Final Presentation Hay Group

8/11/2019 Final Presentation Hay Group

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Job Analysis &

Job Evaluation

With Human Capital Management DepartmentMay 13th, 2006.


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Tongue Twister 1

Can you can a can as a canner can can a can?


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Tongue Twister 2

I saw Susie sitting in a shoe shine shop. Whereshe sits she shines, and where she shines she

sits.


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Contents

Topic

Intro and Ice Breaker

Into to Job Analysis Tea Break

Job Description Preparation

Process

Exercise

Lunch Break

Objectives Writing

Job Evaluation Process

Exercise- Job Evaluation

Closing

Time

10:00am-10:30am

10:30:am-11:00am 11:00am-11:15am

11:15am-12:00pm

12:00pm-1:00pm

1:00p.m-2:00p.m

2:00pm-2:30pm 2:30pm-4:00p.m

4:00pm-5:00pm

5:00pm-5:15pm


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Introduction to Job Analysis (JA)


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What is a Job: A Value-Adding Unit

Jobs are the Basic Units of Organization Structure.

Every organization has a purpose, a reason for its existence - to

achieve its purpose the organization adopts a strategy, a plan of

campaign.

Strategy shapes the structure of the organization, both as it is

now and as it will evolve and, in turn, the structure of the

organization demonstrates how each job will add value to the

business processes.

Jobs are the building blocks of organizations - all jobs should

combine to achieve the purpose of the total organization.

Jobs are the link between the individual as employee and the

organization as employer - they provide the bridge between job-

holders and the work to be done.


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A job exists to be done independently of the person

undertaking it at any point in time - people can and do shape

the way in which jobs evolve over time, but jobs are distinct

from their holders.

Style, approach, performance are characteristics of people -

purpose and areas of responsibility are characteristics of jobs -

they will be fulfilled when the job holder takes action.


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Organizational Cascade

Organization Mission, Vision, Values

Strategy

Organization Structure

Jobs


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Jobs are Dynamic

Jobs Are Dynamic:

As organization strategy and structure change, then jobs willalso change.

Many organizations are moving towards less hierarchy,flatter structures and more project-based work meaning that"jobs" have become more fluid and rapidly changing.

This does not invalidate the need to describe jobs because

there will be even more of a need for clarity of accountabilityif the organization is to avoid duplication and wastedresources.

We need to understand the job now and how it will developin the future.


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Job Families

Jobs which exist to achieve similar end results.

Within a Job Family, nature of work is similar, but level of

work is differentiated.

Differentiating features are:

- output / contribution

- skills and competencies.

Align levels with the grade structure and provide read-across

between families.


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Example - Clerical Job Family

Supervisor

Advanced Clerk

Clerk

Trainee

Supervises staff and work

flows, contributing to staff

appraisal.

Works without supervision,

coaches junior teammembers.

Carries out work with little

direct supervision

Learns the basic skills for the

job, working undersupervision


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Job AnalysisKey Principles

Analysis not lists

Jobs not people

Facts not judgments

The job as it is now, or is planned to develop

over the next 1-2 years


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Job Analysis - The Process

The process of defining and describing the distinct units of

contribution required by the organization to achieve its

purposes.

The process of establishing clarity between the organization

and its employees about what is required of them in their

jobs.


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Job Analysis - Outputs

Clear statement of what is required from each and every role in

the organization.

A template that can be used for:

Work evaluation

Recruitment

Training and development needs analysis

Performance management/appraisal

Career development and succession planning


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The Concept of Accountability

Characteristics of Key Results Areas :

Taken together they represent all the key outputs of the job.

They focus on results, not duties or activities. They tell the

"what", not the "how. They are timeless, standing permanently unless the job itself is

changed in a fundamental way.

Each one is distinct from the rest, and describes an explicitarea in which results must be achieved by the jobholder'saction.

They suggest measures or tests which could determinewhether they are being met


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Job Analysis - Focus

Job Holder Driven

Job Description

Preparation

Line Manager driven

Job Description

preparation

Describing what isDescribing what needs

to be


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Job Description Preparation Process

Options to consider:

Consultants interview managers and/or jobholders, draft JDs and

facilitate agreement by the parties concerned.

In-house analysts trained by the consultant interview managers

and/or jobholders, draft JDs and facilitate agreement by the

parties concerned.

Managers/Job holder complete a draft JD which is further

reviewed and developed with a consultant or trained in-house

facilitator.


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Role Profile

A two page profile of the job:

Key Headings:

Role Purpose

The fundamental reason for the job

Dimensions

Significant measurable quantities on which job has some impact

Annualized financial data

Number of direct reportsKey Accountabilities

Key outputs expected from the job.

