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JOB PROFLING EXPERT [JP EXPERT]

JOB PROFLING EXPERT [JP EXPERT]. The THREE Steps of Job Profiling. COMPLIANCE WITH THE NEW LABOUR LEGISLATION Compliance with the new labour legislation when workers are assessed or when their performance is audited is of paramount importance.

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JOB PROFLING EXPERT [JP EXPERT]

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  1. JOB PROFLING EXPERT [JP EXPERT] The THREE Steps of Job Profiling

  2. COMPLIANCE WITH THE NEW LABOUR LEGISLATIONCompliance with the new labour legislation when workers are assessed or when their performance is audited is of paramount importance Two vital implications in assessment and performance auditing: • “The reasonable employer assesses workers and prospective workers in terms of job-related competencies only” [It is therefore an unfair labour practice to assess a worker on competencies or requirements that are not required by the job in question.] • “The reasonable employer utilizes all reasonably available and applicable criteria when decisions have to be made about the future of workers and prospective workers” [To take such decisions on the basis of one or two criteria of one’s personal choice only could therefore also amount to an unfair labour practice

  3. COMPLIANCE WITH THE NEW LABOUR LEGISLATION(continued)Compliance with the new labour legislation when workers are assessed or when their performance is audited is of paramount importance • The following clause from the Employment Equity Act (Act 55 of 1988) applies in particular to all assessment: “Psychological testing and other similar assessment of an employee are prohibited unless the test or assessment being used – (a) has been scientifically shown to be valid and reliable (b) can be applied fairly to all employees (c) is not biased against any employee or group” The JP EXPERT / PIBSpEEx / CompIndex system has been develop to comply with all the above requirements, in particular with sub-clauses (b) and (c) above, which are of special importance in assessment and performance auditing of workers.

  4. Job Profiling: The Three Steps • Step 1: Horizontalization • Step 2: Developing the Job Description • Step 3: Verticalization: (a) Broad banding (b) Fine tuning

  5. JP EXPERT:THE 71 SOURCE COMPETENCIES • A Source Competency …is a “fountain” that generates “fuel” or “energy” of a specific kind, called “potential”. Hence the potential to: (a)conceptualize; or for (b)hand-eye coordination; or (c)to perform calculations etc. • The following two questions are of vital importance here: (1) “How much potential is required in the particular job- or role-related area to ensure adequate job performance; and (2) to what extent does each candidate meet each require- ment?”

  6. Step 1 of Job Profiling: Horizontalization • “Horizontalization” requires the selection of the EIGHT situation-specific or job-related basic source competencies that are vitally important for success in the particular job. • PUTTING THE JPI COMMITTEE TOGETHER (a) The 360º JPI Committee preferably includes at least FIVE members, viz.: (1) The Incumbent (2) A Colleague (3) An HR Representative (4) A Supervisor (5) A Subordinate (6) A Union Representative (7) A Client (8) Etc. (b) Supply members with copies of the JPI [Shortened] and the JPI Answer Sheet (c) Read carefully through the instructions of the JPI (Shortened) with them. Make sure they thoroughly understand the procedure: (1) No deviation from the set procedure is allowed. This fact must be emphasized (2) Members workindividuallyandindependently and without any discussion whatsoever (3) The basic profiling process by means of the Shortened JPI requires: (i) The selection of the EIGHT most important basic competencies; and (ii) The selection of the EIGHT next most important basic competencies

  7. Step 1 of Job Profiling: Horizontalization(Continued)Profiling a Specialized Area additionally in the case of some JobsApproximately 20% of all jobs (usually the more senior ones in the company) requires additional profiling from ONE of theSpecialized Areas(Humanizing, CommunicationorLeadership) • The project coordinator decides from the information provided by the JPI Committee, which ONE of the three specialized areas applies most to the particular middle management (or higher) job or role • Specialized Areas • Humanizing(typically applies to jobs in Counseling, Human Resources etc.) – TWO competencies must be additionally selected from the JPI (Humanizing) if the job requires specialized skills in the area of human relations. • Communication (for example in Public Relations, Liaison, Journalism etc.)- FOUR communication competencies must be additionally selected from the JPI (Communication) if the job requires specialized communication skills. • Leadership- FOUR leadership competencies must be additionally selected from the JPI [Leadership] if the job requires specialized leadership skills.

