job description and evaluation of job positions ansi shundi , albania
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Job Description and Evaluation of Job Positions Ansi Shundi , Albania. “Building a Professional Civil Service in Kosovo” Pristina, 26-27 June 2008. 30 minutes for:. Job description Structural and functional organization Evaluation of job positions Importance of these processes - PowerPoint PPT PresentationTRANSCRIPT
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Job DescriptionJob Descriptionandand
Evaluation of Job PositionsEvaluation of Job Positions
Ansi Shundi, AlbaniaAnsi Shundi, Albania
“Building a Professional Civil Service in Kosovo”Pristina, 26-27 June 2008
30 minutes for:
Job description Structural and functional organization Evaluation of job positions Importance of these processes Used techniques Recommendations
The intercommunion
Job description
Functional organization
Evaluation of job positions
Who? How? How much?
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
The determination of objectives
Mission of the institution
Objectives of the department
Individual objectives- PP
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.
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.
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
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.
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
?
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.
Major used methods
The method of listing the duties
The method of classification (benchmark)
The method of point evaluation
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
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.
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
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
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.
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
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
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
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