Key Performance Indicators (KPIs)

A clear measure of the specified output.


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Role Profilecontinued

- Communication & People InteractionInformation about the key contacts of the job; inside and outside

the organization.

Competencies

Key competencies or behaviors for high performance

Decision Making

Limits of authority & empowerment.

Knowledge , Skills & ExperienceKnowledge, skills and experience required for the job

Key competencies or behaviors for high performance


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Areas of Contribution

Example: Head Human Resource

HR strategy, policies and procedures

Leadership of the HR team

Human Resources Planning

Recruitment and Selection

Performance Management

Training and Development

Reward - Compensation and Benefits

Employee Relations

HR Budgets- Organization & Departmental


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Role Profile Development

Job Purpose:

Says why the job exists

One sentence

Specific to the job, not a general statement


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Example- Role Profile Head HR

To advise current and strategic manpower requirements

necessary for achieving Companys objectives. Recommend

development needs for staff in view of changing business

requirements and provide support to other functions formaintaining motivated staff.


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Dimensions

Examples:

Significant measurable quantities on which the job has some

impact.

Annualized financial data/budgets

Numbers of direct reports


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Example - Dimensions

Head Human Resource

Department Budget

Direct ReportsTraining Budget

Training/s Conducted

Cost of the Payroll

(2004/05)

8,250,000

03800,000

10

1,800,000

(2005/06)

10,399,000

031,450,000

21

2,100,000

Amount in PKR. Amount in PKR.


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Key Accountabilities (Example)

Verb

Area of Impact

With What Result

To develop and implement.

effective HR strategies , policies and

procedures

to ensure the company has the

necessary resources to achieve its

short, medium and long term

business plans


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Accountability : Key Result Area Format

Verb Object Result

Do What To What/ Whom Why

Prepare, monitorand Control

The Annual

Departmental

BudgetTo ensure

expenditure

is in line with th

business plan


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Typical Key Performance Indicators(KPIs)

KPIs are often sector specific

Top Level

ROI, ROCE, Profitability, Actual; Budget, Growth, Market Share,Territorial coverage.

Oil & Gas specific

Size/Growth in reservoir, plant availability, volumepumped/processed, HSE.

Manufacturing specific

Output, stock turnover, balancing of lines, waste/scrap, HSE.


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Performance Maximization

Number of filled positions

Trainings (mandays delivered)

HR Manual is up-to-date and complied.

Example KPIs (Head HR)


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Communication & People Interaction

The information about the key contacts of the job:

With the superior

With others in the organization e.g. peers, other

departments.

With people outside the organization.


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Example- Communication & People Interaction

(Head HR)

Internal

All employees

External

HR Consultants

Training Institutes& Trainers

Head Hunters

Outsourcing agencies Lawyers

Embassies

Govt. departments (e.g labor)

Health Insurance companies

Architect/s Advertising agencies

Interviewees.


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Competencies

Personal characteristics that differentiate levels of

performance in a given job/role, organization or

culture.

They are behavioral skills.

They are associated with a high-performance

organization.


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Competencies are like an Iceberg

Competencies are more difficult to

observe than technical skills.

Skills and knowledge form the tip of the

iceberg - they are easier to measure anddevelop than behavioral competencies.

The underlying competencies are less

visible but they largely direct and control

surface behavior. They are more difficultto measure and develop.


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Knowledge, Skills and Experience

Outlinesa typical person specification:

Should focus on the principal qualifications, skills andexperience you would look for when recruitingsomeone to the role.

Will need sensitive handling if the present job holderis under or over qualified for the job.


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Decision Making

Limits of empowerment, when a decision is shared,

limits on decision making.

Example- Head HR

Recruitments

HR Policies

Employee Training Recommendations

Employee Remuneration

Separations


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Example- Knowledge, Skills & Experience

Head HR

Masters degree is Business Administration preferably inHR.

Proven people management skills and experience.

People management skills and experience Balance and mature approachmust act with integrity,discretion and confidentiality at all times.

Minimum 10 years experience in Human Resources atprofessional level.

PC Literate- in particular MS Office

Technically competent in the delivery of most HRdisciplinesresourcing, reward, performancemanagement, appraisal, training/development,employee relations


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Objectives

Definition:

What is to be achieved or accomplished (output /

outcome) in a particular effectiveness area (Key

Accountability) by a Job Holder.

Objectives are not the activities they are the results

of the activities.


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Job

Input

i.e. tasks /

activities

output

i.e. results or

objectives


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Simple Thumb Rule

Ask the question Why are you doing an activity or

carrying out a task.