  8. Step 2 of Job Profiling: The Job Description Step 1 of Job Profiling (Horizontalization) provided: • Eight source competencies (compulsory for ALL jobs); and additionally for approximately 20% jobs at senior levels: • TWO humanizing; or • FOUR communication; or • FOUR leadership competencies from the area of Specialized Source Competencies. Step 2 of Job Profiling (Job Description) now allows: (1) listing of each job outcome (functional activity or job task) under the relevant source competency; and (2) listing of all minimum performance prerequisites for each job outcome or functional competency.

  9. Step 2 of Job Profiling: The Job Description (continued) CAUTION!!!! JOBS WITH EIGHT BASICPLUS TWO OR FOUR ADDITIONAL SPECIALIZED SOURCE COMPETENCIES: In such cases, do not simply add the additional Specialized Source Competencies to the EIGHT basic ones to constitute a job profile comprising 8+2 = 10 or 8+4 = 12 source competencies for the job!!!! Job outcomes relating to Specialized Competencies have to be listed in the job description under each of the EIGHT basic competencies where each one fits in best

  10. Step 3 of Job Profiling:Verticalization • Verticalization determines the level of complexityat which the activities of the job or role have to be performed to ensure minimum acceptable level of compliance with the requirements of the job. • How to Verticalize the Job or Role: (1) Broad Bandingrequires completion of the Technical Specification Form (which can be done on-screen, if preferred) from information provided by the JPI Committee to the profiling coordinator. (2) “Fine tuning” In the unlikely event that a broad banded job does still not meet the grading requirements, “fine tuning” (within restricted limits) can be performed by means of a tailor-made situation-specific questionnaire that can be printed from the system once broad banding for the job or role has been duly executed. N.B. The latter procedure is, however, not recommended and should preferably be avoided. Level of Complexity is expressed by JP EXPERT in terms of: • NQF level; and • Job grade, which is then “translated” into equivalents on some selected grading systems

  11. CREATING THE MULTI-CRITERIA ASSESSMENT OR AUDITING PACKAGE • Once Step 1 (Horizontalization) and Step 2 (Verticalization) have been completed, it is possible to create a situation-specific assessment (PIBSpEEx) or auditing (CompIndex) package for the job, comprising the following tools: FOR THE EVALUATION OF: • 1. CRITERION 1: Real work performance • 2.. CRITERION 2: Rating of performance by supervisors and others • 3. CRITERION 3: Self-rating of performance prior to testing or auditing • 4. CRITERION 4.1: PIBSpEEx assessments • 4. CRITERION 4.2: Performance auditing by means of CompIndex • 5. CRITERION 5: Self-rating of performance following on testing or • auditing • 6. CRITERION 6: Ratings by external referees • 7. CRITERION 7: Qualifications • 8. CRITERION 8: Experience • 9. CRITERION 9: Interviewing

  12. THE MULTI-CRITERIA PERFORMANCE REPORTThe following report can be generated for each candidate from results obtained with two or more of JP EXPERT’s nine criteria: Test the scores obtained with each of the criteria for each of the eight competencies for significance against the applicable range. Scores lower than the lower limit discriminate negatively (unduly) against the candidate. Scores higher than the upper limit , (unduly) flatters the candidate. Scores falling within the range are the significant ones.

  13. LIST OF 38 BASIC SOURCE COMPETENCIES • The 38 Basic Source Competencies and their areas of Functional Competence • POTENTIAL ATTAINMENT • [Constructs assessed prospectively [Competences audited retrospectively • by means of PIBSpEEx psychometric by means of Competency Index (Comp- • tests to be administered only by psy- Index)] • chologists or psychometrists] • SOURCE COMPETENCY (Input) FUNCTIONAL COMPETENCE (Output) • Conceptualization 100 Relationship identification skills • Memory 200 Memory (Remembering skills) • Calculations 300 Calculations skills • Observance (Mental Alertness) 400 Attention skills • Assembling 500 Assembling Skills • Clerical 600 Clerical skills • Comparison 700 Classification skills • Perception 800 Visual Attention skills • Environmental Exposure 900 General Knowledge (skills) • Insight 1000 Understanding skills • Self-acceptance 1100 • Socialization 1200 • Adaptability / Flexibility 1300 • Internal Actualization / Locus of Control 1401 • External Actualization / Locus of Control 1402

