hay group
TRANSCRIPT
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Introduction to Job Analysis (JA)
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Hay Group
• Hay Group was founded in 1943 by Edward N. Hay.
• Hay Group pioneered the “factor comparison” job evaluation method and modified it in its Guide Charts.
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Organizational Cascade
Organization Mission, Vision, Values
Strategy
Organization Structure
Jobs
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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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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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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 explicit
area in which results must be achieved by the jobholder's action.
• They suggest measures or tests which could determine whether they are being met
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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 PurposeThe fundamental reason for the job
– DimensionsSignificant measurable quantities on which job has some impact
• Annualized financial data• Number of direct reports
– Key AccountabilitiesKey outputs expected from the job.
– Key Performance Indicators (KPI’s)A clear measure of the specified output.
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Role Profile…continued
- Communication & People InteractionInformation about the key contacts of the job; inside and outside the organization.
– CompetenciesKey competencies or behaviors for high performance
– Decision MakingLimits of authority & empowerment.
– Knowledge , Skills & ExperienceKnowledge, skills and experience required for the jobKey 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 Company’s objectives. Recommend development needs for staff in view of changing business requirements and provide support to other functions for maintaining 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 BudgetDirect ReportsTraining BudgetTraining/s ConductedCost of the Payroll
(2004/05)8,250,000
03800,000
101,800,000
(2005/06)10,399,000
031,450,000
212,100,000
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 WhyPrepare, monitor and Control
The Annual Departmental Budget To ensure
expenditure is in line with the business plan
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Typical Key Performance Indicators (KPIs)
KPIs are often sector specific
• Top LevelROI, ROCE, Profitability, Actual; Budget, Growth, Market Share, Territorial coverage.
• Oil & Gas specificSize/Growth in reservoir, plant availability, volume pumped/processed, HSE.
• Manufacturing specificOutput, 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 and develop than behavioral competencies.
• The underlying competencies are less visible but they largely direct and control surface behavior. They are more difficult to measure and develop.
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Knowledge, Skills and Experience
Outlines a typical “person” specification:– Should focus on the principal qualifications, skills
and experience you would look for when recruiting someone to the role.
– Will need sensitive handling if the present job holder is 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 in
HR. – Proven people management skills and experience.
People management skills and experience – Balance and mature approach – must act with integrity,
discretion and confidentiality at all times. – Minimum 10 years experience in Human Resources at
professional level.– PC Literate- in particular MS Office– Technically competent in the delivery of most HR
disciplines – resourcing, reward, performance management, 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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JobInput
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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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
Management Breadth
Human Relations Skills
Thinking Environment
Thinking Challenge
= Total Job Size
Freedom to Act
Area of Impact
Nature of Impact
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Know How
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The sum of every kind of knowledge, skill and experience required for standard acceptable performance in the role.
Know How
Technical Know - 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 managing activities and functions. It involves combining some or all of the elements of Planning, Organizing, Coordinating, Directing, Executing and Controlling – over time.
• Planning and organizing
• Complexity
• Functional diversity
• Timescale/planning horizon
• Scale
• Horizon/Strategic influence
• Reflects hierarchies where they exist
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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 onfact or evidence, empathy to the other’spoint of view
‘Hearts and minds -behavior change, negotiating and partnership working.
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Problem Solving
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Problem Solving
The ‘self-starting’ thinking required by the job for analyzing, evaluating, creating, reasoning, arriving at and drawing conclusions.
Thinking Environment
Thinking Challenge
Assesses the extent to whichthinking is constrained by thecontext in which it must takeplace
The complexity of theproblems encountered andthe extent to which originalthinking must be employed toarrive at solutions
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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 to deliver accountabilities. It assesses the complexity of the problem and the extent to which original thinking must 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
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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 proceduralcontrols and guidance
Nature of
Freedom to Act
Area of
Impact How much of the organization does therole impact upon and what is thenature 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
JobOrganization
Function
Department
Gauges how much of the organization, department orfunctional area is affected by accomplishment of the
role’s basic purpose and the nature of that impact(direct or indirect).