Job Description and Evaluation of Job Positions Ansi Shundi , Albania

1. Job DescriptionandEvaluation of Job PositionsAnsiShundi, Albania “Building a Professional Civil Service in Kosovo”Pristina, 26-27 June 2008

2. 30 minutes for: • Job description • Structural and functional organization • Evaluation of job positions • Importance of these processes • Used techniques • Recommendations

3. Evaluation of job positions Job description Functional organization The intercommunion Who? How? How much?

4. The Job Description • Is the definition of duties, which are expected to be accomplished by a job position, within the structure of an institution • Everybody talks, everybody realizes the importance, but only a few of them implement it. • Clear division amongst the objectives of every single employee. • Division of duties in the institution • Mission materialization of the institution

5. The determination of objectives Mission of the institution Objectives of the department Individual objectives- PP

6. The identification of job positions

7. The identification of job positions

8. Noticed problems • The job description is compiled only at the moment of the recruitment. • The job analyst ( manager of personnel) has an entirely secondary role. • There is a lack of quantitative analysis of job’s volume to list the need for the increase of job positions.

9. Functional and organizational structure • Basically, it is started from the function, in order to come up to the structure. • The structure can be set up based on the required quantitative job analysis for the function realization. • The aim is to preserve a limited and standardized number of organizational units.

10. Rules and supervision • There are strict rules for the minimal number of employees in one unit. • The number of employees, dependently, influences on the official’s salary • Controls through budgetary limits • Controls by a specialized central unit

11. The Situation in Kosovo • There are no strict rules about structures’ drafting. • There is no analyzing and audit unit • There is a diversity of organizational units • There is no regular managing report • There is an over position among the structures, not only among the institutions, but also inside the same institution.

12. The appropriate managing space • Units with standardized and manual functions of consolidated work. • Units with supervising and policymaking functions, where it is necessary for continual intervention. • New requests of integrated processes ?

13. The evaluation of job positions • It serves for the determination of the relative value of the concrete job position, in proportion to other positions; • Quantifies the required human resources for the functions’ accomplishment, that are foreseen by the job position.

14. Major used methods • The method of listing the duties • The method of classification (benchmark) • The method of point evaluation

15. The method of listing the duties • It is the simplest method • It is used in small and medium institutions • It is done by a group of managers • It has a limited extension in the corresponding institution

16. The method of classification (benchmark) • The job evaluation is done for some typical positions • The evaluated positions belong to all hierarchic levels • All the other positions compare to the evaluated positions and then get into the category that they match most.

17. The method of point evaluation • It is an analytic method • It does not make a mutual comparison of the positions • Some common factors are determined and then evaluated with points for each position • The total number of points determines the value of the job position

18. Benchmark or point evaluation Benchmark Benchmark Point evaluation

19. Comparison • The benchmark is a controlled system with strict rules • There are a few exceptions • The positions of the same level are equally evaluated in all institutions • Point evaluation authorizes managers to define the salary inside the institution • Requires a consolidated practice to be applied

20. The Situation in Kosovo • The salary differences are very small among the hierarchic positions • The coefficient’s value is small; • With promotions in career, only the responsibilities are gained – alternative rewards are required • There is an attempt of applying additions to salaries, but it is done in a non-coordinated way.

21. The Situation in Kosovo 2 • Structure increasing in the high hierarchic levels • The proportion of managers and dependants is 1:1 • The establishment of Executive Agencies for staff stimulation effects

22. The situation in Kosovo 3 • Total chaos with job titles and applied coefficients • More than 950 coefficients • Ad hoc determination of coefficients without being based on any strict criteria • The most problematic part – executive positions

23. Recommendations • Simple system with less levels within each class • The increase of the difference between the hierarchic, consecutive positions • It is applied in a small number of institutions and it expands gradually • Including all ranks in the nominal salary

24. Recommendations 2 • Strengthening central institutions that control equal implementation of rules • Rules determination for the drafting of structures • The establishment of a strict procedure for the approval of job dismissals • The combination of job objectives’ fulfillment with career promotion system • The difference between institutions according to their importance

25. Thank you ansi.shundi@cpmconsulting.eu