  14. LIST OF 38 BASIC SOURCE COMPETENCIES (continued) • The 38 Basic Source Competencies and their areas of Functional Competence • POTENTIAL ATTAINMENT • Resolution 1: Avertion 1501 Resolution 1: Avoidance skills • Resolution 2: Contest 1502 Resolution 2: Competition skills • Resolution 3: Negotiation 1503 Resolution 3: Negotiation skills • Resolution 4: Compliance 1504 Resolution 4: Compliance skills • Resolution 5: Compromise 1505 Resolution 4: Compromising skills • Reading Comprehension 1600 Reading skills • Listening Potential 1700 Listening skills • Self-actualization (Assertiveness) 1800 • Social Type 1: Demonstrative 1901 Social Skills: Expressive • Social Type 2: Samaritarian 1902 Social Skills: Supporter • Social Type 3: Evaluating 1903 Social Skills: Analyst • Social Type 4: Persevering 1904 Social Skills: Driver • Risk-taking 2000 Risk-taking skills • Conformity / Nonconformity (“Integrity”) 2100 Conformity / Nonconformity Preferences • Linguistic Proficiency 2500 Language skills • Hand-eye Coordination 2600 Hand-eye Coordination skills • Time Management 2700 Time Management skills

  15. LIST OF 38 BASIC SOURCE COMPETENCIES (continued) • The 38 Basic Source Competencies and their areas of Functional Competence • POTENTIAL ATTAINMENT • Vocabulary 3000 Vocabulary (skills) • Spelling 3100 Spelling skills • Frustration Tolerance 3200 • Creativity 3300 • Stress Management Potential 2800 • 2900 Type A/B behaviour 2900

  16. PIBSpEEx FULLY COMPLIES WITH THE REQUIREMENTS OF ACT 56 OF 1974 “The validity and reliability of the PIBs have been systematically and comprehensively researched in various contexts. The test developers should be congratulated for the variety and extent of the validity and reliability studies included in the manual. An advantage of the PIBs is that situation-specific norms can be computer-determined. This is a great plus factor, which could increase the fairness of the decisions made in selection contexts.” (Acting registrar, Professional Board for Psychology, letter dated 1 November 1999, to Potential Index Associates cc) • The PIBSpEEx scales are duly classified by the Psychometrics Committee of the Board for Psychology of the HPCSA. • The PIBSpEEx scales are subjected to ongoing independent research by credible institutions such as the University of Pretoria. • Predictive validities range from 0.70 to 0.94 and test reliabilities from 0.58 to 0.92. (Research studies available on request) State-of-the-art with PIBSpEEx is its unique computerized facility that generates situation-specific norms (from corporate down to job level) in every environment to which PIBSpEEx is introduced. This - at least partly – accounts for its high predictive validities.

  17. LIST OF 33 SPECIALIZED SOURCE COMPETENCIES • HUMANIZING (skills) • POTENTIAL ATTAINMENT • 2201 Empathy • 2202 Emotional Sensitivity • 2203 2203 Tact • 2204 People Development • 2205 Coaching • 2206 Interpersonal Objectivity • 2207 Social Dynamics • 22082208 Diversity Facilitation

  18. LIST OF 33 SPECIALIZED SOURCE COMPETENCIES(continued) • COMMUNICATION (skills) • POTENTIAL ATTAINMENT • 2301 Excellence Orientation • 2302 Customer Orientation • 2303 Innovation • 2304 Feedback • 2305 Presentation • 2306 Negotiation • 2307 Liaison • 2308 Analytical Thinking • 2309 Judgment • 2310 Organizational Alertness • 2311 Nonverbal Perception • 2312 Personal Development • 2313 Written Communication

