the next generation of hr solution

BC HRMA

Training & Development Roundtable

The Next Generation HR Solution!

Georges Gracieuse, CHRP

September 26, 2011

AGENDA

1. Description of the Next Generation HR Solution

2. Work measurement - do you know how, where and why work is

done?

3. Work alignment - does your structure fit with your strategy?

4. Work fit - do you have the right people in the right roles?

5. Work value - what is each role really worth to your organization?

6. Summary……

7. Facilitator

8. Questions & Feedback

COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.

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Description

In this fast-paced, competitive economic environment, your organization needs

to put people at the heart of your drive to have a cutting-edge. And you can’t

afford to have anything less than a strategic and integrated approach to

HR.

Organizations have successfully used job evaluation to help with job design,

talent development and performance management.

During this session we shall look at job evaluation which enables you to answer

four critical questions:

Work measurement - do you know how, where and why work is done?

Work alignment - does your structure fit with your strategy?

Work fit - do you have the right people in the right roles?

Work value - what is each role really worth to your organization?

SLIDE 4 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.

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Description

“CUPE is deeply committed to the goal of fair

compensation for all our members and we feel strongly that

proper evaluation of jobs is one way to achieve that goal

without the necessity of numerous individual grievances or

expensive arbitrations. In the current climate of fiscal

restraints, it is doubly important that workers know they are

being compensated fairly in relation to the value of the work

they do.”


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AGENDA



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Work measurement

Has anyone here ever worked for an

employer where there was no job

description?


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Work measurement

Job Description

It is of particular importance for clarity of roles that job descriptions contain all pertinent

information necessary to reflect the assigned duties and responsibilities of the job. The

job description also serves to record the conditions from which the job is classified.

Normally includes:

1. Purpose of Job

2. Organizational Structure

3. Main Tasks or Accountabilities

4. Critical Dimensions

5. Qualifications & Experience Required

6. Skills Required

7. Behaviours Required


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Work Alignment

It is generally accepted that when HR activities are

integrated both vertically and horizontally they add greater

value to the business and have a deeper impact on the

bottom line.

The Model presented on the next slide illustrates how the

key HR activities can fit in an organization both vertically

and horizontally.


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Work Alignment

COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED. SLIDE 11


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Work Fit

a)Have you ever been frustrated because the job you

were doing didn’t match your job description?

e.g. Salary Review challenge at XYZ

b)Do you as an employer feel frustrated because jobs

change so quickly that you are hiring and the job

description do not reflect adequately the job?


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Work Fit

Why is a Job Description Important?

According to Taylor (2005), a job description is an essential

document for human resources professionals to conduct

the people resourcing activities in a systematic way. Taylor

also observed that ‘best practice’ should be taken into

account in the design of a job description. It includes a job

title, a rate of pay, the reporting line, subordinates, the main

purpose, a list of the main duties and performance

indicators.

1 Taylor Stephen (2005), People Resourcing, 3rd ed., London:: CIPD, pp. 150-151 SLIDE 14


Work Fit

A job description is used to fulfil the following functions:

It is used to assist in the writing of the person specifications which can be

referred to both in advertisement and the selection process. The job

description gives to the applicants an idea of the tasks they will be expected

to perform. The job description, together with the person specification allows

candidates to self-select and the selection panel to ensure that the chosen

applicant’s ability and experience match with the requirements of the job.

It is frequently included in the contract of employment and can be used by

employees as a reference in court if they consider that their contract has been

frustrated and they have been forced to resign on the ground of constructive

dismissal.


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Work Fit

A job description is used to fulfil the following functions:

It can also, adversely, be used as part of an employer’s defence in a case of

unfair dismissal where an individual has been refused employment or

promotion and claims that this is on account of direct or indirect discrimination.

The employer can present the job description in court as evidence that the

selection decision was made objectively and the plaintiff was not the most

suitable candidate.

And finally, according to Armstrong (2004), it can be used in Job Evaluation

to identify and weight the factors that are specific to this job in order to define

the job’s size.

2 Armstrong M and H Murlis (2004), Reward Management: A Handbook of Remuneration Strategy and

Practice, London: Kogan Page, pp132-147

SLIDE 16


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Work Value

a) Have you ever felt that the pay for your job wasn’t

aligned with the pay of other jobs in your company?

b) Have you ever felt unfairly paid compared to other

people?


