Human Resources Management Professional Certificate

Recruitment Module

Sarah Ali

Center OF Continuing Education

Business Studies Division

Human Resources Functions Organization Design and Structure Job Profiling (job analysis job description job families) Recruitment Process 1 Manpower Planning2 Candidates Sourcing3 Screening and Testing4 Interviewing5 Selection6 Job Offering7 Hiring Process8 New Hires Orientation amp Induction 9 Probation Period Career Management amp Development Process Employee Retention

Course Framework

Human Resources Management Functions

HRIS

Org Design amp Structure

Manpower Planning

amp Recruitment

Compensation amp Benefits Performance

Management

Training amp Development

Career Management amp Development

Corporate Culture

Personnel

Human Resources

Management

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

Vision

Mission

Strategy

Core Processes

Organization Structure

Jobs

Organization Cascade

The meaning of organisational structure

Organization Structure

bull is the pattern of relationships among positions in the organisation amp among members of the organisation

bull It is the framework of managing the different processes

bull creates the framework of order amp command through which the activities of the organisation can be planned organised directed amp controlled

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Human Resources Management Functions

HRIS

Org Design amp Structure

Manpower Planning

amp Recruitment

Compensation amp Benefits Performance

Management

Training amp Development

Career Management amp Development

Corporate Culture

Personnel

Human Resources

Management

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

Vision

Mission

Strategy

Core Processes

Organization Structure

Jobs

Organization Cascade

The meaning of organisational structure

Organization Structure

bull is the pattern of relationships among positions in the organisation amp among members of the organisation

bull It is the framework of managing the different processes

bull creates the framework of order amp command through which the activities of the organisation can be planned organised directed amp controlled

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

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

Vision

Mission

Strategy

Core Processes

Organization Structure

Jobs

Organization Cascade

The meaning of organisational structure

Organization Structure

bull is the pattern of relationships among positions in the organisation amp among members of the organisation

bull It is the framework of managing the different processes

bull creates the framework of order amp command through which the activities of the organisation can be planned organised directed amp controlled

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Vision

Mission

Strategy

Core Processes

Organization Structure

Jobs

Organization Cascade

The meaning of organisational structure

Organization Structure

bull is the pattern of relationships among positions in the organisation amp among members of the organisation

bull It is the framework of managing the different processes

bull creates the framework of order amp command through which the activities of the organisation can be planned organised directed amp controlled

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

The meaning of organisational structure

Organization Structure

bull is the pattern of relationships among positions in the organisation amp among members of the organisation

bull It is the framework of managing the different processes

bull creates the framework of order amp command through which the activities of the organisation can be planned organised directed amp controlled

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Objectives of structure

bull The economic amp efficient performance of the organisation amp the level of resource utilisation

bull Monitoring the activities of the organisation

bull Accountability for areas of work undertaken by groups amp individual members of the organisation

bull Co-ordination of different parts of the organisation amp different areas of work

bull Flexibility in order to respond to future demands amp developments amp to adapt to changing environmental influences

bull The social satisfaction of members working in the organisation

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Principles of organisation

bull Objectivebull Specializationbull Co-ordinationbull Authoritybull Responsibilitybull Continuity

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Importance of good structureGood organisational structure does not by itself produce goodperformance

But a poor organisational structure makes good performanceimpossible no matter how good the individual managers may be

The allocation of responsibilities the grouping of functions decisionmaking co-ordination control amp reward are all fundamentalrequirements for the continual operation of an organisation Thequality of a structure will affect how well these requirements are met

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Core functions

bull Developing the goods servicesbull Manufacturing the goods servicesbull Marketing the goods servicesbull Financing the organization

Basic activities of the organization related to the actual completion of the production process amp directed towards specific amp definable end results

Has a direct financial impact on the business

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Support functions

bull Supportive of the task functions

bull An intrinsic part of the management process

bull Examples include personnel planning management services public relation etc

bull Has an indirect financial impact on the business

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Levels of organisationTechnical level ndash involvesbull specific operations amp discrete tasksbull the actual job or tasks to be done bull the performance of the technical function

Managerial level ndash involvesbull the co-ordination amp integration of work at the technical level

Community level ndash involvesbull broad objectives amp the work of the organisation as a whole

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Interrelated levels of organisationFigure 151

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Basic considerations in organisational structure design

Figure 153

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Core amp support functions ndash implications of organisational

structure

Failure to distinguish between the two types of functions can lead to confusion in the planning of structure amp in the relationship between members of the organisation

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Division of work by major purpose or function

Figure 154

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Division of work by product or service

Figure 155

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Division of work by location

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Grouping considerations

Decisions on the methods of grouping will be based on ndash

bull The need for co-ordinationbull Economybull The process of managing the activitiesbull Avoiding conflictbull The design of work organization taking into account the

nature of staff employed their interests amp job satisfaction

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Consequences of badly designed structures

bull Low motivation amp moralebull Late amp inappropriate decisionsbull Conflict amp lack of co-ordinationbull Poor response to new opportunities amp external

changebull Rising costs

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Profiling

Job AnalysisJob DescriptionsJob Families

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

What is job AnalysisJobs are The Basic Units building blocks of Organization Structure

Characteristics of JOBS1 Belong to the Organization 2 Results-Oriented3 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

bull 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

bull 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

bull Presentation of the information in a concise and systematic manner This can be in the form of a conventional Job Description or as a ldquoJob Family Modelrdquo 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

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Analysis ProcessThe four key principles for effective Job Analysis

bull Analysis NOT Lists bull Jobs NOT People bull Facts NOT Judgments bull The Job As It Is Now

