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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

ce

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.