Transforming Job Descriptions From Tactical to Strategic

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Speaker: Melissa Tessendorf Head of Professional Development

Kenexa, an IBM Company Moderator: Kellye Whitney Associate Editorial Director Workforce Management magazine

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Moderator: Kellye Whitney Associate Editorial Director Workforce Management magazine

Speaker: Melissa Tessendorf Head of Professional Development Kenexa, an IBM Company

TRANSFORMING JOB DESCRIPTIONS FROM TACTICAL

TO STRATEGIC

Melissa Tessendorf June 25, 2013

To us, business is personal

Copyright Kenexa®, 2011 9 Copyright Kenexa®, 2012 9

AGENDA

• INTRODUCTION • JOB DESCRIPTIONS SO FAR • JOB DESCRIPTIONS LOOKING FORWARD • DEVELOPING A COMPLETE JOB DESCRIPTION • BEST PRACTICE SUMMARY • QUESTIONS

JOB DESCRIPTIONS SO FAR


TRADITIONAL PURPOSE OF A JOB DESCRIPTION

• Regulatory, Legal – ADA, FLSA, EPA, SEC, TJC…..

• Job Postings – Why work for us? What we mean by an Accountant:1

• Survey Matching – What does the survey define as an Accountant:1 as and is that

the same as ours?


TRADITIONAL STAKEHOLDERS

• General Counsel • Hiring Managers; Recruiters

• Compensation Managers and Analysts

• Employees?


WHAT’S A JOB DESCRIPTION WORTH - $5, $50 OR $5,000?

Attracting wrong applicants = wasted time and cost for selection, assessment and processing. How many people do you interview and not hire? Improved onboarding effectiveness = Achieve initial goals quicker Sales = more sales sooner/few losses Quality = shorter role familiarization time = increased performance Focused activity = greater productivity More accurate marketing pricing = optimized salary budgets.


PUTTING IT ALL TOGETHER…

Acquiring talent: Cost of a poor hire: $300K-$500K

Engaging talent: Rate of efficiency at which most businesses operate because of poor engagement: 30%

Developing talent: Average time required for a new manager to become productive: 6 months consider that the # of employees the average manager’s actions impacts is 12

Deploying/Assigning talent: Percentage of a company’s employees who are well-suited for their roles: 20%

Retaining talent: Cost of losing a talented employee: $250K - $500K

Evaluating talent: The value of a top performer is 2-4x the performance of average employees

Imagine if companies did this better… (an HCI consolidation of data)


application Use Executive Presentation

of Research Results Training and Rollout Continued Research on Instrument

application Development Research Instrument

Development Concurrent Validation

Study Final Instrument

Development

Job Analysis

Stakeholder Interviews Focus Groups Job Analysis Questionnaire

DEVELOPMENT PROCESS


JOB MANAGEMENT: WHY DON’T WE DO IT ALREADY?

JOB DESCRIPTIONS LOOKING FORWARD


DEFINING A JOB IN 2012

Job Descriptions Roles and Responsibilities

Job Requirements Key Tasks

Value of the Job

Job – Specific Competencies

Who writes them? Who owns them? How are they managed?


TODAY’S STAKEHOLDERS

Job Definition

Career & Succession

Planning

Learning & Development

Risk Management/

Legal

Recruitment & Selection Workforce

Planning

Compensation

Performance Management

Employees?


DEFINING A JOB

Job Descriptions, Job Value and Competencies

Business Results

20

Performance Management, Coaching, Goal Setting,

Assessment, Succession Planning Employee Development, Advancement, Compensation Planning, Affiliation and

Engagement

Talent Profile

DEVELOPING A COMPLETE JOB DESCRIPTION


JOB DESCRIPTION APPLICATIONS

Job Definition Understand | Measure | Improve

Learning and Development • Identify areas of development; • Align resources to business

strategy.

Succession • Identify and prepare

succession candidates.

• Establish expectations for progression.

Recruitment • Match candidates to

positions based on experience and skill.

• Establish competency requirements for ‘new hires’.

Performance Management • Provide a clear understanding

of what ‘good’ looks like. • Provide a basis for

performance discussions and coaching and feedback.

Resource Management

Career Planning • Provide a career planning

framework that aligns to company objectives and career aspirations.

• Assign employees to project teams based on critical requirements.

with a small ‘a’


WHO SHOULD BE INCLUDED

• Who Drives Development?

• Who Provides Input?

• Who Reviews and Approves?

• Who Maintains It?


WHAT SHOULD BE INCLUDED

• Principle duties and responsibilities

• Critical Competencies

• Reporting Relationships

• Job Level • Job Grade

• Minimum Qualifications

• Exemption Status • Working Conditions • Disclaimer

• Job Title • General Summary

General Descriptive Information

Legal/ Risk Management/

Regulatory Oversight

Talent Acquisition/ Evaluation/

Development

Organizational Structure/

Compensation


GENERAL DESCRIPTIVE INFORMATION

• Job Title – Simple, Descriptive – Functional – Gender Free

• General Summary

– High level – Purpose of the role


LEGAL AND REGULATORY INFORMATION

• Minimum Qualifications – Education – Experience

• Exemption Status – Exempt – Non-Exempt

• Working Conditions • Disclaimer

– “Other duties”


COMPENSATION

• May include – Reporting Relationships – Grade and Job Level – Career Ladder – Compensation opportunity (with limited access)

• Communicates – Relationship to other jobs within the organization and to the

external market – Development and Career planning opportunities


DUTIES AND RESPONSIBILITIES

• Include Essential Functions • Interview Managers High Performer Input

– What are the 4-6 broad areas of responsibilities for this job e.g., client service, technical, operations, market development, admin?

