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Job DescriptionJob Descriptionandand

Evaluation of Job PositionsEvaluation of Job Positions

Ansi Shundi, AlbaniaAnsi Shundi, Albania

“Building a Professional Civil Service in Kosovo”Pristina, 26-27 June 2008

30 minutes for:

Job description Structural and functional organization Evaluation of job positions Importance of these processes Used techniques Recommendations

The intercommunion

Job description

Functional organization

Evaluation of job positions

Who? How? How much?

The Job Description

Is the definition of duties, which are expected to be accomplished by a job position, within the structure of an institution 

Everybody talks, everybody realizes the importance, but only a few of them implement it.

Clear division amongst the objectives of every single employee.

Division of duties in the institution

Mission materialization of the institution

The determination of objectives

Mission of the institution

Objectives of the department

Individual objectives- PP

The identification of job positions

The identification of job positions                                  

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

                                 

Noticed problems

The job description is compiled only at the moment of the recruitment.

The job analyst ( manager of personnel) has an entirely secondary role.

There is a lack of quantitative analysis of job’s volume to list the need for the increase of job positions.

Functional and organizational structure Basically, it is started from the function, in

order to come up to the structure.

The structure can be set up based on the required quantitative job analysis for the function realization.

The aim is to preserve a limited and

standardized number of organizational units.

Rules and supervision

There are strict rules for the minimal number of employees in one unit.

The number of employees, dependently, influences on the official’s salary

Controls through budgetary limits Controls by a specialized central unit

The Situation in Kosovo

There are no strict rules about structures’ drafting.

There is no analyzing and audit unit There is a diversity of organizational units There is no regular managing report There is an over position among the

structures, not only among the institutions, but also inside the same institution.

The appropriate managing space Units with standardized and manual functions

of consolidated work. Units with supervising and policymaking

functions, where it is necessary for continual intervention.

New requests of integrated processes

?

The evaluation of job positions It serves for the determination of the relative

value of the concrete job position, in proportion to other positions;

Quantifies the required human resources for the functions’ accomplishment, that are foreseen by the job position.

Major used methods

The method of listing the duties

The method of classification (benchmark)

The method of point evaluation

The method of listing the duties It is the simplest method

It is used in small and medium institutions

It is done by a group of managers

It has a limited extension in the corresponding institution

The method of classification (benchmark) The job evaluation is done for some typical

positions

The evaluated positions belong to all hierarchic levels

All the other positions compare to the

evaluated positions and then get into the category that they match most.

The method of point evaluation It is an analytic method

It does not make a mutual comparison of the positions

Some common factors are determined and then evaluated with points for each position

The total number of points determines the

value of the job position

Benchmark or point evaluationBenchmark Benchmark

Point evaluation

Comparison

The benchmark is a controlled system with strict rules

There are a few exceptions The positions of the same level are equally

evaluated in all institutions Point evaluation authorizes managers to

define the salary inside the institution Requires a consolidated practice to be

applied

The Situation in Kosovo

The salary differences are very small among the hierarchic positions

The coefficient’s value is small; With promotions in career, only the

responsibilities are gained – alternative rewards are required

There is an attempt of applying additions to salaries, but it is done in a non-coordinated way.

The Situation in Kosovo 2

Structure increasing in the high hierarchic levels

The proportion of managers and dependants

is 1:1

The establishment of Executive Agencies for staff stimulation effects

The situation in Kosovo 3

Total chaos with job titles and applied coefficients

More than 950 coefficients Ad hoc determination of coefficients without

being based on any strict criteria The most problematic part – executive

positions

Recommendations

Simple system with less levels within each class

The increase of the difference between the hierarchic, consecutive positions

It is applied in a small number of institutions and it expands gradually

Including all ranks in the nominal salary

Recommendations 2

Strengthening central institutions that control equal implementation of rules

Rules determination for the drafting of structures

The establishment of a strict procedure for the approval of job dismissals

The combination of job objectives’ fulfillment with career promotion system

The difference between institutions according to their importance

Thank you

ansi.shundi@cpmconsulting.eu