1. Job Evaluation INTERNAL STRUCTURE SESSION 2b - Evaluating Work and
Person Based
Job Based
Skills
Competencies
PURPOSE
Collect, summarize
Work information
Determine what
to value
Assess value
Translate into
structure
SESSION 2b - Evaluating Work and
Person Focused Pay
Job analysis
Job descriptions
Skill
Analysis
Core
Competencies
Job Evaluation
Classes/Comp
factors
Skills blocks
Competency sets
Factor degrees
& weighting
Certification
Process
Behavioral
Descriptors
Job-Based
structure
Person-based
structure

2. Person based vs Job based
Structures based on knowledge
pay individuals for all the Competencies, Knowledge, Skills & Abilities (KSA) for which they have been certified, regardless of whether the work they are doing requires all or just a few of those particular skills or competencies.
In contrast, a Job-Based plan
pays employees for the job to which they are assigned, regardless of the skills or competencies they possess.
SESSION 2b - Evaluating Work and
Person Focused Pay

3. Person based vs Job based
Knowledge, Skills, Abilities (KSA) and Competencies, rather than jobs are compensable
Mastery of KSA and Competencies are measured and certified
Pay changes do not necessarily accompany job changes, since a different job does not necessarily mean more or different KSA and Competencies
Little emphasis is placed on seniority in pay determination
SESSION 2b - Evaluating Work and
Person Focused Pay

4. Person Based
Today employees are told they must go beyond the tasks specified in their job description
Person based systems claimed to be essential for achieving competitive advantage.
SESSION 2b - Evaluating Work and
Person Focused Pay

5. Skill plan can focus on :
Person based
Skill plan can focus on :
Depth
Specialist in corporate law, finance, welding and hydraulic maintenance, etc.
Breath
Generalist in operational phases, incl. marketing, manufacturing, finance, HR, etc.
SESSION 2b - Evaluating Work and
Person Focused Pay

6. Knowledge-Skills-Abilities : Examples
Administration and Management: knowledge of business and management principles involved in strategic planning & resource allocation.
Reservation System: knowledge of reservation system software, transaction handling and exceptions treatment.
Skills
Speaking — Talking to others to convey information effectively.
Time Management — Managing one's own time and the time of others.
Languages — Speaks fluently Chinese and Japanese
Abilities
Typing Manual Proficiency — The ability to quickly move your hand, your hand together with your arm, or your two hands to grasp, manipulate, or assemble objects.
Number Facility — The ability to add, subtract, multiply, or divide quickly and correctly.
SESSION 2b - Evaluating Work and
Person Focused Pay

7. Employee involvement is almost built into skill-based plans
Whom to involve
Employee involvement is almost built into skill-based plans
Employees and managers are the source of information on:
Defining the KSAs
Arranging them into a hierarchy
Bundling them into skill blocks
Certify actual skills
SESSION 2b - Evaluating Work and
Person Focused Pay

8. Technician Skill-based structure
Basic requirements
Quality course
Shop floor control
Material handling
Etc…
Skills:
Panel fabrication 10 pts
Shell Fabrication 15 pts
End casting welding 15 pts
Finishing pain 20 pts
Optional Electives
Maintenance
Logistics
Computer dBase
Administration
SESSION 2b - Evaluating Work and
Person Focused Pay

9. Technician Skill-based structure
Euro
Optional
electives
Optional
electives
365
Core
electives
SESSION 2b - Evaluating Work and
Person Focused Pay
Optional
elective
240
Core
electives
140
Core
electives 40
Core
electives
Basic
requirements
Basic
requirements
Basic
requirements
Basic
requirements
Entry
Tech 1
Tech 2
Tech 3
Tech 4

10. What is a Competency What is a Competency?
Personal attributes that contribute to and predict superior performance and success within a particular job, function and/or organization.
Personal attributes :
motives
traits
self-image
Social role
Knowledge
Skills
Distinctive to an organization
Independent of a job or position
An employee can transport them from one job to another
SESSION 2b - Evaluating Work and
Person Focused Pay

11. What is a Competency Competencies are what superior performers:
Possess as underlying attributes
Demonstrate in more situations
Apply with better results
SESSION 2b - Evaluating Work and
Person Focused Pay

12. Types of Attributes Motives Recurrent thoughts that drive behaviors
Traits A general disposition to behave in a certain way
Social Role The image one projects to others (“outer-self”)
Self Image A person’s sense of identity
Technical Skills Behavioral demonstration of expertise
Knowledge Information that a person has in a particular area
SESSION 2b - Evaluating Work and
Person Focused Pay

13. Competencies Performance Professional Knowledge Social Role Motives
Could be influenced
Professional
Knowledge
Social Role
Leadership or follow-up role
SESSION 2b - Evaluating Work and
Person Focused Pay
Motives
Difficult if not possible to influence
Power - Affiliation
Achievement
Rarely changes in lifetime
Personality
Energy
Traits
Creativity IQ
Self Image
Image perception
Could be influenced
Technical Skills

14. Degree of Competency
The more complex and the wider the scope of work, the more important the competencies.
Competencies
SESSION 2b - Evaluating Work and
Person Focused Pay
Importance
Task Mastery
Job Complexity

