Job Analysis Part 2

• Duties & Tasks
• Base units of a job is the performance of specific tasks
• Frequency
• Skill
• Complexity
• Duration
• Relationships & Requirements
• Need for Supervision
• Knowledge/Skills/Abilities
• Need for Training
• Minimum Requirements for the Performance of the Task
• Tools & Equipment
• Relationship between the performance of a task and the tools and equipment being employed to perform the task successfully
• State of Equipment
• Availability of Tools
• Protective Clothing
• Environment
• Working Conditions
• Legislation
• Hazardous Material
• Job Analysis Interview
• Structured Interview
• Definite Set of Prepared Questions
• Set the Purpose of the Interview
• Pre-set Questions follow the sequence of activities with which the jobholder’s performs
• Probing Questions by Interviewer to Expand
• Un-Structured Interview
• No Set of Prepared Questions
• Set the Purpose of the Interview
• Ask Interviewee About the Job they Perform
• Probing Questions by Interviewer to Expand
• Advantages
• Very Flexible
• Not Necessarily Job or Task Dependent
• Convenient
• Provides a good overall understanding of a particular job or task
• Disadvantages
• Some Interviewer Training Involved
• Interviewer may not appreciate the sensitivity of some of the information discussed
• Cannot be used effectively for new jobs
• Problems arise in data collation

Until next time...

 




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

Effective Complaint Handling Part 2

• Some Fast Rules
• The cost of satisfying a complaining customer is likely to be less than the cost of losing the customer
• Don’t make promises that you cannot keep
• Write down what you have agreed to do and then do it
• Customers – Perspectives, Perceptions & Expectations
• Reality & The Complaint
• The complainer may technically be wrong - but their perception is that he/she is right
•  Deal with facts and not opinions
• Make sure that you have all the facts before making a decision
• Understand that resolution is not always a matter of right and wrong
• Dealing With Perceptions
• You must understand that the customer's perception of the situation may be much different from yours
• Perception is closely linked with expectation
• Perception may have originated from initial contact
• with the organization
• with the marketing material
• with customers
• with the product
• Expectations are set up by the customer and depend on:
• past experience
• socio-cultural aspects
• education
• You cannot assume what an expectation is.  You need to ask questions and listen to determine what exactly it is.

Until next time...






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