– What are the specific responsibilities within those areas? – What are the key tasks supporting those responsibilities? – What are the key measures of success?


COMPETENCIES

• Critical to the role

• Defines what good or target performance looks like

• How I do my job


COMPETENCIES

Leadership Competencies

Functional/Job Specific Competencies

Finance &

Accounting

Core organizational Competencies

Purchasing &

Payables

Research &

D

evelopment

Credit &

C

ollections

Information

Technology

Innovation

Alignment

Business Analysis

30


COMPETENCIES Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1: Basic

Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Level 2: Working Experience

Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.

Participates in efforts to develop ideas generated by team members.

Seeks applicable new ideas and approaches.

Surfaces ideas from other groups that have applicability to the team.

Helps develop implementation plans for introducing innovations to the group.

Level 3: Extensive Experience

Encourages exploration of non-traditional ideas from team members.

Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.

Fosters a team culture that encourages exploration of non-traditional ideas.

Guides team members in the development and fulfillment of proposed innovations.

Develops change initiatives that target improvement of significant organizational capabilities.

Implements strategies for renewing or deepening change efforts.

Level 4: Subject Matter

Depth and

Breadth

Introduces new perspectives and information to the team in order to stimulate innovation and change.

Supports new ideas and technologies that produce competitive advantage.

Shares best practices and benchmarks of excellence.

Provides ongoing sponsorship for innovation programs and change initiatives.

Mentors team to question established practices and propose innovations.

Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.


COMPETENCIES Job Family Name Software

Engineering Software Field

Support Software Product

Quality Management

Job Family Description

Design, development, delivery, and enhancement of software products, systems and platforms.

On-site and remote customer support for installation and operation of company's software products, systems, and platforms.

Quality management, quality assurance, quality control, testing and compliance services for software products, systems and platforms.

2 Senior Management

Strategy formulation; Vision implementation; Operational responsibility; Cost and risk management; Enterprise view

Software Development Director Field Service Director Quality Assurance Director

3 Management; Senior Level Consulting

Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities

Software Development Manager, Group

Field Service Manager, Region

Quality Assurance Manager, Group

Software Development Specialist, Master

Field Service Specialist, Master Testing Manager, Senior

Quality Assurance Architect

4 First Line Management; Sr Professional

Copyright Kenexa®, 2011 33 Copyright Kenexa®, 2012 33 Copyright Kenexa®, 2012

IDENTIFYING OPPORTUNITIES ACROSS THE FUNCTION

Sample Competencies Target Proficiency

Level Software Developer Specialist, Master

Target Proficiency Level

Testing Manager, Senior

Jim's Current Proficiency Level

Knowledge of Organization 2 2 2 Products and Services 3 3 3 Earned Value Management 3 3 3 Software Development 3 3 RAD (Rapid Application Delivery) 4 4 4

Extreme Programming (XP) 4 3 3 IT PROJECT MANAGEMENT 3 2 3

INFORMATION SECURITY MANAGEMENT 3 2 2

Configuration Management 3 2 3

ISO 9000-3 3 1 2


JOB LEVELING ORGANIZATIONAL FUNCTIONS Information Technology

Job Family Names

Software Engineering

Software Field Support

2 Senior Management

Strategy formulation; Vision implementation; Op responsibility; Cost and risk management; Enterprise view

Software Development Director

Field Service Director

3 Management; Senior Level Consulting

Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities

Software Development Manager, Group

Field Service Manager, Region

Software Dev. Spec, Master

Field Service Specialist, Master

Oil & Gas Industry

Exploration Production

Exploration Director Production Director

Geoscientist Manager

Drilling Operations Manager

Exploration Manager Oilfield Manager

Geophysicist Production Engineer

Reservoir Engineer (Exploration)

Reservoir Engineer (Production)

General Corporate Functions

Compensation and Benefits Human Resources

Benefits Director Human Resources Director

Compensation and Benefits Director

International Human Resources Director

Compensation and Benefits Manager

Health and Safety Manager

Compensation Manager HRIS Manager

Corporate Insurance Manager

Human Resources Consultant, Senior

Executive Comp Manager

Recruitment Manager

BEST PRACTICE SUMMARY


IN SUMMARY

• Key Activities with Job Descriptions as the Foundation – Assessments – Performance Evaluations – Development Plans – Career Paths – Succession Plans

• Key Benefits – Compliance and risk management – Improved performance and development discussions – Internal equity supported – Jobs aligned with key business outcomes


BEST PRACTICES - DEVELOPMENT

• Consistent Format and Information: Template

• Common language: Education

• Addresses Context: application of content

• Clear and Concise:

• Key stakeholder involvement:


• Technology: Word, Excel or something that manages it as an enterprise resource?

• Defined Process: Inputs, validation and outputs.

• Annual Updates

• Governance: Ownership accountable for all uses of your job definition and execution

BEST PRACTICES - MAINTENANCE


• Version Control

• Job Title Proliferation

• Extraneous Information-Creative Writing

• Continued Alignment

WATCH OUT FOR…..


QUESTIONS?

Melissa Tessendorf

781-851-8340

[email protected]

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