15. Some Basic Assumptions about Competencies
In every job, some people perform more effectively than others. These people also approach their job differently from typical workers.
These differences in approach relate directly to specific attributes or competencies of the outstanding performers that are often absent in typical performers.
Cultural differences can effect the way in which people solve problems, respond to authority figures, learn skills, deal with conflict, etc. However, the attributes of superior performers cut across these cultural differences.
In short, the most effective do not “do more” of the same thing, they do different things.
SESSION 2b - Evaluating Work and
Person Focused Pay

16. Concentrate on attributes of top performers in job analysis
The Competency Model
Concentrate on attributes of top performers in job analysis
SESSION 2b - Evaluating Work and
Person Focused Pay
Attributes
of Top
Performers
Attributes
of Average
Performers
Shared
Attributes

17. Some Examples of Competencies
Achievement Orientation
Planning & Organizing
Analytical Thinking
Self-Confidence
Tenacity
Interpersonal Sensitivity
Use of Influence Strategies
Directing Others
Relation Building
Initiative
Customer Orientation
Self-Control
Technical Expertise
Organizational Awareness
Teamwork
Developing Others
Leadership
Flexibility
SESSION 2b - Evaluating Work and
Person Focused Pay

18. An Example of a Competency
Customer Service Orientation
DEFINITION
Demonstrates concern for meeting internal and external customers' needs in a manner that provides satisfaction for the customer within the resources that can be made available.
BEHAVIORAL INDICATORS:
Asks questions to identify customer's needs or expectations.
Checks understanding by stating what he/she understands are the customer's needs or expectations and asks the speaker to verify or clarify.
Demonstrates close concentration on the message being verbalized.
Stays calm in the face of a customer's anger or lack of control.
Keeps own emotions from interfering with responding effectively to customer's needs.
Takes a variety of actions to meet a customer's needs, as required until need is met.
Responds quickly to a problem when it comes up.
Asks questions of customers to assess satisfaction with service being provided.
SESSION 2b - Evaluating Work and
Person Focused Pay

19. An Example of a Competency
Attention to Detail
DEFINITION
Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small.
BEHAVIORAL INDICATORS:
Provides accurate, consistent numbers on all paperwork.
Provides information on a timely basis to others who need to act on it.
Provides information in a useable form. to others who need to act on it.
Maintains a checklist, schedule, calendar, etc., to ensure that small details are not overlooked.
Double-checks the accuracy of information and work product.
Carefully monitors the details and quality of own and others' work.
Expresses concern that things be done right, thoroughly, or precisely.
SESSION 2b - Evaluating Work and
Person Focused Pay

20. Behaviors needed to perform these responsibilities
Competency Models
Individual competencies can be grouped together to form “Competency Models” for specific jobs, roles, functions, or organizations.
Responsibilities Competency Model
SESSION 2b - Evaluating Work and
Person Focused Pay
Behaviors needed to perform these responsibilities

21. Behaviors needed to perform these responsibilities
Competency Models
Example : SUPERVISOR
Responsibilities
Planning Daily/Weekly Tasks
Cost Control
Quality
Mgmt development
Results
Meeting Schedules
Performance Management
Developing Team Members
Competency Model
Team Leadership
Conceptual Thinking
Initiative
Organizational Awareness
Achievement Orientation
Self Confidence
Planning & Organizing
Developing Others
SESSION 2b - Evaluating Work and
Person Focused Pay
Behaviors needed to perform these responsibilities

22. Competencies Most Predictive of Success
SESSION 2b - Evaluating Work and
Person Focused Pay

23. Competencies Difficult to Train or Develop
Achievement Drive
Interpersonal Awareness
Concern with Personal Impact
Tenacity
Flexibility
Analytical/Conceptual Thinking
Self Confidence
Context/Environment
has an impact
on some of the
listed Competencies
SESSION 2b - Evaluating Work and
Person Focused Pay

24. SESSION 2b - Evaluating Work and Person Focused Pay
COMPENSATION
How should jobs
be valued?
PERFORMANCE
MANAGEMENT
How should performance
be evaluated?
COMPETENCIES
JOB DESIGN
How should jobs
be structured?
SELECTION
How should qualified
employees
be identified?
SESSION 2b - Evaluating Work and
Person Focused Pay
TRAINING &
DEVELOPMENT
What are the development
requirements of our jobs?
SUCCESSION PLANNING
What are the succession
requirements of our jobs?

25. How to Identify Competencies
Strategic
Requirements
SESSION 2b - Evaluating Work and
Person Focused Pay
Job Task
Requirements
Job
Competencies
Organization
Culture

26. Contrasting Approaches
Job based
Skill based
Competency based
Pay structure
Promotion
Skills acquisition
Competency development
Advantages
Clear expectation
Continuous learning
Sense of progress
Flexibility
Pay based on value
Reduced work force
Lateral movement
of work performed
Limitations
Potential bureaucracy
Potential inflexibility
Requires costs controls
SESSION 2b - Evaluating Work and
Person Focused Pay

27. Job Evaluation : Wrap-up
SESSION 2b - Evaluating Work and
Person Focused Pay

28. What System for which Organization
Mature
Market
Structure &
Organisation
Salary Surveys
& Job Slotting
Start-up
empl.
Classical
Evaluation
Job Description
Mature
SESSION 2b - Evaluating Work and
Person Focused Pay
Start-up
empl.
Job Description
& Competency
Assessment
Mixed
Evaluation
Competencies
Evaluation
Individual
Competency
Assessment
>1000 empl.