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Job Evaluation

Job Evaluation. INTERNAL STRUCTURE. Person Based. Job Based. Skills. Competencies. PURPOSE Collect, summarize Work information Determine what to value Assess value Translate into structure. Job analysis Job descriptions. Skill Analysis. Core Competencies. Job Evaluation

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Job Evaluation

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  1. Job Evaluation INTERNAL STRUCTURE Person Based Job Based Skills Competencies PURPOSE Collect, summarize Work information Determine what to value Assess value Translate into structure SESSION 3 - Evaluating Work and Person Focused Pay Job analysis Job descriptions Skill Analysis Core Competencies Job Evaluation Classes/Comp factors Skills blocks Competency sets Factor degrees & weighting Certification Process Behavioral Descriptors Job-Based structure Person-based structure

  2. Person based vs Job based • Structures based on knowledge pay individuals for all the Competencies, Knowledge, Skills & Abilities (KSA) for which they have been certified, regardless of whether the work they are doing requires all or just a few of those particular skills or competencies. • In contrast, a Job-Based plan pays employees for the job to which they are assigned, regardless of the skills or competencies they possess. SESSION 3 - Evaluating Work and Person Focused Pay

  3. Person based vs Job based • Knowledge, Skills, Abilities (KSA) and Competencies, rather than jobs are compensable • Mastery of KSA and Competencies are measured and certified • Pay changes do not necessarily accompany job changes, since a different job does not necessarily mean more or different KSA and Competencies • Little emphasis is placed on seniority in pay determination SESSION 3 - Evaluating Work and Person Focused Pay

  4. Person Based • Today employees are told they must go beyond the tasks specified in their job description • Person based systems claimed to be essential for achieving competitive advantage. SESSION 3 - Evaluating Work and Person Focused Pay

  5. Person based • Skill plan can focus on : • Depth • Specialist in corporate law, finance, welding and hydraulic maintenance, etc. • Breath • Generalist in operational phases, incl. marketing, manufacturing, finance, HR, etc. SESSION 3 - Evaluating Work and Person Focused Pay

  6. Knowledge-Skills-Abilities : Examples • Knowledge • Administration and Management: knowledge of business and management principles involved in strategic planning & resource allocation. • Reservation System: knowledge of reservation system software, transaction handling and exceptions treatment. • Skills • Speaking — Talking to others to convey information effectively. • Time Management — Managing one's own time and the time of others. • Languages — Speaks fluently Chinese and Japanese • Abilities • Typing Manual Proficiency — The ability to quickly move your hand, your hand together with your arm, or your two hands to grasp, manipulate, or assemble objects. • Number Facility — The ability to add, subtract, multiply, or divide quickly and correctly. SESSION 3 - Evaluating Work and Person Focused Pay

  7. Whom to involve • Employee involvement is almost built into skill-based plans • Employees and managers are the source of information on: • Defining the KSAs • Arranging them into a hierarchy • Bundling them into skill blocks • Certify actual skills SESSION 3 - Evaluating Work and Person Focused Pay

  8. Technician Skill-based structure • Basic requirements • Quality course • Shop floor control • Material handling Etc… • Skills: • Panel fabrication 10 pts • Shell Fabrication 15 pts • End casting welding 15 pts • Finishing pain 20 pts Etc… • Optional Electives • Maintenance • Logistics • Computer dBase • Administration Etc… SESSION 3 - Evaluating Work and Person Focused Pay

  9. Technician Skill-based structure Euro Optional electives 17.00 - Optional electives 365 Core electives 14.50 - 13.00 - SESSION 3 - Evaluating Work and Person Focused Pay Optional elective 240 Core electives 10.00 - 140 Core electives 40 Core electives Basic requirements Basic requirements Basic requirements Basic requirements Tech 2 Tech 3 Tech 4 Entry Tech 1

  10. What is a Competency • What is a Competency? • Personal attributes that contribute to and predict superior performance and success within a particular job, function and/or organization. • Personal attributes : • motives • traits • self-image • Social role • Knowledge • Skills • Distinctive to an organization • Independent of a job or position • An employee can transport them from one job to another SESSION 3 - Evaluating Work and Person Focused Pay

  11. What is a Competency • Competencies are what superior performers: • Possess as underlying attributes • Demonstrate in more situations • Apply with better results SESSION 3 - Evaluating Work and Person Focused Pay

  12. Types of Attributes • MotivesRecurrent thoughts that drive behaviors • TraitsA general disposition to behave in a certain way • Social Role The image one projects to others (“outer-self”) • Self ImageA person’s sense of identity • Technical SkillsBehavioral demonstration of expertise • Knowledge Information that a person has in a particular area SESSION 3 - Evaluating Work and Person Focused Pay

  13. Competencies Performance Could be influenced Professional Knowledge Social Role Leadership or follow-up role SESSION 3 - Evaluating Work and Person Focused Pay Motives Difficult if not possible to influence Power - Affiliation Achievement Rarely changes in lifetime Personality Energy Traits Creativity IQ Self Image Image perception Could be influenced Technical Skills

