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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).