Approaches used by the facilitator is order to conduct a job analysis exerciseInterviewing the Job Holder ObservationQuestionnairesParticipant DiaryTechnical Manuals

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Analysis Process

Information Gathering

Information Analysis

Draft Comprehensive Document

Validate Information

Issue Job Description

Identify Job Families

Sign and approve final Documents

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job DescriptionJob Description FormatThere 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 andScope) 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 experienceneeds to do the job COMMUNICATION CHANNELS the internal and external working contactsWORKING CONDITIONS the physical environment needed to perform the job

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Description1 Job DetailsThese are the brief job details which are given at the beginning of the Job Description and usually include JOB TITLE ndash DEPARTMENT - REPORTS TO (title of Manager) ndash JD ISSUE DATE Some organizations also include the name of the jobholder and other company references in this section

2 PurposeThis 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 organizations point of view The purpose statement is the answer to questions such as

1048707 what part of this organizations total purpose is accomplished by this job 1048707 what is this jobs unique contribution to the organization 1048707 what would not get done if this job did not exist 1048707 why do we need this job at all It is part of the Analysts 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 Analysts 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 eg 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

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Description3 DimensionsThis 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 1048707 Financial useful quantities include annual budgets project costs annual revenue sales turnover

etc 1048707 Staff the number of subordinates 1048707 Other these will vary depending on the job but may indicate some of the significant volumes

associated with the job eg the number of accounts for a sales job the number of calls received for a receptionisttelephonist

Points to note are 1048707 in stating a dimension the Analyst does not indicate how the job holder affects that quantity eg it

would be appropriate for the total company turnover figure to appear in the Chief Executives and Finance Directors Job Descriptions because each of them impacts on the total business although in a different way

1048707 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

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Description4 AccountabilitiesThe 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 lsquooutputsrsquo for each job More than this suggests you are listing tasks

The outputs should be expressed in sentences in the form Doing something to somethingto achieve something Action verb(s) object end results eg 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 lsquoheadingsrsquo for the

key outputs and refine these down to a maximum of 8-10 first and then develop the appropriate sentence for each lsquoheadingrsquo 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

Eg ldquo Prepare gain agreement to and monitor performance against departmental budgets to ensure expenditure is managed within appropriate limits laid down in the business planrdquo

Further details of how to prepare Key Result Area statements are given in the previous section entitled The Concept of Accountability

Job Description Content ndash contndrsquo

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Description5 Knowledge Skills and ExperienceIn this section information should be provided on the knowledge skills amp 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 eg ndash Bachelors degree in accountancy The typical years of experience post qualification to reach this level of competence and

capability NB - 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 eg 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

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Job Description6 Communication ChannelsThe aim of this section is to provide information on the internal and external

contacts of the job (eg internally the job holder will REPORT DIRECTLY TO hellip 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 marketshellip

This information has to be listed in the job description in order to ensure proper operation of the job with key contacts

7 Working ConditionsThe 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 environmentThe type of equipment operated or maintained The physic needed of the job holder

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

Sample Job Description Format

Department DivisionPosition Title Reports Directly to

Purpose

Accountabilities

Communication Channels amp Working Relationships

Knowledge Skills amp Experience

Working Conditions

Direct Manager Signature DateSecond level Manager Signature Date HRM Validation Signature DateJob Incumbent Signature Date

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

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

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

General Characteristics of a Job Family

bullA typical job family would have between three and five levels

bullEach job family therefore describes a career path and clarifies the criteria for advancing from one level of the family to the next

bullIn most organizations job families are likely to describe work in a number of the main functional groups eg Engineering Information Technology hellip

bullSome job families may be more generic and cover similar jobs across a number of functions or the whole organization eg Secretaries

bullIt 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

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

WHEN SHOULD JOB FAMILIES BE USED

bull There are clear functional hierarchies (ie Career Ladders) bull There are common generic roles across the organization bull The is a desire to reward growth and development in competence and contribution bull There is a desire to improve employee flexibility bull There is a desire to empower line managers to manage their people more effectively bull There is a desire to empower individuals to take more control over their personal

development

JOB FAMILIES ARE NOT APPROPRIATE

1048707 For stand alone jobs where the job content changes little with the capabilities of the jobholder This applies to many managerial and supervisory positions

1048707 When the organization is small

Job Families

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

The benefits for all Employees are

1048707 clearly defined career ladders 1048707 a better understanding of wider career opportunities 1048707 provides a basis for taking more personal control over own development and career planning 1048707 provides a better communication of what counts to improve performance 1048707 clarity about what is needed to achieve a career step 1048707 better support and guidance from onersquos manager

Finally the benefits for the HR Function are

1048707 There is a platform for the co-ordination and integration of all people management processes 1048707 It avoids the bureaucracy often associated with job evaluation and grading 1048707 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 certaintypes 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 manpowerplanning and development

Job Families

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37

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 ldquoOutputsrdquo 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

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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 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

• Slide 1
• Slide 2
• Human Resources Management Functions
• Organization Design and Structure
• Organization Cascade
• The meaning of organisational structure
• Objectives of structure
• Principles of organisation
• Importance of good structure
• Core functions
• Support functions
• Levels of organisation
• Interrelated levels of organisation
• Basic considerations in organisational structure design
• Core amp support functions ndash implications of organisational structure
• Division of work by major purpose or function
• Division of work by product or service
• Division of work by location
• Grouping considerations
• Consequences of badly designed structures
• Job Profiling Job Analysis Job Descriptions Job Families
• What is job Analysis
• Job Analysis Process
• Slide 24
• Job Description
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Job Families
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37