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Work Value

Job Evaluation

‘To assess the relative value

to an organization

of its jobs and

to place them

in appropriate grades’

LinkedIn Poll on Job Evaluation


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http://www.linkedin.com/osview/canvas?_ch_page_id=1&_ch_panel_id=1&_ch_app_id=1900&_applicationId=1900&_ownerId=0&appParams=%7B%22section%22:%22vote%22,%22poll_id%22:148297%7D&trk=linkedinshare-polls-results-vote

Work Value

Job evaluation builds consistency and equity in the job classification and pay system. It

involves making judgements about the relative worth of jobs. The Hay Guide Chart

method provides a common 'language', criteria and an organising framework to ensure

that these judgements are applied, and can be tested and defended, in an objective,

consistent and equitable way.

The criteria or factors are based on some simple but powerful principles:

Any job or role, in whatever organizational context, exists to provide some

Contribution to the organization in which it works - its Accountability

Delivering this Accountability depends on Input of Knowledge, skills and experience -

the Know-How

Know-How must be applied and used in the Process of addressing the requirements

of the job and solving the problems which arise in the job - the Problem Solving.

Any role can thus be characterized in terms of these three factors of Know-How,

Problem Solving and Accountability and the relationship between them.

COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. SLIDE 20


Work Value


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Work Value

The three main factors are sub-divided into a number of

component elements with different defined degrees about which

individual judgments must be made in order to arrive at an

overall assessment of the job against each of those main factors.

The elements within each of the factors are described as follows:

Know-How

Problem Solving

Accountability

COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. SLIDE 22


Work Value

Know-How

Within this factor there are three elements, namely:

Depth and Range of Know-How

This factor measures the amount of information and understanding necessary to perform the duties of

the job. This knowledge can be obtained through any combination of related formal education, training,

experiences, or self-study. At one extreme this may be very simple, for example a requirement for

straightforward clerical or simple manual skills; at the other, it may call for the more general knowledge

required to deal with strategic issues at the most senior level within the organization.

Planning and Organizing Know-How

This factor measures the requirement in the job to plan, organize, supervise, co-ordinate and integrate

different activities, resources, or parts of the organization.

Communicating and Influencing

This Factor measures the requirement in the job to work with and through others in order to achieve

necessary results.


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Work Value

Problem Solving

This factor contains two elements as follows:

Thinking Environment

This factor assesses the scope within the job to identify and address the

problems which typically arise. Thinking environment depends on the absence

or presence of policy, procedure, supervision and other guidance.

Thinking Challenge

This factor assesses the inherent nature of the problems which typically need

to be dealt with, ranging from simple, repetitive problems at one extreme

through to complex and novel situations at the other, typically requiring the

exercise of substantial judgment.


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Work Value

Accountability

This factor deals with three elements, as follows:

Freedom to Act

This factor defines the authority in the job to take decisions without referral to

others.

Magnitude

This factor indicates the area of the organization or "magnitude" upon which the

job impacts.

Type of Impact

This factor establishes the strength or degree of impact the job has in relation

to the chosen magnitude.


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AGENDA



done?




6. Summary……

7. Facilitator


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Summary

During this session we’ve addressed the above issues by answering

the following questions:

Work measurement - do you know how, where and why work is done?

Work alignment - does your structure fit with your strategy?

Work fit - do you have the right people in the right roles?

Work value - what is each role really worth to your organization?

We’ve seen that you can’t afford to have anything less than a

strategic and integrated approach to HR if you want your

organization to have a competitive advantage.


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AGENDA



done?




6. Summary……

7. Facilitator


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Facilitator

The session was facilitated by Georges Gracieuse, CHRP

Georges Gracieuse launched his practice, Vital-HR, in 2011, focusing on job evaluation.

The services provided by Vital-HR respond to a felt need by small businesses that have

been severely hit by the economic downturn of the previous years. Many had to downsize

and readjust the workflow and responsibilities of different jobs; others have merged and

face the challenges of integrating different organizational cultures and different pay levels

for the same job performed. Readymade job descriptions or salary surveys cannot respond

to the specific needs of each organization. Vital-HR offers tailor-made business solutions to

develop a robust foundation to build the customer’s success.

Georges’ expertise is built on a foundation of over 10 years of experience in human

resources in multicultural and international environments. With a commitment to

continuous learning, Georges recently completed the Masters of Arts in Human Resources

Management.

Georges is best known for his trustworthiness, reliability, approachability, and exceptional

interpersonal and communication skills

THANK YOU!

Georges Gracieuse, CHRP

Principal

Vital-HR

[email protected]

http://www.vital-hr.net

640-376-6206

mailto:[email protected]



http://www.vital-hr.net/



the next generation of hr solution

Documents

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