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 9

• Purpose Served
• How can the data be used?
• Versatility
• Can the same method be used to capture information on a variety of jobs?
• Standardization
• Can the data be readily compared with data collected from other techniques?
• Criteria for Assessing Job Analysis
• User Acceptability
• Do users accept this method as a reliable method of collecting information?
• Training Required
• Is the method easy to use or will training be required? If so, how much and at what cost?
• Sample Size
• What sample size will be required  to obtain an adequate analysis of the job?
• Criteria for Assessing Job Analysis
• Off-the-shelf
• Can the method be applied off-the-shelf or does it need to be customized?
• Reliability
• Will the technique generate reliable data?
• Time to Complete
• How long will it take to analyze a job?
• Cost
• How much will it cost to employ the technique?

Until next time...

 




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

Job Analysis Part 5

• Collection
• The respondent is requested to describe an incident (usually within the last twelve months) which they did or did not meet their business objective
• They are then asked to describe the background to the incident
• Collection
• The respondent is then asked to describe whether what they did was effective or what was ineffective
• The respondent is then asked for an indication as to when the incident occurred
• Collection - Record Sheet
• Analysis & Categorization
• Themes are identified that are represented by the incidents
• Other individuals are then requested to sort these incidents into content dimensions
• Translation exercises then help to identify incidents that represent different dimensions of the behavior under consideration
• Interpreting & Reporting
• These dimensions are then reported based on the purpose of the analysis
• Critical Incident Technique
• Advantages
• Very Flexible
• Identification of Important Task Components
• Identification of Training Needs
• Critical Incident Technique
• Disadvantages
• Time Consuming
• Incompleteness
• Expert Analysis Required

Until next time...

 




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

Job Analysis Part 3

• Observation - Three Main Forms
• Direct Observation
• Behavior Observation
• The Observation Interview
• Direct Observation
• Choose the Job Category that you wish to analyses
• Record Everything
• Direct Observation
• Advantages
• Provides a moderate overview to what a job involves
• Reference Documentation
• Disadvantages
• No indication of the importance of any task
• Not informative on the level of task difficulty
• Behavior Observation
• More specific than direct observation in that it primarily designed to examine the behavior of the jobholder than particular content areas
• Checklist driven outlining critical behaviors to be observed by the analyst
• Behavior Observation - The Checklist
• Categories of behavior to include:
• Meaningfulness to the jobholder being observed
• Degree of Differentiation - distinct behavior categories
• Potential for Change - the extent to which the behavior can be changed in the future through interventions
• Observability - the ability to reliably observe the behavior
• End-driven - the behavior observed should directly relate to the achievement of the purpose of the task performed
• Behavior Observation - Advantages
• Provides a moderate overview to what a job involves
• Reference Documentation
• Behavior Observation - Disadvantages
• No indication of the importance of any task
• Not informative on the level of task difficulty
• The Observation Interview
• Mix between direct observation and interview
• Analyst takes notes or directly asks the jobholder for more information  or clarification on aspects of the task that they are performing
• The Observation Interview
• Advantages
• Provides a more detailed overview to what a job involves
• Better indication of the importance of any task and level of task difficulty
• Disadvantages
• Analyst may require training
• Switching between approaches may limit the quality of the data being collected

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/

Effective Complaint Handling Part 7

• The overall responsibility for those involved in the Customer Complaints Handling Process is to ensure that
• The Customer is satisfied
• Action has been taken to prevent the complaint from occurring in the future
• The roles and responsibilities will be bounded by a set of objectives which are:
• Specific to the handling of complaints
• Measurable in terms of input and results
• Achievable - in terms of capabilities and expectation
• Relevant - in relation to the overall business goals of the organization
• Time-bound - so  that the personnel involved have a time scale to work within
• Training:  To ensure that ownership lies with those who are operating the process it is important that they are trained with regard to:
• The importance of handling complaints
• The organizational impact of poorly handled complaints
• The expectations of customers
  And finally
• The actual process itself
• Measurement: Key performance indicators may include
• Customer Satisfaction Rating
• Close-out time
• Document audit non-conformance levels
• Understanding of system by personnel
• Improvements implemented as a result of a corrective action identified in the process

Until next time...






