HeRoes Job Profiling presentation

“ Why should I listen to you?” CEO’s quote: “ H a ving been around in business for more than three decades I have seen many poor, mediocre and great companies. Most of these companies share a common problem, J o b Descriptions which do not contribute to the company ’s results. Next: Research/Survey of major companies showed agreement with the above Decision: Create a solution: HeRoes Job Profiling ….. Operational now! Where are we going? – the future of the HeRoes Suite will contain modules such as Appraisal, Succession Planning, Training and Development and .. The user-base will largely steer the direction we need to follow, accommodating YOUR needs. * Findings were based on audits performed in over 300 companies, discussions with HR Managers from some Fortune 500 ranked companies and HR-forum representatives.

CEO’s quote: “ H a ving been around in business for more than three decades I have seen many poor, mediocre and great companies. Most of these companies share a common problem, J o b Descriptions which do not contribute to the company ’s results.

Next: Research/Survey of major companies showed agreement with the above

Decision: Create a solution: HeRoes Job Profiling ….. Operational now!

Where are we going? – the future of the HeRoes Suite will contain modules such as Appraisal, Succession Planning, Training and Development

and .. The user-base will largely steer the direction we need to follow, accommodating YOUR needs.

* Findings were based on audits performed in over 300 companies, discussions with HR Managers from some Fortune 500 ranked companies and HR-forum representatives.

“ Why would I need it?” Customer needs (general): Want tools that helps improving performance (employee / organization) Seek best HR practice combining with their own developed practices Want to manage the process with own people (HR - Line Managers) Look for consistency in HR ways of doing things Want avoidance of ‘grey areas’ (knowing what is expected and how things are supposed to be done (Less corrective actions) With No development to be done … it is there - Quick start Solution Seek: Affordable / Innovative Tools with scope for ongoing development in functionality MAIN REASON WHY YOU WOULD NEED IT: SIMPLY because it will make it easier for you to achieve: BETTER RESULTS (profit)

Customer needs (general):

Want tools that helps improving performance (employee / organization)

Seek best HR practice combining with their own developed practices

Want to manage the process with own people (HR - Line Managers)

Look for consistency in HR ways of doing things

Want avoidance of ‘grey areas’ (knowing what is expected and how things are supposed to be done (Less corrective actions)

With No development to be done … it is there - Quick start Solution

Seek: Affordable / Innovative Tools with scope for ongoing development in functionality

MAIN REASON WHY YOU WOULD NEED IT:

SIMPLY because it will make it easier for you to achieve:

BETTER RESULTS (profit)

Job Descriptions Why do we make them? Because every body does….?! It has always been like that! Because we agreed to make them … Manager Certification body (ISO Standard requires……) Because ………. And some just don’t !!!

Why do we make them?

Because every body does….?!

It has always been like that!

Because we agreed to make them …

Manager

Certification body (ISO Standard requires……)

Because ……….

And some just don’t !!!

Job Descriptions versus Job Profiles Job Descriptions: Often describe what the person in a job is doing. Some observed challenges Not really being used to drive the business Written by the ‘wrong’ persons Written for the ‘wrong’ reasons Only pop up when there is a problem Sometimes used as an excuse: “I am not doing that, because it is not in my JD” Vague …. Lots of room for “flexibility” No maintenance done to them although the business environment changes Job Profiles: Document how the job contributes to company results.

Job Descriptions: Often describe what the person in a job is doing.

Some observed challenges

Not really being used to drive the business

Written by the ‘wrong’ persons

Written for the ‘wrong’ reasons

Only pop up when there is a problem

Sometimes used as an excuse: “I am not doing that, because it is not in my JD”

Vague …. Lots of room for “flexibility”

No maintenance done to them although the business environment changes

Job Profiles: Document how the job contributes to company results.

Job Descriptions versus Job Profiles Job Profiles: Describe how the job ought to contribute to the company’s results. Some observed challenges Should drive the business Should be written by the persons understanding the role AND best practice Should serve multiple purposes (recruitment, induction, development, appraisal ….etc.) Should be used as daily guidance to steer the business Should help people and organizations to perform Should be clear, containing measurable objectives and as much detail as needed (ISO) Should be maintained in line with changes in the business Position Job Profiles as a Management Tool!!

Job Profiles: Describe how the job ought to contribute to the company’s results.

Some observed challenges

Should drive the business

Should be written by the persons understanding the role AND best practice

Should serve multiple purposes (recruitment, induction, development, appraisal ….etc.)

Should be used as daily guidance to steer the business

Should help people and organizations to perform

Should be clear, containing measurable objectives and as much detail as needed (ISO)

Should be maintained in line with changes in the business

Position Job Profiles as a Management Tool!!

Putting the Job Profile in the Centre

Competency model WHAT is it?……. A competency model is a description of skills, knowledge, behaviours and other traits, needed to perform a job or set of jobs effectively. Business needs changes rapidly, competency models are important because job descriptions and performance expectations can quickly become outdated. Competency models can assist organizations keeping the job expectations aligned with current job demands or adapted to meet anticipated future demands.

WHAT is it?…….

A competency model is a description of skills, knowledge, behaviours and other traits, needed to perform a job or set of jobs effectively. Business needs changes rapidly, competency models are important because job descriptions and performance expectations can quickly become outdated. Competency models can assist organizations keeping the job expectations aligned with current job demands or adapted to meet anticipated future demands.

Competency model……continued Notice anything?……. A competency model is a description of skills, knowledge, behaviours and other traits needed to perform a job or set of jobs effectively. Business needs changes rapidly, competency models are important because job descriptions and performance expectations can quickly become outdated. Competency models can assist organizations keeping the job expectations aligned with current job demands or adapted to meet anticipated future demands.