The answer will be the Result or Output or

Objectives of the task or activity.


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Objectives must be:

Sound

Non-ambiguous

Measurable

Specific Realistic

Challenging but attainable

Time bound

Agreed


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Why are they needed?

Achievement of overall organizational goals

Provide direction to people

Agreeing of standards

Clarification of roles Distribution of work

Performance measurement

Recognition / Rewarding employees


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Job Evaluation


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What is a Job?


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Job Evaluation is a systematic process for ranking jobs logically and

fairly by comparing job against job or against an pre-determined

scale to determine the relative importance of jobs to an organization

Which is to say that Job Evaluation..

IS

Comparative

Judgmental

Structured

Job Centered

IS NOT

Absolute

Scientific

Unstructured

Person Focused

Job Evaluation


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The Underlying Principle


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Elements of Job Size

Know How Problem Solving+ Accountability+

Technical Know How

ManagementBreadth

Human RelationsSkills

ThinkingEnvironment

ThinkingChallenge

= Total JobSize

Freedom to Act

Area of Impact

Nature of Impact


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Know How


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The sum ofeverykind of knowledge, skill and experience required for

standard acceptableperformancein the role.

Know How

TechnicalKnow - How

The requirement for

technical skills, expertise

and experience

Management

Breadth

The amount of planning

and organizing required

of the role

Human Relations

Skills

The requirement for working

with and through others to

achieve the role accountabilities


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Technical Know How

The requirement of technical skills, experience and expertise.

Looks at depth and range -however acquired.

Level

A

B

C

D

E

F

G

Example Description

Perform simple task

Simple work assignments, often repetitive

Sound understanding of Straightforward Procedures

Practical understanding of Methods, Systems and Processes

Conceptual Understanding

In-depth Specialization, Broad Experience

Mastery of Concepts


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Technical Know How

Breadth and Depth

Managing Director

Corporate

Tax

Advisor

Broad and General

Deep and

Narrow


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Management Breadth

The knowledge required for harmonizing, integrating and managingactivities and functions. It involves combining some or all of theelements of Planning, Organizing, Coordinating, Directing, Executingand Controllingover time.

Planning and organizing

Complexity

Functional diversity

Timescale/planning horizon

Scale

Horizon/Strategic influence

Reflects hierarchies where they exist

H R l i Skill


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Human Relations Skills

The requirement in Know-How for achieving results with

and through others both inside and outside the

organization.

Information exchange, asking questions,exercising tact

Persuasion, assertiveness -based on

fact or evidence, empathy to the others

point of view

Hearts and minds -behavior change,

negotiating and partnership working.


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Problem Solving

P bl S l i


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Problem Solving

The self-starting thinking required by the job for analyzing,

evaluating, creating, reasoning, arriving at and drawing

conclusions.

ThinkingEnvironment

Thinking

Challenge

Assesses the extent to which

thinking is constrained by thecontext in which it must take

place

The complexity of the

problems encountered and

the extent to which original

thinking must be employed to

arrive at solutions

Thi ki E i t


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Thinking Environment

The level of thinking in the normal course

of working

Limited by:

Direct supervision/guidance

Procedures/Policy/Strategy

Nature of the task

Standards/Precedents

Existing principles/body of knowledge


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Thinking Challenge

The degree of creativity or original thought required todeliver accountabilities. It assesses the complexity ofthe problem and the extent to which original thinkingmust be employed to receive at solutions.

Is there a right or a wrong answer ?

Solution clear cut or judgmental ?

Variables will include, complexity, abstractness

and stability. Relationship with Thinking Environment (Freedom

to Think).


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Accountability

A t bilit


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Accountability

The answerability for action and for the

consequences of that action. The measured effect of

the job on end results.

Measured by the existence or absence

of personal, managerial or procedural

controls and guidance

Nature of

Freedom to Act

Area of

Impact How much of the organization does the

role impact upon and what is the

nature of the impact (direct or indirect)


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Freedom to Act

Assesses the extent to which the job or role is subject to

personal or procedural guidance or control which may

be exercised from within or outside the organization.

Presence of discretion in taking action.

Constrained by : need to refer elsewhere;

instructions, procedures, policies;

precedent, established ways of working;

nature of the work;

nature of the system;

Reporting lines-where they are relevant


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Nature and Area of Impact

Job

Organization

Function

Department

Gauges how much of the organization, department or

functional area is affected by accomplishment of the

roles basic purpose and the nature of that impact

(direct or indirect).

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Final Presentation Hay Group