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Job Structuring A Definitive Answer to: “Just why, how, and what the heck is everyone doing???”

© 2003 R.T. Walsh Associates, LLC. All rights Reserved. Job Structuring A Definitive Answer to: “Just why, how, and what the heck is everyone doing???”. Southern Shore Human Resource Management Association of New Jersey Atlantic County, NJ  February 20, 2003 Presenter:

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Job Structuring A Definitive Answer to: “Just why, how, and what the heck is everyone doing???”

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  1. © 2003 R.T. Walsh Associates, LLC. All rights Reserved Job StructuringA Definitive Answer to:“Just why, how, and what the heck is everyone doing???” Southern Shore Human Resource Management Association of New Jersey Atlantic County, NJ February 20, 2003 Presenter: Mark A Hanko, PHRR.T. Walsh Associates, LLC

  2. Major Employment Actions • Hire • Orient • Develop/Train • Review/Evaluate • Promote • Provide salary increases & bonuses • Discipline • Suspend • Terminate

  3. Non-Aligned Systems • Employment decisions not driven by strategy or vision • Performance reviews not linked to goals and strategic plans • Performance and development not directly linked • Inefficient use of resources • Training not driven by job elements

  4. Outcomes from Non-Aligned Systems • Bad hires • Accusations of unfair evaluations • Poor documentation for denial of tenure • Poor documentation for terminations • Questionable promotions • Appearance of arbitrary decisions • No consensus about job expectations • Training activities don’t support strategic goals • Perception of favoritism

  5. Aligned Systems • Every action and every decision is strategic • Major functions and systems are linked through common elements • Mission, vision and goals create the criteria and measures for actions and performance • Employment systems reinforce behavior that is aligned with the mission, vision and goals • Job elements are well defined and documented

  6. Rewards Evaluations Training Managing Competencies Job Tasks Procedures Outcomes Aligned Organizational Systems™Model Developing & Managing Effective PerformanceSystems Vision & Values © 2002 R.T. Walsh Associates, LLC. All rights Reserved

  7. Job Standards Provide The Foundation • Develop the job structure • Select the job to develop • Identify the job tasks • Develop detailed procedures • Identify desired outcomes • Develop list of measurement strategies • Identify competencies for each task • Map the competencies • Establish frequency • Assign category • Map stages and levels

  8. Competencies Resources F e e d b a c k The Work Process Tasks Performance Outcomes MeasurableOutcomes DocumentedTasks © 2002 R.T. Walsh Associates, LLC. All rights Reserved

  9. Job StructuringTM Worksheet © 2002 R.T. Walsh Associates, LLC. All rights Reserved

  10. Competency MappingTM CATEGORY STAGES/LEVELS 3 © 2002 R.T. Walsh Associates, LLC. All rights Reserved

  11. Resource alignment Objective criteria Identified outcomes Good documentation for decisions and actions Detailed guidelines Everyone knows – no guessing Evaluations are formative based on objective criteria and developing competencies Training is linked to goals and strategy Everything becomes outcomes-focused and competency-based Some Implications

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