  19. LIST OF 33 SPECIALIZED SOURCE COMPETENCIES(continued) • LEADERSHIP STYLE (skills) • POTENTIAL ATTAINMENT • TRANSFORMATIONAL SKILLS • 2401 Visioning • 2402 Participative Management • 2403 Effort Focusing • 2404 Transparency • 2405 Empowerment • 2406 Big Picture Thinking • TRANSACTIONAL SKILLS • 2407 Goal Setting • 2408 External Motivation • 2409 Decisiveness • 2410 Applied Strategic Planning • 2411 Action Planning • 2412 2412 Organizing

  20. FORMS AND REPORTS 1. The following answer sheet can be printed from the JP EXPERT software programme for use with the Shortened Job Profiling Inventory

  21. 2. Whereas all jobs are profiled on the Shortened JPI, only approx. 20% jobs (the more senior ones) are also additionally profiled on ONE of the the three specialized areas, viz. the specialized area that applies most to the particular job. The following answer sheets are used for this purpose. [All JPI answer sheets are printed on one page]

  22. 3. PIBSpEEx / CompIndex The following is an example of the kind of assessment / competence tests that can be printed directly from the system

  23. 4. The PERFORMANCE INDICATOR REPORT plots the respondent’s performance on the tailor-made test battery for the job against each of the job competencies (PIBSpEEx) or required competences (CompIndex) by means of the following 5-point scale: TEST PERFORMANCE INTERPRETATION KEY STRENGTHS: 5 = Prominent Strength 4 = Backup Strength DEVELOPMENTAL AREAS (DA): 3 = Prominent Developmental Area 2 = Background Developmental Area WEAKNESS: 1 = Weakness PLEASE NOTE Performance of “3” could be regarded as the acceptable (“ideal”) “average”. INTERPRETATION KEY STRENGTHS: 5 = Prominent Strength 4 = Backup Strength DEVELOPMENTAL AREAS (DA): 3 = Prominent DA 2 = Background

  24. 5. RANKING REPORT The various candidates are now ranked in order of their average performance. This report allows decision-makers to take calculated decisions about who to appoint. It might happen that the person with the highest average is not the one that gets appointed. An inspection of candidates’ performance may proof that one of the other candidates performed more in line with the ranking order of importance of the competencies (or competences) for the job. That might consequently render him or her more suitable for the job than applicant(s) with higher averages.

  25. 6. JOB GRADING AND NQF REPORT • Two grades are provided, viz. • A Job Complexity Grade (CG), which is then “translated” into its job grade equivalents on other grading • systems (Peromnes, Paterson, Task, Equate and Hay); and • A Job Intricacy Grade. This latter grade is unique to JP EXPERT and is an indication of the extent to • which physical conditions and mental strain serve to complicate work conditions. • NQF levels (Skills Rating, Knowledge Rating and Activity Rating) are also provided.

  26. 6. GRADING AND NQF REPORT (Continued) SUMMARY OF THE JOB IN TERMS OF NQF LEVELS OF COMPLEXITY The information referred to on the previous slide is now extended by the addition of the overall NQF level of the job as well as a description of the job in terms of the complexities that apply to the particular NQF level.

  27. 7. JOB DESCRIPTION The Job Description is the responsibility of the job-holder assisted by at least ONE or more of (a) the person to whom the job reports (b) a colleague who works in close collaboration with the job-holder; and (c) a subordinate, if any. Job descriptions are directly done on the computer. The selected job-related source competencies are listed in the left upper window (see the above example). Highlight these competencies one at a time. Use lower left window (outcomes for selected dimensions) to list all the functional competencies or job outcomes or tasks that relate to the particular source competency. Thereafter use the middle left window to list the corresponding minimum prerequisite(s) for the particular task (also see Slide 6, Step 2: Job Profiling). This menu also facilitates the integration of the Specialized Competencies into the job description

  28. 8. THE COMPLETE JOB DESCRIPTION The complete Job Description includes the following information: Job Description continued overleaf

  29. 8. THE COMPLETE JOB DESCRIPTION (continued) Each of the job-related competencies is listed, defined and followed by its minimum performance prerequisites and duly listed job outcomes / tasks / functional competences

  30. 8. THE COMPLETE JOB DESCRIPTION (continued) An outline of the Environmental Conditions that apply to the job completes the Job Description. This latter part determines the Job Intricacy Grade (JIG) – i.e., the extent to which environmental conditions (physical and mental) contribute to complexity of job performance.

