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/

The Most Effective Use Of Time Right Now Part 2

Proactive vs. Reactive Work

Proactive work - concentrates on making things happen

• Developing plans and schedules
• Focusing on key tasks
• Achieving deadlines & targets
• Managing projects

Reactive work is based on dealing with the immediate and urgent issues that arrive usually in an uncontrolled manner.  The short-term focus leads to a perpetuation of the requirement for reactive work.

Procrastination

Why do we put things off instead of doing them?

• A response to stress that accompanies difficult or challenging tasks
• A habit that has formed over time
• Poor or no prioritization
• Poor or no planning 

The results of procrastination can be stated as:

• Stress
• Pressure
• Crises
• Continuous fire-fighting
• Reduction in quality  

These are all excellent reasons for stopping procrastination, so when faced with a task, decide to deal with it according to one of the following actions:

• Do it
• Delegate it
• Dump it
• Deadline it
• Dissect it  

If procrastination is having a negative impact on your personal productivity - take the following action points:

• Take ownership of your own procrastination
• Do something to get things moving
• Remove the fear of failure from standing in the way of your effectiveness
• Start today - right now!

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: Involving People and Supporting Lifestyle

Flex-Management is a philosophy that includes a deep appreciation of individual differences and the understanding that equality does not mean sameness.  Here are the remaining two of four strategies of the Flex-Management model:

3.  Informing and Involving People

This strategy:

• Recognizes significant desire among people to be more informed about and involved in the workplace.
• Appreciates that some employees may not wish to be highly involved as some persons from different cultures may find it difficult to participate when their bosses are present or to assert their views in a group setting.
• Creates opportunities for people to participate.
• Helps keep communication open. 

Allowing employees a variety of ways to express opinions may increase their willingness to share information. If an employee finds it difficult to speak up in a group setting, because of cultural dictates, an organization can allow that employee to contribute in a one-on-one setting.

Making group participation mandatory sends a message that only one style of communication is valued and may discourage some employees from participating.

4.  Supporting Lifestyle and Life Needs

Since life needs and lifestyle preferences vary greatly, this strategy:

• Identifies people's needs and creating supportive options – ways to obtain needed assistance, such as child or eldercare or substance abuse counseling.
• Identifies ways to meet lifestyle preferences related to work hours, fitness, and facilities or leave options. 

Allowing employees the options of working flextime hours, job sharing, or telecommuting can meet family obligations and lifestyle preferences, resulting in a more productive workforce and higher employee morale.

Until next time...






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

Diversity: Using a Flexible Approach

One style of management does not fit all employees.  To be most effective, you will need to learn flexible approaches to managing diverse employees and their various needs.
 
Flex-Management is a philosophy that includes a deep appreciation of individual differences and the understanding that equality does not mean sameness.  Here are two of the four strategies of the Flex-Management model:
 
1.  Matching People and Jobs
 
Paying attention to what people like to do and what their skills are is key in matching people to jobs that best use their abilities.  This strategy can involve actions such as:

• Designing flexible policies and systems related to work hours, transfers, and promotions.
• Changing job postings, job rotation, job design, and job descriptions to accomplish this strategy.
• Increased focus and training for supervisors on interviewing, recruiting and career coaching. 

Using pre-employment assessments and employee profiles to match individual skills with the requirements of a particular job, then hiring the person best suited to the job will ultimately create greater long-term job satisfaction and lower turnover.
 
2.  Managing and Rewarding Performance
 
Varying approaches to performance coaching, mentoring and feedback as well as using monetary and non-monetary rewards will result in greater employee satisfaction and higher productivity.  This strategy recognizes that:

• People do not work in the same ways and are not motivated by the same methods and incentives.
• It is necessary to consider different approaches to planning work goals, managing the process of work, and rewarding people in meaningful ways. 

Some people are motivated by monetary rewards, while others like recognition, job enrichment or flexible work hours. It is important to design rewards systems that match individual motivators.

Until next time...






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

Diversity: How do we define it?

Management involves training our people and letting them do their jobs.  However, our employees are all different, and new differences can come to light everyday.  Through societal and cultural shifts, our diversity is growing.  Will we appreciate the differences among us and use them to our advantage?  The smartest organizations will do so.

To attract and retain the top workforce in today's changing climate, we must know who our employees are and value how they think.  This will not only help us manage our workforce effectively, but it will affect our organization's bottom line.  What happens when a valued worker wants a day off for a religious observance that we haven't heard of before?  What do we say to the father who asks to work a different shift so he can be home with his children during the afternoons?  Do we know how to answer the woman who insists that we owe her a promotion into management because none of our other managers are female?

Think about your answers to the following questions.  This is a great exercise to do with a group of managers.

• What does diversity mean to you?
• When you think of diversity in the workplace, what positive reactions do you have?
• What negative reactions do you have?
• What are the challenges of managing diversity effectively?

The topic of diversity generates a wide range of definitions and reactions.  For us to value and manage diversity, we must have a common understanding and definition.  For simplicity, let's define diversity as "the differences that make each of us unique." 

Until next time...






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

Staying Sane and Getting Ahead

Do you know how to play the office politics game?  It's inevitable wherever you have people competing for power and control.  Office politics isn't always a bad thing.  Don't miss out on opportunities just because you refuse to play.

Develop relationships throughout your organization.  Embrace the chance to learn more about the Finance function, for example, even though you are in I.T.  Have lunch with Suzy in HR one week and Mark in Sales the next.  Learn who is influential and get to know them.  Be genuine in your relationships, and be careful not to pass along private information. 
 
Feedback is your friend; it is through others that we learn to see ourselves as others see us. Ask those whom you trust to give you constructive feedback on your performance, and be sure to reciprocate to set others up for success.  Learn new skills and offer to help others when you can add value to their projects.
 
Listen up!  You might not always agree with others, but give people a chance to explain their viewpoints.  Listen with respect.  Be professional.  Look for opportunities to work together toward a common goal, even if it means a bit of compromise.

Do you manage people?  Learn to lead, empower and motivate them.  Find out what their strengths are, and give them the opportunity to play to those strengths.  Reward your team for their efforts. Encourage your team members to be the best that they can be.  Not only will your team perform well, but others in your organization will learn to respect and admire you.

Learn what behavior to confront and what to ignore.  What is important to the success of your organization?  Observe, network, and learn what you need to do to become a positive force for your team and for your organization. 

Best wishes for success in 2016!

Until next time...







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