Docstoc

The do's and dont's of job profiling

Document Sample
The do's and dont's of job profiling Powered By Docstoc
					                                  The Do’s and Don’ts of job profiling

The purpose of job profiling

Job profiling allows you to create a standardised system of documenting expected job responsibilities and concomitant
competency requirements in order to integrate human resources processes and the systematic implementation thereof.


What is a job profile?

A job profile is a summary of the broad areas of responsibilities, the specific outcomes associated with each
responsibility, as well as standards to specify how outcomes should be rendered in order to meet the organisation’s
expected requirements. These are the outputs.



The competencies needed to take on the responsibilities are also indicated on the job profile, thus enabling a link
between an incumbent’s required output and the knowledge, skill and attitudinal inputs to enable performance.



Constructed in this way, the job profile serves as source document to draft advertisements, competency-based
interviewing and assessment for selection purposes, to manage individual performance, as well as to identify training
and development gaps, and career and succession planning.



The process of compiling job profiles is, however, not always simple. Typical issues that organisations are faced with are:

•   At which level do we start profiling?
•   Is it best to profile per organisational level or per division?
•   What is the role that line managers should play in the profiling process?
•   Do we use external consultants or use our own resources?
•   How does job profiling link to other organisational drives?

                                                                                                                  Competence SA
                                                          Unit 201, Jakaranda House, c/o Bloemhof & Bill Bezuidenhout Str, Bellville
                                                                                                  PO Box 4240, Tygervalley 7536
                                                                                                          Tel: +27 (0)21 910 2685
                                                                                                         www.competencesa.co.za
                                                                   H H Reid Consulting cc T/A Competence SA, CK 2002/023663/23
                                                                                                                 Member: H H Reid
Here are practical hints to implement a well thought through job profiling process that will
yield optimal returns.


Step 1:          Determining the scope of profiling

To ensure that the job profiling process is optimalised and cost-effective, the exact scope needs to be clarified before
profiling takes place. This involves determining, among others:

•   Which departments are involved
•   How many positions are to be covered
•   How the process will be communicated
•   What time frame is to be followed.

At this stage, also identify the usefulness of existing information and documentation to facilitate the job
profiling process.


Step 2:          Clarifying roles and responsibilities

Make sure that the role and responsibilities of the project coordinator, who could be a HR practitioner, are clarified.
Also decide what role line managers will play, and determine and communicate the responsibilities of the job
incumbents.

The role of the consultant, whether internal or external, is to facilitate the profiling interview, compile draft profiles,
make alterations after verification, and to prepare and submit the final profiles.




                                                                                                                    Competence SA
                                                            Unit 201, Jakaranda House, c/o Bloemhof & Bill Bezuidenhout Str, Bellville
                                                                                                    PO Box 4240, Tygervalley 7536
                                                                                                            Tel: +27 (0)21 910 2685
                                                                                                           www.competencesa.co.za
                                                                     H H Reid Consulting cc T/A Competence SA, CK 2002/023663/23
                                                                                                                   Member: H H Reid
Step 3:         Getting the terminology right

Don’t get halfway through the process just to discover the following:
• What sounded like a new concept is actually just another word for an existing concept or practice.
• A term or concept means different things to different people.
• The terminology selected for the job profiling process is not compatible with the terminology used in
   other interfacing processes and systems.

Therefore, do make sure that terminology is decided upon by all stakeholders up front to ensure the following:

•   The terminology is user-friendly and digestible to facilitate buy-in and usage: For example, a term such as “Broad
    Accountabilities” may be easier on the palate and more meaningful than “Key Result Areas or KRAs”.
•   The terminology makes business sense: For example, if the organization uses a balanced scorecard,
    referring to “Broad Accountabilities” or “Key Result Areas” as “Balanced Scorecard Areas” could facilitate
    the integration of job outputs with organizational performance outputs.
•   The terminology can be accommodated in the infrastructure or software of other related HR processes and
    systems: Prior to deciding on the terminology, make sure that your recently acquired performance management
    software can be customised to your choice of terminology.


Step 4:         Deciding on the quality control process

Don’t discover halfway through the process that:
• There is no consistency in the description of outputs or outcomes or standards at similar job levels or
   similar job families, or
•   Some job profiles are based on the casual input of job incumbents’ superiors, while others are the result of a
    thorough collaboration of incumbent and superior, or
•   There is a mix-up between draft job profiles and final versions.