  31. 9. THE CRITICAL CROSSFIELD EDUCATION AND TRAINING OUTCOMES OF THE JOB This form must be completed by more than one - preferably at least FIVE - JPI committee members. The results are then captured. The outcome provides a blue-print for a training and development programme by means of which job-holders could be duly trained and developed in terms of the requirements of the Skills Development Act.

  32. 10. PERFORMANCE APPRAISAL SCORING SCALE [PASS] PASS 1: PERFORMANCE IN TERMS OF KEY DIMENSIONS The tailor-made assessment and performance auditing package for the job includes the Supervisor‘s Rating of Performance form that allows a 360 degree rating of the incumbent’s performance in the job by, for example, the supervisor + a colleague + a subordinate etc. (at least three staff members who work in close collaboration with the worker that is rated). Ratings are furthermore strictly based on performance relating to job requirements only.

  33. 10. PERFORMANCE APPRAISAL SCORING SCALE [PASS] PASS 1: PERFORMANCE IN TERMS OF KEY DIMENSIONS (continued) The above report compares the job-holder’s performance with any previous set of ratings performed on him or her for the same job – making it possible to determine any positive or negative changes in the incumbent’s performance - and thus to determine the need for any intervention in terms of the Skills Development Act..

  34. 10. PERFORMANCE APPRAISAL SCORING SCALE [PASS] PASS 1: PERFORMANCE IN TERMS OF KEY DIMENSIONS (continued) The second part of the table indicates each competency by number and by title (I.e., 200 Memory / Memory Skills etc.). It also indicates the extent to which the most recent performance rating deviates positively (+) or negatively (-) from a comparable previous rating. An index of average performance that can be used to calculate percentage increase or bonus justified by the job-holder’s performance, if required, concludes the report.

  35. 10. PERFORMANCE APPRAISAL SCORING SCALE [PASS] (continued) PASS 2: PERFORMANCE IN TERMS OF SET JOB TARGETS (management by objectives) An important requirement with PASS 2 is that the (usually) 2 to 4 tangible objectives of the job be determined and formulated for entry into this facility. A job that does not contribute to the bottom line, viz. profit, is in fact not really a job, but a “parasite” that only serves to drain the company’s resources.

  36. 10. PERFORMANCE APPRAISAL SCORING SCALE [PASS] PASS 2: PERFORMANCE IN TERMS OF SET JOB TARGETS (management by objectives) [continued] The PASS 2 report gives an indication of how the respondent performs in terms of the vital tangible objectives of the job

  37. THE VITAL ADVANTAGES OF PASS • PASS 1 • 1.1 Gives and indication of how the job-holder performs in terms of the source competences and functional requirements of the job • 1.2 Provides invaluable information for purposes of: • (a) training and development (in terms of the Skills Development Act); • (b) career pathing; • (c) succession planning • PASS 2 • 2.1 Can be utilized to verify the extent to which PASS 1 performance ratings are objectively applied – viz. free from any raters’ prejudice; • 2.2 Ensures control over productivity in the company by setting fair standards of • performance for all workers; • 2.3 It optimizes standards of performance (and production) and serves as a permanent window on the performance of each job-holder in the company in terms of the tangible objectives of the job; • 2.4 It ensures adequate feedback to each worker in terms of the level of accept-ability of his or her performance and amounts to tangible proof of ongoing feedback in cases of disciplinary action against non-performers.

  38. TEAM EXPERT: Determining the Shape and Disposition of Teams Team XprT takes a team member less than 10 minutes to complete. It gives an indication of the state of the team in terms of the 10 universal elements applicable to all teams. Team XprT is also an invaluable tool for use with team building exercises

  39. Contact Details For more information and system demonstrations Contact Dr. Pieter Erasmus on 011 956 6507 082 415 5214 Psi Systems on 011 782 8117 or

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