1. Human Resources Management Professional Certificate Recruitment Module Sarah Ali Center OF Continuing Education Business Studies Division

2.  Human Resources Functions  Organization Design and Structure  Job Profiling (job analysis, job description, job families)  Recruitment Process: 1.Manpower Planning 2.Candidates Sourcing 3.Screening and Testing 4.Interviewing 5.Selection 6.Job Offering 7.Hiring Process 8.New Hires Orientation & Induction 9.Probation Period  Career Management & Development Process  Employee Retention Course Framework

3. Human Resources Management Functions Human Resources Management Personnel Corporate Culture Career Management & Development Training & Development Performance Management Compensation & Benefits Manpower Planning & Recruitment Org. Design & Structure HRIS

4. Organization Design and Structure Every organization has a purpose, a reason for existence. The purpose may be complex, or carried about as a general idea rather than set down and defined, but nonetheless it is there. To achieve its purpose the organization adopts a strategy. Its strategy shapes the structure of the organization, both as it is now and as it will evolve and, in turn, the structure of the organization marks out the jobs which will have to be done.

5. Vision Mission Strategy Core Processes Organization Structure Jobs Organization Cascade

6. The meaning of organisational structure Organization Structure: is the pattern of relationships among positions in the organisation & among members of the organisation It is the framework of managing the different processes, creates the framework of order & command through which the activities of the organisation can be planned, organised, directed & controlled

7. Objectives of structure The economic & efficient performance of the organisation & the level of resource utilisation Monitoring the activities of the organisation Accountability for areas of work undertaken by groups & individual members of the organisation Co-ordination of different parts of the organisation & different areas of work Flexibility in order to respond to future demands & developments & to adapt to changing environmental influences The social satisfaction of members working in the organisation

8. Principles of organisation Objective Specialization Co-ordination Authority Responsibility Continuity

9. Importance of good structure Good organisational structure does not by itself produce good performance. But a poor organisational structure makes good performance impossible, no matter how good the individual managers may be. The allocation of responsibilities, the grouping of functions, decision making, co-ordination, control & reward are all fundamental requirements for the continual operation of an organisation. The quality of a structure will affect how well these requirements are met.

10. Core functions Developing the goods /services Manufacturing the goods / services Marketing the goods / services Financing the organization Basic activities of the organization related to the actual completion of the production process & directed towards specific & definable end results. Has a direct financial impact on the business

11. Support functions Supportive of the task functions An intrinsic part of the management process Examples include personnel, planning, management services, public relation, etc. Has an indirect financial impact on the business

12. Levels of organisation Technical level – involves specific operations & discrete tasks the actual job or tasks to be done the performance of the technical function Managerial level – involves the co-ordination & integration of work at the technical level Community level – involves broad objectives & the work of the organisation as a whole

13. Interrelated levels of organisation Figure 15.1

14. Basic considerations in organisational structure design Figure 15.3

15. Core & support functions – implications of organisational structure Failure to distinguish between the two types of functions can lead to confusion in the planning of structure & in the relationship between members of the organisation

16. Division of work by major purpose or function Figure 15.4

17. Division of work by product or service Figure 15.5

18. Division of work by location

19. Grouping considerations Decisions on the methods of grouping will be based on – The need for co-ordination Economy The process of managing the activities Avoiding conflict The design of work organization taking into account the nature of staff employed, their interests & job satisfaction

20. Consequences of badly designed structures Low motivation & morale Late & inappropriate decisions Conflict & lack of co-ordination Poor response to new opportunities & external change Rising costs

21. Job Profiling Job Analysis Job Descriptions Job Families

22. What is job Analysis? Jobs are: The Basic Units / building blocks of Organization Structure Characteristics of JOBS: 1.Belong to the Organization 2.Results-Oriented 3.Dynamic Job Analysis is the process of understanding a job and presenting this information in a format which will enable others to understand the job. Job Analysis normally comprises the following stages: Gathering of information about the content of jobs and the relationships between jobs. This information may be obtained by interviewing a manager or jobholder, from a group of managers or job holders, from existing Job Descriptions, from statistical or financial data, organization charts, and so forth. Analyzing and organizing that information. The skill of job analysis is about really understanding the job in order to break it down into its key components. Presentation of the information in a concise and systematic manner. This can be in the form of a conventional Job Description or as a “Job Family Model” in situations where there are related work levels within a type of job. There are also other ways of presenting job information such as annotated organization charts, generic job matrices, and so forth.

