p. 1 session 2b - evaluating work and person focused pay internal structure job based job analysis...
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Job EvaluationJob Evaluation
INTERNAL STRUCTUREINTERNAL STRUCTURE
Job BasedJob Based
Job analysisJob descriptions
Job analysisJob descriptions
Job EvaluationClasses/Comp
factors
Job EvaluationClasses/Comp
factors
Factor degrees& weighting
Factor degrees& weighting
Job-BasedstructureJob-Basedstructure
Person BasedPerson Based
SkillsSkills CompetenciesCompetencies
PURPOSE
Collect, summarizeWork information
Determine whatto value
Assess value
Translate intostructure
SkillAnalysis
SkillAnalysis
Skills blocksSkills blocks
CertificationProcess
CertificationProcess
Person-basedstructure
Person-basedstructure
CoreCompetencies
CoreCompetencies
Competency setsCompetency sets
BehavioralDescriptorsBehavioralDescriptors
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Person based vs Job basedPerson 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.
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Person based vs Job basedPerson 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
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Person BasedPerson 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.
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Person basedPerson 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.
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Knowledge-Skills-Abilities : ExamplesKnowledge-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.
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Whom to involveWhom 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
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Technician Skill-based structureTechnician Skill-based structure
Basic requirements– Quality course– Shop floor control– Material handlingEtc…
Skills:– Panel fabrication 10 pts– Shell Fabrication 15 pts– End casting welding 15 pts– Finishing pain 20 ptsEtc…
Optional Electives– Maintenance– Logistics– Computer dBase– AdministrationEtc…
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Technician Skill-based structureTechnician Skill-based structure
Basicrequirements
Basicrequirements
Basicrequirements
Basicrequirements
40Core
electives
140Core
electives
240Core
electives
365Core
electives
Optionalelective
Optionalelectives
Optionalelectives
Euro
17.00 -
14.50 -
13.00 -
10.00 -
Entry Tech 1 Tech 2 Tech 3 Tech 4
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What is a CompetencyWhat 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
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What is a CompetencyWhat is a Competency
Competencies are what superior performers:
• Possess as underlying attributes
• Demonstrate in more situations
• Apply with better results
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Types of AttributesTypes of Attributes
Motives Recurrent thoughts that drive behaviors
Traits A general disposition to behave in a certain way
Social Role The image one projects to others (“outer-
self”)
Self Image A person’s sense of identity
Technical Skills Behavioral demonstration of expertise
Knowledge Information that a person has in a particular
area
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CompetenciesCompetencies
Motives
Self Image
Technical Skills
Social Role
ProfessionalKnowledge
Performance
Traits
Rarely changes in lifetime
Leadership or follow-up role
PersonalityEnergy
Image perception
Power - AffiliationAchievement
Cou
ld b
e
influ
en
ced
Cou
ld b
e
influ
en
ced
Diffi
cult if n
ot p
ossib
le to
in
flu
en
ce
CreativityIQ
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Degree of Competency Degree of Competency
The more complex and the wider the scope of work, the more important the competencies.
Competencies
Task Mastery
Imp
ort
an
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Job Complexity
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Some Basic Assumptions about Some Basic Assumptions about CompetenciesCompetencies
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.
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The Competency ModelThe Competency Model
SharedAttributes
Attributesof Top
Performers
Attributesof Average Performers
Concentrate on attributes of top performers in job
analysis
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Some Examples of CompetenciesSome 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
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An Example of a CompetencyAn 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.
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An Example of a CompetencyAn 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.
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Competency ModelsCompetency Models
Individual competencies can be grouped together to form “Competency Models” for specific jobs, roles, functions, or organizations.
Responsibilities Competency Model
Behaviors needed to perform these responsibilities
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Competency ModelsCompetency Models
Example : SUPERVISOR
Behaviors needed to perform these responsibilities
Responsibilities
Planning Daily/Weekly Tasks
Cost Control
Quality
Mgmt development
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
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Competencies Most Predictive of SuccessCompetencies Most Predictive of Success
Executive
Manager
Individual Contributor
Achievement
Planning & Organizing
Initiative
Concern for Personal Impact
Direct Persuasion
Organizational Awareness
Relationship Building
Use of Influence Strategies
Developin OthersGroup Leadership
Self-ControlSelf-Confidence
Tenacity
Technical ExpertiseAnalytical ThinkingStrategic Thinking
Part of the Job
Not Required
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Competencies Difficult to Train or Competencies Difficult to Train or DevelopDevelop
Achievement Drive
Interpersonal Awareness
Concern with Personal Impact
Tenacity
Flexibility
Analytical/Conceptual Thinking
Self Confidence
Context/Environmenthas an impact on some of the
listed Competencies
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COMPETENCIESCOMPETENCIES
COMPENSATIONHow should jobs
be valued?
PERFORMANCEMANAGEMENT
How should performancebe evaluated?
SELECTIONHow should qualified
employees be identified?
JOB DESIGNHow should jobs be structured?
SUCCESSION PLANNINGWhat are the successionrequirements of our jobs?
TRAINING &DEVELOPMENT
What are the developmentrequirements of our jobs?
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How to Identify CompetenciesHow to Identify Competencies
OrganizationCulture
StrategicRequirements
Job TaskRequirements
JobCompetencies
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Contrasting ApproachesContrasting Approaches
Job based Skill based Competency based
Pay structure Promotion Skills acquisition Competency development
Advantages Clear expectation Continuous learning Continuous learning
Sense of progress Flexibility Flexibility
Pay based on value Reduced work force Lateral movement
of work performed
Limitations Potential bureaucracy Potential bureaucracy Potential bureaucracy
Potential inflexibility Requires costs controls Requires costs controls
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Job Evaluation : Wrap-upJob Evaluation : Wrap-up
Job-Based Knowledge-BaseWhat is valued Job features and compensable factors Skill and competencies block
Quantify the value Factor degree weights Skill and competencies level
Assign points that reflect criterion pay Certify skills and competencies and
structure price competencies and skills in external
market
Pay structure Based on job performed/market Based on skills and competencies
certified/ market. There is little emphasis
on seniority in pay determination.
Pay increases Promotion Skill acquisition and competency
development. Pay changes do not
necessarily accompany job changes
Manager’s focus Link employees to work Utilize skills efficiently and make sure
Promotion and placement competencies add value
Cost control via pay for job and budget Provide training and competency –
increase developing opportunities.
Control costs via training, certification,
and work assignments
Mechanisms to translate into pay
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What System for which OrganizationWhat System for which Organization
Market Structure &
Organisation
Salary Surveys & Job Slotting
Classical Evaluation
Job Description
MixedEvaluation
Job Description& CompetencyAssessment
CompetenciesEvaluation
IndividualCompetencyAssessment
Mature
Start-up
Mature
Start-up
1 - 300 empl.
300 - 1000 empl.
>1000 empl.