  14. Degree of Competency • The more complex and the wider the scope of work, the more important the competencies. SESSION 3 - Evaluating Work and Person Focused Pay Competencies Importance Task Mastery Job Complexity

  15. Some Basic Assumptions about Competencies • In every job, some people perform more effectively than others. These people also approach their job differently from typical workers. • These differences in approach relate directly to specific attributes or competencies of the outstanding performers that are often absent in typical performers. • Cultural differences can effect the way in which people solve problems, respond to authority figures, learn skills, deal with conflict, etc. However, the attributes of superior performers cut across these cultural differences. • In short, the most effective do not “do more” of the same thing, they do different things. SESSION 3 - Evaluating Work and Person Focused Pay

  16. The Competency Model Concentrate on attributes of top performers in job analysis SESSION 3 - Evaluating Work and Person Focused Pay Attributes of Top Performers Attributes of Average Performers Shared Attributes

  17. Some Examples of Competencies • Achievement Orientation • Planning & Organizing • Analytical Thinking • Self-Confidence • Tenacity • Interpersonal Sensitivity • Use of Influence Strategies • Directing Others • Relation Building • Initiative • Customer Orientation • Self-Control • Technical Expertise • Organizational Awareness • Teamwork • Developing Others • Leadership • Flexibility SESSION 3 - Evaluating Work and Person Focused Pay

  18. An Example of a Competency Customer Service Orientation DEFINITION Demonstrates concern for meeting internal and external customers' needs in a manner that provides satisfaction for the customer within the resources that can be made available. BEHAVIORAL INDICATORS: • Asks questions to identify customer's needs or expectations. • Checks understanding by stating what he/she understands are the customer's needs or expectations and asks the speaker to verify or clarify. • Demonstrates close concentration on the message being verbalized. • Stays calm in the face of a customer's anger or lack of control. • Keeps own emotions from interfering with responding effectively to customer's needs. • Takes a variety of actions to meet a customer's needs, as required until need is met. • Responds quickly to a problem when it comes up. • Asks questions of customers to assess satisfaction with service being provided. SESSION 3 - Evaluating Work and Person Focused Pay

  19. An Example of a Competency Attention to Detail DEFINITION Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small. BEHAVIORAL INDICATORS: • Provides accurate, consistent numbers on all paperwork. • Provides information on a timely basis to others who need to act on it. • Provides information in a useable form. to others who need to act on it. • Maintains a checklist, schedule, calendar, etc., to ensure that small details are not overlooked. • Double-checks the accuracy of information and work product. • Carefully monitors the details and quality of own and others' work. • Expresses concern that things be done right, thoroughly, or precisely. SESSION 3 - Evaluating Work and Person Focused Pay

  20. Competency Models Individual competencies can be grouped together to form “Competency Models” for specific jobs, roles, functions, or organizations. Responsibilities Competency Model SESSION 3 - Evaluating Work and Person Focused Pay Behaviors needed to perform these responsibilities

  21. Competency Models Example : SUPERVISOR Responsibilities • Planning Daily/Weekly Tasks • Cost Control • Quality • Results • Meeting Schedules • Performance Management • Developing Team Members Competency Model • Team Leadership • Conceptual Thinking • Initiative • Organizational Awareness • Achievement Orientation • Self Confidence • Planning & Organizing • Developing Others SESSION 3 - Evaluating Work and Person Focused Pay Behaviors needed to perform these responsibilities

  22. Competencies Most Predictive of Success SESSION 3 - Evaluating Work and Person Focused Pay

  23. Competencies Difficult to Train or Develop • Achievement Drive • Interpersonal Awareness • Concern with Personal Impact • Tenacity • Flexibility • Analytical/Conceptual Thinking • Self Confidence Context/Environment has an impact on some of the listed Competencies SESSION 3 - Evaluating Work and Person Focused Pay

  24. COMPENSATION How should jobs be valued? PERFORMANCE MANAGEMENT How should performance be evaluated? COMPETENCIES JOB DESIGN How should jobs be structured? SELECTION How should qualified employees be identified? SESSION 3 - Evaluating Work and Person Focused Pay TRAINING & DEVELOPMENT What are the development requirements of our jobs? SUCCESSION PLANNING What are the succession requirements of our jobs?

  25. How to Identify Competencies Strategic Requirements SESSION 3 - Evaluating Work and Person Focused Pay Job Task Requirements Job Competencies Organization Culture

  26. Contrasting Approaches SESSION 3 - Evaluating Work and Person Focused Pay

  27. Job Evaluation : Wrap-up SESSION 3 - Evaluating Work and Person Focused Pay

  28. What System for which Organization Mature Market Structure & Organisation Salary Surveys & Job Slotting Start-up 1 - 300 empl. Classical Evaluation Job Description SESSION 3 - Evaluating Work and Person Focused Pay Mature Start-up 300 - 1000 empl. Job Description & Competency Assessment Mixed Evaluation Individual Competency Assessment Competencies Evaluation >1000 empl.

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