23. Job Analysis Process The four key principles for effective Job Analysis: Analysis NOT Lists Jobs NOT People Facts NOT Judgments The Job As It Is Now Approaches used by the facilitator is order to conduct a job analysis exercise: Interviewing the Job Holder Observation Questionnaires Participant Diary Technical Manuals

24. Job Analysis Process Information Gathering Information Analysis Draft Comprehensive Document Validate Information Issue Job Description Identify Job Families Sign and approve final Documents

25. Job Description Job Description Format There are many ways in which the information in a Job Description can be presented. The most common and favored approach however, is the: Structured Formats present the contextual information (as given in the Nature and Scope) under a series of specifically defined headings. JOB DETAILS: Basic information about Job Title, Reports to, etc. PURPOSE: A one-sentence summary of why the job exists. DIMENSIONS: The significant quantities on which the job has an impact. PRINCIPAL ACCOUNTABILITIES: The key responsibilities and outputs of the job. KNOWLEDGE,SKILLS AND EXPERIENCE The qualifications, skills and experience needs to do the job. COMMUNICATION CHANNELS: the internal and external working contacts WORKING CONDITIONS: the physical environment needed to perform the job

26. Job Description 1. Job Details: These are the brief job details which are given at the beginning of the Job Description and usually include: JOB TITLE – DEPARTMENT - REPORTS TO (title of Manager) – JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section. 2. Purpose: This should provide a short and accurate statement of why the job exists. One sentence is usually quite adequate, unless the job is really two or more different and distinct jobs done by one jobholder; this is very seldom found. The aim is to state the overall significance of the job from the organization's point of view. The purpose statement is the answer to questions such as: what part of this organization's total purpose is accomplished by this job? what is this job's unique contribution to the organization? what would not get done if this job did not exist? why do we need this job at all? It is part of the Analyst's role to filter a purpose statement for a job since jobholders are unused to thinking in these terms. The preparation of such a statement tests the Analyst's understanding of the job and, appearing first, provides the reader with an important overview of the job - a broad framework to which subsequent detail can be related. The purpose statement is usually constructed in the same way as an accountability statement, e.g. for a Spanish Conquistador the job purpose may have been: Action Verb To search for, find and lay claim to Object lands to the West of Spain Result to the greater glory of God and the benefit of the Spanish Empire

27. Job Description 3. Dimensions: This section records, in list rather than narrative form, the significant quantities on which the job has some direct or indirect impact. It provides numerical data, which give a feeling for the scope and scale of the job. Three kinds of quantitative data are appropriate: Financial: useful quantities include annual budgets, project costs, annual revenue, sales turnover, etc. Staff: the number of subordinates. Other: these will vary depending on the job, but may indicate some of the significant volumes associated with the job, e.g. the number of accounts for a sales job; the number of calls received for a receptionist/telephonist. Points to note are: in stating a dimension the Analyst does not indicate how the job holder affects that quantity, e.g. it would be appropriate for the total company turnover figure to appear in the Chief Executive's and Finance Director's Job Descriptions because each of them impacts on the total business, although in a different way; accuracy of definition is more important than exactness in figures. Thus: There are some jobs for which no dimensions can be provided, either because the quantities on which the jobholder has some effect seem very distant from the job, or because the figures are just not available. However, this would be unusual in a job of any seniority.

28. Job Description 4. Accountabilities: The purpose of this section is to describe the main responsibilities - the areas in which the job is required to contribute to. The aim should be to describe here the principal outputs required from the job. This should not be a list of tasks. Ideally there should be no more than eight such ‘outputs’ for each job. More than this suggests you are listing tasks. The outputs should be expressed in sentences in the form: Doing something..........to something.........to achieve something Action verb(s)..................object.....................end results e.g. Provide advice to line managers in handling employee relations to ensure consistent application of policy It will be helpful if before embarking on developing these sentences you first list the ‘headings’ for the key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each ‘heading’ you have identified. For more complex jobs it will be necessary to use a combination of action verbs to get across the scope of the job in each area: E.g. “ Prepare, gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business plan.” Further details of how to prepare Key Result Area statements are given in the previous section entitled "The Concept of Accountability". Job Description Content – contnd’

