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Person-based structures

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Presentation on theme: "Person-based structures"— Presentation transcript:

1 Person-based structures
Chapter 7

2 The flow…. Skill plans Skill analysis Competencies Competency Analysis

3 Skill based structures
Skill based structures link pay to the depth or breadth of the skills, abilities and knowledge a person acquires that are relevant to the work. Structures based on skill, pay individuals for all the skills for which they have been certified regardless of whether the work they are doing requires all or just a few of those particular skills. Job based plan pays employees for the job to which they are assigned regardless of the skills they possess.

4 Types of skill plans Specialist – Depth
Generalist/Multi-skill based - Breadth Grade Administration Sales Tool Machine Advanced (Rs ) Intermediate (Rs ) Basic (Rs ) Fundamental (Rs ) Office Administration Blueprint Expediting Software Pricing File/route General office Fundamental Inside sales Customer service Van driver Licensing Packing Courier Fundamental Incoming Inspection Outgoing Shipping Receiving Racking Packing Fixturing Fundamental Service Arc technology Evaporation Technology Coating Degas Stripping Cleaning Blasting Fundamental Skill ladder…

5 Purpose of skill based structures
Supports the strategy and objectives Supports work flow Is fair to employees Motivates behavior towards organization objectives

6 Skills analysis It is a systematic process of identifying and collecting information about skills required to perform work in an organization

7 Determining the internal skill-based structure
Internal alignment: Skill analysis Skill blocks Skill certification Skill-based structure

8 Basic decisions to be taken…
What is the objective of the plan What information should be collected What methods should be used to determine and certify skills? Who should be involved? How useful are the results for pay purposes?

9 Foundation all mandatory
Foundations: Optional electives 17.50 Quality course Maintenance 17.00 5 optional electives Shop floor control Plant First Aid 16.50 Materials handling Computer dBASE III 16.00 Hazardous materials video Career development 15.50 Safety workshop Group decision making 15.00 Orientation workshop Plant security 14.50 3 optional electives 365 core electives Core electives 14.00 Skills Points 13.50 1 Optional elective 240 core electives 13.00 Fabrication 10 12.50 140 core electives Welding 20 12.00 40 core electives Painting 11.50 Flame spraying 15 11.00 Foundation all mandatory Foundation Assembly Inspection 5 10.50 Finishing Inspection Entry Tech I Tech II Tech III Tech IV Technician’s skill-based structure

10 Whom to involve? Establish certification methods

11 Competencies Skills (demonstration of expertise)
Knowledge (Accumulated information) Self-concepts (Attitudes, values, self-image) Traits (general disposition to behave in a certain way) Motives (recurrent thoughts that drive behaviors)

12 Competency Framework Band F, 1 & 2
Example --- Communication skills Adapting & responding to change Cross functional orientation Goal achievement, accountability, initiative Organizing & prioritizing Analyzing Customer service orientation Coping with pressure Team working Communicating & presenting Adaptability & handling change Networking & influencing Achieving goals Planning & process orientation Analyzing & decision making Customer focus, quality & service Managing stress Team leadership Competency Framework Band F, 1 & 2 Band 1 Band 2

13 Band 2 – Communication and presenting
Band 1 – Communication skills Speaks fluently and confidently; explain concepts and opinions; articulates key points of arguments; projects credibility; presents effectively; targets communication to meet audience requirements Band 2 – Communication and presenting Make suggestions to change processes then implements on approval. Finds new ways of operating if something is not working. Adaptable and flexible; stays calm and level headed in periods of ambiguity and change

14 Presents information with confidence
Positive indicators Band 1 Communication skills Negative Indicators Presents information with confidence Expresses ideas concisely & clearly Confident in arguing a point rationally, even with seniors Gives effective briefings Lets others know of product & service changes Makes good presentations Comfortable & effective in talking to groups of people Uses passive resistance rather than confidently putting forward ideas Communication/presentatio n confused & unclear Does not focus on key points Doesn’t listen Doesn’t ask questions to seek clarify or check understanding Lacks confidence Lacks fluency

15 Communicating & presenting
Positive indicators Band 2 Communicating & presenting Negative Indicators Builds good relationship with others Holds formal and informal meetings with team Communicates information to the team Targets information in presentations to the specific audience and context Demonstrates interpersonal sensitivity Works as a team player Gives good presentations Relates well to others Relies on s for most communication Does not share information with team Presentations lack relevance for target audience Lacks interpersonal sensitivity Abrasive interpersonal style Language ambiguous and difficult to understand Does not make key points around issues Does not listen to the inputs of others.

16 Competency Analysis Objective What information to collect
Whom to involve Establish certification methods

17 Resulting structures Designed with relatively few levels – 4 to 6 – and relatively wide differentials for increased flexibility. Levels Phase Title 4 3 2 1 Expert Advanced Resource Proficient Visionary, champion, executive Coach, leader Contributor, Professional Associate

18 Contrasting approaches………. Job based Skill based Competency based
What is valued? Compensable factors Skill blocks Competencies Quantify the value Factor degree weights Skill levels Competency levels Mechanisms to translate into pay Assign points that reflect criterion pay structure Certification and price skills in external market Certification and price competencies in external market Pay structure Based on job performed/market Based on skill certified/market Based on competency developed/market Pay increases Promotion Skill acquisition Competency development Manager’s focus Link employees to work Promotion & placement Cost control via pay for job and budget increase Utilize skills efficiently Provide training Control costs via training, certification and work assignments Be sure competencies add value Provide competency Developing opportunities Control cost via certification and assignment Employee focus Seek promotion to earn more Acquire skills Acquire competencies

19 Contrasting approaches…. (continued) Job based Skill based
Competency based Procedures Job analysis Job evaluation Skill analysis Skill certification Competency analysis Competency certification Advantages Clear expectations Sense of progress Pay based on value of work progress Continuous learning Flexibility Reduced work force Lateral movement Limitations Potential bureaucracy Potential inflexibility Requires cost control

20

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