Job Analysis Part 10

• Are You Ready For Job Analysis?
• Major Questions to Ask
• What is the purpose of the Job Analysis?
• How will the results be used?
• What technique will be employed?
• What data will be collected?
• What resources are available?
• Who will perform the Analysis?
• Purpose of the Job Analysis
• Why is the organization performing the job analysis?
• Is it for:
• Job Descriptions & Classifications
• Selection Procedures
• Worker Mobility
• Training & Development
• Compensation
• Performance Management
• How will the results be used?
• A job analysis is not complete until it is applied to some context
• Who will do this and how will it be applied?
• What Technique Will Be Employed?
• What job analysis technique will be employed and why?
• Job Analysis Interviews
• Observation
• Critical Incident Technique
• Position Analysis Questionnaire
• What data will be collected?
• What type of data will be collected?
• Observations
• Interviews
• Performance Data
• Is this data readily available to the organization?
• What resources are available?
• Is the necessary documentation available to the organization?
• Is the necessary skills required to perform the analysis present within the organization?
• Who will perform the analysis?
• Has someone been identified and released to perform the analysis?
• Is training required?
• Are external providers required?

Before undertaking a job analysis, it is important to understand the advantages and disadvantages of each method and also ascertain whether your organization is ready for job analysis.

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Job Analysis Part 1

Job Analysis is the process of examining a job in detail in order to identify its component tasks. The detail and approach may vary according to the purpose for which the job is being analyzed.

• Job Descriptions & Classifications
• Selection Procedures
• Job Duties to be performed by candidates
• Minimum Education Requirements
• Interview Questions
• Use of Selection Tests
• Worker Mobility
• Identification of skill levels to perform a particular task
• Identification of skill levels present within existing workforce
• Development of Task-Person Fit Model
• Training & Development
• Identification of skill levels
• Measure the effectiveness of training interventions
• Identify training methods to be employed
•   Small Group
•   On-the-Job Training
•   Computer Based
• Compensation
• Skill Levels
• Compensable Job Factors
• Roles & Responsibilities
• Performance Management
• Identification of clear goals and objectives
• Performance Metrics and Standards
• Evaluation Criteria
• Job Analysis Methodologies
• Four Main Types of Job Analysis
• Data Collected

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Process, Benefits & Preparation Part 2

Performance Apprasisals

Supervisor’s Role and Benefits from Performance Management
The supervisor's role within the process can be defined as:

• Setting objectives with employee
• Managing rewards and ensuring fair compensation for the level of job performance
• Offering accurate, timely, regular and specific feedback
• Through effective Performance Appraisals, supervisors can
• Translate business goals into individual job objectives and standards
• Monitor performance and offer feedback
• Communicate and seek agreement on objectives
• Coach employees on how to achieve their performance objectives
• Identify employees’ strengths and weaknesses
• Generate and agree on development plans to best serve the organization and individual needs  

Employee’s Role and Benefits from Performance Management
The employee’s role in the process includes:

• Set objectives with supervisor
• Improve performance
• Plan his/her development

Through Performance Appraisals, employees can:

• Openly discuss performance with supervisors
• Reinforce and sustain good performance
• Improve performance where needed
• Determine career-progression goals
• Identify development and training needs
• Link rewards to performance

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Keeping Score on Organizational Goals 2

Steps in Keeping Score:

1. Identify your team's most important key result areas.
2. Select units of measure in each key result area
3. Assess current performance in each key result area.
4. Set goals to make improvements.

Step 1: Identify Key Result Areas (KRA's)
The first step in scorekeeping is to identify the key result areas most important to your team.
    These are broad categories in which you want to evaluate your team's success.
    They are qualitative as opposed to quantitative.
    They should be aligned to the strategy and goals of the larger organization.
    They generally fall into one of the following four categories:
 
Quality (examples)

• Customer
• On-time delivery
• Accuracy
• Defects 

Internal operations (examples)

• Rate of production 
• Cycle time
• Employee satisfaction
• Safety

Development (examples)

• Product innovation
• Employee empowerment
• Process improvement

Finances (examples)

• Profitability
• Costs
• ROI

What are your team's most important key result areas?
 
