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/

Simple Steps to Team Problem Solving Part 3

Types of Problems

Problems can be broadly grouped into 3 categories:

• People problems may be difficult to resolve because:
• People are not totally logical
• Emotions can play a part
• Psychological influences
• Implicit personality theory
• Judging others by traits we find attractive in ourselves
• The Halo effect
• Initial judgment will affect all further interaction
• Stereotypes
• Judging individuals due to the group to which they belong
• Process problems include:
  • Mechanical
  • Electrical
  • Electronic
  • Chemical
  • Information
  • These problems are usually logical but complex, thereby requiring a high level of technical knowledge
• System problems when resolved ensure that:
• Everything happens as it should
• Every time
• By everyone

Usually people are a key element of systems in the design and implementation of the systems.  This adds another level of complexity to system problems. 

  

Each problem category has its own peculiarities which must be taken into consideration.

Until next time...






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

Simple Steps to Team Problem Solving Part 2

Problem-solving activities can fail due to:

• Lack of Clarification:
• Don't know what the problem is
• Don’t know causes/sources
• Not clear who has responsibility
• Don’t have right people involved
• No action plans or evaluation
• No one sees the whole picture
• Poor Problem-Solving Skills:
• Lack of training
• Capabilities of team members
• No emphasis put on problem solving as a critical business skill in the organization
• Lack of Focus:
• Insufficient focus on the problem at hand leading to non-completion
• Too many problems being tackled at once
• Activity centered on problems that affect non-critical business areas, thereby devaluing the problem-solving activity
•  Lack of Resources:
• Information not available or accessible
• No personnel released to work on problem-solving teams
• Little or no cooperation
• No support from senior levels
• Non-Implementable Solutions:
• Resistance to change
• Cost
• Political issues
• Capability of personnel
• Time requirements
• Wrong solutions generated

Until next time...






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

Simple Steps to Team Problem Solving Part 1

In organizations where problems exist but remain unsolved, the organization may suffer from demotivation, loss of customers, waste of resources, and reduction of profit. In this course, we learned about solving problems which usually leads to increased productivity and improved quality and efficiency.

 

A problem is a deviation from acceptable performance.

• Problem-solving is the process of tracking problems to their source and developing and implementing steps to eliminate them for the future.
• Problem-solving is a process, not a quick fix
• It is different from short-term fixes such as minimizing disruptions or surface treating difficulties.
• It is finding the cause and eliminating it at the source.
• It requires curiosity, careful analysis, planning, and follow-through. 

Until next time...






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

Leadership and Delegation: Essential Steps Part 2

WHAT DO LEADERS NEED TO DELEGATE EFFECTIVELY?
Leaders must have confidence and trust in their team members and their abilities in order to give them responsibility for tasks and projects.  Leaders must also ensure that team members receive the necessary training, guidance, resources, and authorization to do the job.  Team member readiness for a task is also crucial.

TASKS TO DELEGATE

• Routine Jobs
• Tasks that others can do or learn as well or better than you
• Tasks that will challenge and develop staff

TASKS NOT TO DELEGATE

• Confidential Matters
• Employee Appraisals
• Disciplinary Matters
• Rewards and Recognition

Until next time...






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

Steps to Strategic Planning Part 2

THE SIMPLEST WAY TO THINK OF STRATEGIC PLANNING IS WITH 3 QUESTIONS:

1. Where are we now?

• List each area and current performance, then ask the following questions for each:
• What is working?
• Observation
• How can we do even better in this area?
• What is not working?
• Observation
• Root Cause
• Resolution 

2. Where do we want to go?

• What is our mission and our vision?
• What are our main goals?
• Time-Frame
• Measurement
• Priority
• What are our strengths, weaknesses, opportunities and threats (SWOT Analysis)? 

3. How will we get there?

• What should we:
• Stop doing?
• Start doing?
• Continue doing?
• What do we need in order to achieve these goals?
• Staffing
• Training
• Other
• Resources
• What are the specific tasks to be performed to reach these goals?
• Due date
• Responsible

ONCE A STRATEGIC PLAN IS PUT IN PLACE, REMEMBER TO EVALUATE IT PERIODICALLY.

Strive for continuous improvement, and be prepared to make adjustments as changes occur in the organization as well as in the business environment.

Until next time...






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