29. Job Description 5. Knowledge, Skills and Experience: In this section information should be provided on the knowledge, skills & abilities normally required for competent performance of the job. The key focus should be on the specification one would look for if recruiting someone newly into the job. This should include: The qualifications required e.g. – Bachelors degree in accountancy. The typical years of experience post qualification to reach this level of competence and capability N.B. - for lower levels of job it will be possible to be more precise on this than for higher levels as these are more effected by the increasing differentials in the rates at which people progress over time. Other key skills which are required for effective operation at the level in question e.g. Supervisory skills. It is very tempting for jobholders merely to write their own qualification and experience in this section, and not consider what might be the ideal specification for someone being newly recruited into the job. The job analyst may need to exercise considerable tact if the present jobholder is over or under qualified versus the ideal recruitment specification.

30. Job Description 6. Communication Channels: The aim of this section is to provide information on the internal and external contacts of the job (e.g: internally the job holder will REPORT DIRECTLY TO: ….; WORK in COORDINATION WITH (whatever other positions or departments that have to be listed); Externally, the job holder might have to deal constantly with some specific agencies, markets,… This information has to be listed in the job description in order to ensure proper operation of the job with key contacts. 7. Working Conditions: The aim of this section is to provide information on the context and working environment in which the job operates. The type information which should be provided here will vary considerable with the nature and level of job. Examples of the type of information which might be provided here are: The type of working space and environment The type of equipment operated or maintained. The physic needed of the job holder

31. Sample Job Description Format Department: Division: Position Title: Reports Directly to: Purpose: Accountabilities: Communication Channels & Working Relationships: Knowledge, Skills & Experience Working Conditions Direct Manager: Signature: Date: Second level Manager: Signature: Date: HRM Validation: Signature: Date: Job Incumbent: Signature: Date:

32. What is a Job Family? In general terms, a job family describes levels of contribution in an area of work where the nature of work is broadly similar but the level of work or contribution differs significantly according to the experience and capabilities of job holders. The aim in developing a Job Family Model is to use as far as possible similar criteria for describing the work levels and through these to set out clearly the features that differentiate one level from another. Job Families

33. General Characteristics of a Job Family A typical job family would have between three and five levels. Each job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next. In most organizations, job families are likely to describe work in a number of the main functional groups e.g. Engineering, Information Technology, …. Some job families may be more generic and cover similar jobs across a number of functions, or the whole organization e.g. Secretaries. It is also possible that each function may be subdivided into several sub families. For example in the IT function may include several sub-families such as System Development, Desk Top Support / Network Engineering and Operations. Job Families

34. WHEN SHOULD JOB FAMILIES BE USED There are clear functional hierarchies (i.e. Career Ladders) There are common generic roles across the organization The is a desire to reward growth and development in competence and contribution. There is a desire to improve employee flexibility; There is a desire to empower line managers to manage their people more effectively; There is a desire to empower individuals to take more control over their personal development JOB FAMILIES ARE NOT APPROPRIATE: For stand alone jobs where the job content changes little with the capabilities of the jobholder. This applies to many managerial and supervisory positions When the organization is small. Job Families

35. The benefits for all Employees are: clearly defined career ladders; a better understanding of wider career opportunities; provides a basis for taking more personal control over own development and career planning; provides a better communication of what counts to improve performance; clarity about what is needed to achieve a career step; better support and guidance from one’s manager. Finally the benefits for the HR Function are: There is a platform for the co-ordination and integration of all people management processes It avoids the bureaucracy often associated with job evaluation and grading It underlines the relevance of the HR function to the business In summary, Job Families are a foundation for effectiveness in the management of people in certain types of role, however the design of Job Families is not an end in itself. Job family models enable a business to more effectively integrate the key activities associated with manpower planning and development. Job Families

36. DEVELOPING JOB FAMILY MODELS The key steps in the process are: 1. ascertain the number of levels in the job families being modelled 2. define the “Outputs” for each level 3. define the Knowledge, Skill and Experience requirements for each level 4. define the Key Competency requirements for each level 5. define each level in terms of any other agreed headings Job Families

37. Example: Managerial Family Levels Level 3: - Contributes to strategy - Turns strategy into business plans - Integrates diverse business units - Leads through vision - Interfaces with other teams at senior level Level 2 - Leads a team - Interprets and implements business strategy - Provides direction for team - Co-ordinates activity with other units - Overseas the organisation of work Level 1 - Manages the work of the team - Develops work plans - Plans and monitors resources - Delivers against objectives Job Families