Begin by reviewing the strategy and direction of your team as well as the goals and objectives of the larger organization of which you are a part, then talk together with your team members to identify what is working and what is not working for your team.  Next, identify the key result areas (KRA's) most important to your success.  List each key result area and then note why it is important. Click here for a template which you can use to list what is working, what is not working, and your KRA's.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/  

Diversity - Summary

To summarize what we've learned in our Diversity series: 

• We have defined diversity as "the differences that make us unique."
• We have discussed that many ongoing demographic changes are affecting the makeup of the workforce, presenting specific leadership challenges, and calling for changes in management approaches.
• We have identified five key skills that can help us manage diversity effectively.
• We have seen that valuing differences, taking action, and overcoming barriers will help ensure that we can leverage the advantages of diversity.
• We have seen that focusing on managing diversity helps organizations attain four business imperatives that will help them gain a competitive advantage in the marketplace.
• We have explored the Flex-Management model which recognizes that each individual worker retains his or her unique makeup while becoming part of the workplace.
• We have seen how Flex-Management strategies show a deep appreciation of individual differences, recognizing that although people are more alike than they are different, they all have different needs.
• We have come to appreciate that "one size" no longer fits all employees, and one way of doing things will not work in today's diverse workplace.
• We have realized the importance of determining our current skill level to know which areas we can target for personal development in managing diversity.
• We have formulated a personal Managerial Development Plan and committed to taking action that is critical for individual development in managing diversity.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: Change Strategies

Most of us have some skills already in place that help us manage diversity well and some areas which we need to develop.  If we target the areas we need to develop and then create an action plan to meet those specific needs, we are much more likely to succeed.
 
First, rate yourself on how you currently perform in each of the 5 skill areas below.  "5" indicates the highest rating, and "1," the lowest.
 
Empower Others
1.   I share power.
2.   I share information.
3.   I solicit input.
4.   I reward people.
5.   I manage more as a colleague than as a boss.
6.   I encourage participation.
7.   I share accountability.

Develop Others
8.   I coach others.
9.   I model desired behaviors.
10. I mentor others.
11. I provide opportunities for others to grow.
12. I delegate responsibility fully to those qualified to do the work.
13. I question and counsel employees on their interests, preferences, and careers.     
14. I work to individualize training needs.

Value Diversity
15. I know my own assets, liabilities, and biases.
16. I see diversity as an asset.
17. I understand diverse cultural practices.
18. I facilitate integration among people.
19. I help others identify their needs and options.

Work for Change
20. I support employees by adapting policies, systems and practices to help meet their needs.
21. I identify and influence organizational change.

Communicate Responsibly
22. I clearly communicate expectations.
23. I ask questions to increase my understanding.
25. I develop clarity across cultures and language differences.
26. I provide ongoing feedback with sensitivity to individual differences.

Now, identify three areas in which you have rated yourself relatively low.  Choose those areas in which you would like to develop or enhance your ability to manage the diverse workforce.  Click here for a Managing Diversity Development Plan template.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: 5 Skills for Working with the Changing Workforce

David Jamieson and Julie O'Mara identified 5 skills for working with the changing workforce.  These skills build on good management practices.

1. Empower Others:  Share power and information; solicit input and reward people; manage more as a colleague than a boss; encourage participation and share accountability
2. Develop Others:  Delegate responsibility fully to those who have the ability to do the work; question and counsel employees on their interests, preferences, and careers; work to individualize training needs.
3. Value Diversity:  Know your own assets; understand diverse cultural practices; facilitate integration among people; help others identify their needs and options
4. Work for Change:  Adapt policies, systems, and practices to help meet organizational needs; identify and influence organizational changes
5. Communicate Responsibly:  Communicate work and performance expectations clearly; listen and show empathy; understand cultural and language differences; provide ongoing feedback with sensitivity to individual differences

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Training Needs Analysis - Part 1 of 2

Needs Analysis is an essential process in every organization, large or small.  A properly performed analysis will ensure that team members receive the most relevant training and will deliver an immediate positive impact on your organization.

The Formalized Approach

• Training is directly linked to human resource needs
• Systematic developmental training linked to performance appraisals
• Knowledge-based courses broadened to skill-based courses
• Line-manager involvement in the development of the course content
• Range of skills required increases
• Pre- and post-course activities increase
• Training is linked to individual needs

Benefits include:

• Training and continuous development will be perceived as essential for organizational survival and an integral part of organizational strategy
• Training becomes a source of competitive advantage
• On-the-job development
• Self-selection for specialized training courses
• New forms of training delivery explored, such as e-learning
• Measurement of learning becomes critical to the organization

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/