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

Employee Absenteeism Part 3

MEASURE ABSENCE AND TURNOVER RATES

• Lost Time
• Frequency
• Separation

CLEARLY ARTICULATE ATTENDANCE OBJECTIVES TO ALL EMPLOYEES

• Set in place a clear mechanism for managing absenteeism
• Employee Handbook:  Familiarize employees with the rules and regulations of the organization
• Signed agreement that all staff understand their responsibilities
• State that regular and punctual attendance is expected of all employees.  An employee who reports to work late or is not at work as scheduled for any reason compromises the delivery of organizational objectives
• Training & Coaching
• Organizational Well-Being Training
• Stress Management Programs
• Interpersonal Skills Training
• Leadership & Management Training
• Counseling Services may be helpful depending on the circumstances
• Corrective Action: Be very careful here as there may be medical issues and legal concerns
• Where feasible, the manager may explore flexible working arrangements (eg, Job Reclassification, Working Hours, Working Remotely) to assist the employees attendance
• Ensure that all staff feel that they are involved, engaged members of the organization
• Be aware of the needs of your employees and of the pressures that they face
• Ensure that your Attendance Management Program is fair and equitable to all employees

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/

Mentoring in the Workplace Part 3

Component 3 – Training
Train both mentors and mentorees

• Mentoring methods
• Communication skills
• Program guidelines
• Mentoring dynamics
• Ensure clear understanding on both sides

Component 4 – Maintenance

• Program coordinator keeps in regular contact with mentors and mentorees
• Review meetings on quarterly basis
• Maintain communication process

Component 5 – Completion

• Mentoring pairs end relationship
• Evaluation: results measured against the plan
• Results used to improve future programs

Until next time...





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

Leadership and Delegation: Essential Steps Part 3

THE DELEGATION PROCESS

1. CLARIFY OBJECTIVES
When delegating a task, the leader must address the following:

• Policies and Procedures
• Communication Structures
• Coordination

2. AGREE ON RESPONSIBILITIES

• Leader provides clear terms
• Team member acknowledges a sense of commitment
• Team member is free to discuss doubts and concerns

3. DETERMINE SUPPORT AND TRAINING

• Does the leader need to provide guidance and support in the short- to medium-term?
• If so, what form of guidance and support is needed?
• What training is required to ensure the objectives are achieved?

  4. ENSURE FREEDOM TO ACT

• The team member must feel free to act and make decisions to perform the task
• The manager must respect this freedom and set clear boundaries

5. MONITOR AND REVIEW

• Monitoring ensures that the task to be delegated is being performed effectively
• Review sessions help to empower the team member to perform the task while ensuring appropriate supervision

  6. REWARD
When delegated tasks are performed well, rewards may include:

• Public Recognition
• Opportunities for Personal Development
• Opportunities for Promotion
• Monetary Rewards

 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/

Leadership and Delegation: Essential Steps Part 1

WHAT IS DELEGATION?
Delegation is the social skill required by leaders to effectively and efficiently empower team members to obtain organizational objectives.

BENEFITS OF DELEGATION

• Increased team involvement
• Increased responsibility and ownership
• Utilize specialized knowledge and skill
• Increase in team and organizational effectiveness
• Ascertain suitability for future roles

WHY DON'T ALL LEADERS DELEGATE EFFECTIVELY?
Many supervisors and managers were promoted to their current position simply because they were good at their old jobs. Now they are faced with managing employees, but often they are not trained to do so.  When faced with the pressure of getting work done, many times, it can seem easier to just do it themselves rather than taking the time to train their employees. The busier the manager is, the more difficult it is to find the time to train others. This sets up a pattern that is difficult to break.

Other reasons for not delegating include:

• Fear of loosing control
• Fear that others may do a better job
• Lack of confidence in team members

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/

4 Main Steps in Training Needs Analysis - Part 2 of 2

1. SWOT (Strengths, Weaknesses, Opportunities, Threats)

Identify the business performance areas within the organization.  Then perform a SWOT analysis on each of these areas.

2. Organizational Performance-Gap Analysis - Look at the sources of data that will help you identify your areas of measurement, including:

• Corporate Objectives
• Organizational Statistics
• Growth Strategies
• Manpower Requirements 
• Skills Inventories
• Organizational Benchmarks
• Management Requests
• Organizational Culture
• Organizational Change
• Organizational Constraints
• Economic Climate
• Legislation
• Availability of Qualified Staff

Isolate strategic objectives of the organization and performance gaps and link to each other.

3. Employee/Team Performance-Gap Analysis

Consider:

• New Recruitment Training 
• Technology Changes
• Job Role Changes
• Introduction of New Products or Services
• Competencies
• Appraisals
• Observation & Consultation 

4. Prioritization of Needs

• Must Know
• Essential Skills and Knowledge that will close the Performance Gap
• Should Know
• Skills and Knowledge that will aid staff in achieving performance targets
• Nice To Know
• Useful Skills and Knowledge that may assist performance

The Training Cycle

Once your organization performs a training needs analysis using the guidelines above, you will test and then implement a training solution.  A feedback system must also be designed to compare employee and team performance before and after the training.  Remember to allow time to reinforce concepts and practice the skills learned during the training.

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/