S E S S I O N 2 b - E v a l u a t i n g W o r k a n d P e r s o n F o c u s e d P a y p. 1 Job Evaluation Job Evaluation INTERNAL STRUCTURE Job Based Job analysis Job descriptions Job Evaluation Classes/Comp factors Factor degrees & weighting Job-Based structure Person Based Skills Competencies PURPOSE Collect, summarize Work information Determine what to value Assess value Translate into structure Skill Analysis Skills blocks Certification Process Person-based structure Core Competencies Competency sets Behavioral Descriptors
28
Embed
P. 1 SESSION 2b - Evaluating Work and Person Focused Pay INTERNAL STRUCTURE Job Based Job analysis Job descriptions Job analysis Job descriptions Job Evaluation.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 1
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 2
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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 3
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 4
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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 5
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,
• 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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 7
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
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 11
What is a CompetencyWhat is a Competency
Competencies are what superior performers:
• Possess as underlying attributes
• Demonstrate in more situations
• Apply with better results
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 12
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 13
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 14
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
ce
Job Complexity
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 15
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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 16
The Competency ModelThe Competency Model
SharedAttributes
Attributesof Top
Performers
Attributesof Average Performers
Concentrate on attributes of top performers in job
analysis
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 17
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 18
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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 19
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.
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 20
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 21
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
SE
SSIO
N 2
b -
Evalu
ati
ng W
or k
an
dPers
on F
oc u
s ed P
ay
p. 22
Competencies Most Predictive of SuccessCompetencies Most Predictive of Success