Therefore, do make sure that there is a quality control process in place to enhance the integrity of the job
profiling process and content. To achieve this, do the following:

•   Populate a database of similar or related outputs and standards from which to draw upon when compiling
    specific job profiles. If most managers have a financial accountability, which, for example, include the compilation
    of a budget, make sure that such generic outputs are used consistently and formulated in the same way for at least
    all managers at the same level.
                                                                                                                  Competence SA
                                                          Unit 201, Jakaranda House, c/o Bloemhof & Bill Bezuidenhout Str, Bellville
                                                                                                  PO Box 4240, Tygervalley 7536
                                                                                                          Tel: +27 (0)21 910 2685
                                                                                                         www.competencesa.co.za
                                                                   H H Reid Consulting cc T/A Competence SA, CK 2002/023663/23
                                                                                                                 Member: H H Reid
•   Ensure that you have an information eliciting methodology, which enables the best quality information and is
    standard throughout the process. The ideal is to make use of a validated questionnaire in the job interviewing or
    analysis process. The second best option is to make use of a structured interviewing process. Ensure that all the
    participants understand the purpose of the exercise and value to be derived, and are committed and well prepared
    for the envisaged job profiling interview.
•   Determine how information is going to be verified for accuracy and completeness. Decide on a means to verify job
    profiles. For example, develop verification guidelines and hand them to departmental managers so that they can
    direct a process of checking and editing draft profiles.
•   Decide how the integrity of the final versions will be maintained: Who will have access to profiles and
    who will be able to amend profiles? Develop a data security system, even linked to a software program,
    with limited user access, but enabling amendments by an appropriate party.


Step 5:        Mapping business processes

Unpack and list all the departmental/divisional processes and map these in relation to the respective jobs to
ensure that all processes are adequately and representatively covered in the respective jobs. In addition,
specific departmental standards are identified, which can be translated into the respective jobs.

Ideally, both decision-makers/management as well as all job incumbents should be included in the business
mapping exercise, preferably by way of one-day group session. This will have the additional value of briefing a
wide spectrum of process participants about the process to ensure buy-in.


Step 6:        Conducting interview sessions

During this stage, interview sessions with job incumbents and immediate line managers are conducted per job.
Interviews take two hours per job on average.




                                                                                                                Competence SA
                                                        Unit 201, Jakaranda House, c/o Bloemhof & Bill Bezuidenhout Str, Bellville
                                                                                                PO Box 4240, Tygervalley 7536
                                                                                                        Tel: +27 (0)21 910 2685
                                                                                                       www.competencesa.co.za
                                                                 H H Reid Consulting cc T/A Competence SA, CK 2002/023663/23
                                                                                                               Member: H H Reid
Step 7:         Verifying draft profiles

To enhance the validity and quality of the drafted profiles, these need to be thoroughly verified for correctness and
completeness by job incumbents and their immediate line managers, using the guidelines previously developed.

Make sure that generic outputs are standardised across jobs and divisions and that there is a fair degree of parity
between similar jobs in different geographical areas.



Step 8:         Refining the interface with other HR processes


At this stage, determine how existing HR processes need to be adapted to interface with the content represented on the
job profiles, or how the job profiles can assist in the expansion of HR processes. For example, does your performance
management process draw upon the outputs described in the job profiles? Do you write your recruitment
advertisements around the outputs and competencies identified in the job profile? Do you link your training options
directly to the competency framework used in the job profiling process?



Step 9:         Maintaining job profiles


Once job profiles have been verified, have line managers sign them off and capture the information on your in-house
business system. Keep job profiles current by reviewing them say every two years, using the verification guidelines
introduced earlier.



    2010 COPYRIGHT COMPETENCE SA




                                                                                                                  Competence SA
                                                          Unit 201, Jakaranda House, c/o Bloemhof & Bill Bezuidenhout Str, Bellville
                                                                                                  PO Box 4240, Tygervalley 7536
                                                                                                          Tel: +27 (0)21 910 2685
                                                                                                         www.competencesa.co.za
                                                                   H H Reid Consulting cc T/A Competence SA, CK 2002/023663/23
                                                                                                                 Member: H H Reid

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:14
posted:1/27/2011
language:English
pages:5