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© 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 l.jpg

© 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


Major employment actions l.jpg
Major Employment Actions

  • Hire

  • Orient

  • Develop/Train

  • Review/Evaluate

  • Promote

  • Provide salary increases & bonuses

  • Discipline

  • Suspend

  • Terminate


Non aligned systems l.jpg
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


Outcomes from non aligned systems l.jpg
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


Aligned systems l.jpg
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


Aligned organizational systems model l.jpg

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


Job standards provide the foundation l.jpg
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


The work process l.jpg

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


Job structuring tm worksheet l.jpg
Job StructuringTM Worksheet

© 2002 R.T. Walsh Associates, LLC. All rights Reserved


Competency mapping tm l.jpg
Competency MappingTM

CATEGORY

STAGES/LEVELS

3

© 2002 R.T. Walsh Associates, LLC. All rights Reserved


Some implications l.jpg

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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