of training classes completed as a
basis for a pay increase would be any less adequate than the most widely
used method in the U.S. today, which is a highly subjective, unilateral
managerial judgement of a "merit rating".

However, the method that I've been working with goes beyond measuring
classes completed to a more significant (yet more subjective) measure of
learning that we are calling "demonstrated competencies". Each
organization determines the competencies (knowledge, skills and
abilities), that are needed by its employees and defines these
competencies in terms from the minimal acceptable level to the highest
level needed. The employee and manager determine the employee's current
level of competence in each competency category and then put together a
development plan. After the employee has completed their classes or other
developmental activities and is demonstrating the higher level of
competence, she/he receives the pay increase. The determination of
competence achievement is done with input from the employee, manager,
peers and customers.


Roxanne Abbas Abbas Compensation Strategies

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