Notice anything?…….

A competency model is a description of skills, knowledge, behaviours and other traits needed to perform a job or set of jobs effectively. Business needs changes rapidly, competency models are important because job descriptions and performance expectations can quickly become outdated. Competency models can assist organizations keeping the job expectations aligned with current job demands or adapted to meet anticipated future demands.

Competency model…. continued What does it do…….? It basically helps the Manager / Employer to define expectations. It helps the employee to understand what is expected from him/her, but ……. It still doesn’t provide guidance in terms of: How do I achieve this? What steps do I take to get there? Determining the priorities within the role?

What does it do…….?

It basically helps the Manager / Employer to define expectations.

It helps the employee to understand what is expected from him/her, but …….

It still doesn’t provide guidance in terms of:

How do I achieve this?

What steps do I take to get there?

Determining the priorities within the role?

Competency model…. EN ISO 9001:2008 Clause 6: Resource management 6.1 Provision of resources The organization shall determine and provide the resources needed a) to implement and maintain the quality management system and continually improve its effectiveness, and b) to enhance customer satisfaction by meeting customer requirements. 6.2.2 Competence, awareness and training The organization shall a) determine the necessary competence for personnel performing work affecting product quality, b) provide training or take other actions to satisfy these needs, c) evaluate the effectiveness of the actions taken, d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) maintain appropriate records of education, training, skills and experience

Clause 6: Resource management

6.1 Provision of resources

The organization shall determine and provide the resources needed a) to implement and maintain the quality management system and continually improve its effectiveness, and b) to enhance customer satisfaction by meeting customer requirements.

6.2.2 Competence, awareness and training

The organization shall a) determine the necessary competence for personnel performing work affecting product quality, b) provide training or take other actions to satisfy these needs, c) evaluate the effectiveness of the actions taken, d) ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) maintain appropriate records of education, training, skills and experience

Competency model Placed in a three dimensional perspective “ Communication” Example: The process of transmission of information from an originator to a receiver in an understandable manner. Always succeed in explaining ideas clearly and succinctly. Others find this person easy to understand. Listens to what others are saying,understands it and then responds appropriately. Conversations with this person are a 2-way process. Doesn’t communicate clearly. Listening skills and understanding messages that are conveyed are unsatisfactory. Definition Other defined levels Target Undesirable JOB “Manager” JOB “Office boy” SAME ….. Or more suitable for what he is doing?

“ Communication”

Competency model + what else?? To name a few: Functions Activities Procedures Measurable objectives Interview Questions Job Priorities Relative Job value And more if you want …..

Functions

Activities

Procedures

Measurable objectives

HeRoes On-Line Job Profiling

Job Summary

Competencies

Job broken up in measurable parts

What does it take to do the job?

How important is each part of the job? (Balanced Score Card principle) Prioritised from different perspectives

The first part could look like this … Comparative Job Value

Clear structure, measurable objectives in as much detail as you feel needed… Priority %

Clear interview guidance when interviewing potential candidates… Structured

Step by step creation from YOUR building blocks!

“ What does it do?” V Interview Questions (pre-defined > 1000) V Provides Job Templates to modify and/or use as guideline to develop own V Ability to set up my own framework of competencies, questions and other elements V Calculates overall Job Rating based on the Previous V Shows Priority Rating of Activities based on similarity with Balanced Score Card principles V Background info (qualifications, skills, knowledge, personal traits) V Definition of Functions, Activities and Procedures V Stores Competencies with descriptions and targets V Structures Job Summary No Yes Content (brief overview)

“ WIIFM?” Clear focus based on agreed outcomes (less ‘grey areas’ and correction needed) Job Profiles follow changes in organizational direction easier and are not likely becoming ‘outdated’ The JP fulfills a central role in Recruitment, Development, Appraisal and Succession Planning processes Consistency and conformity with HR selected processes and company rules, regulations and values Conforms with existing requirements of International Quality Standards Avoiding people to deviate from agreed ways through clear measurable guidance New comers in jobs use their profile to shorten the induction phase, they have a ‘reference manual’ and need not go and clarify things unnecessary with their Line Managers Giving all people the right tool: What would you prefer as a tool to drive a nail in the wall? A Hammer or …….. A banana? Give your people tools to make them perform with less guidance needed!

Clear focus based on agreed outcomes (less ‘grey areas’ and correction needed)

Job Profiles follow changes in organizational direction easier and are not likely becoming ‘outdated’

The JP fulfills a central role in Recruitment, Development, Appraisal and Succession Planning processes

Consistency and conformity with HR selected processes and company rules, regulations and values

Conforms with existing requirements of International Quality Standards

Avoiding people to deviate from agreed ways through clear measurable guidance

New comers in jobs use their profile to shorten the induction phase, they have a ‘reference manual’ and need not go and clarify things unnecessary with their Line Managers

Giving all people the right tool: What would you prefer as a tool to drive a nail in the wall?

A Hammer or …….. A banana?

Give your people tools to make them perform with less guidance needed!

“ How could I use it?” Example: For a manufacturer with 300 employees Observations: Core business > is NOT HR Job Descriptions > Done earlier, but not up-to-date Total nr. of Job titles > About 40 Line Managers > About 20 Desire: - Wanting people to understand what they need to do, reducing non- conformity cost and creating results based on KPI’s - Compliance with ISO requirements Way to Go: - HR sets guidelines reagarding Competencies / Attributes - Line Managers complete JP with ‘approved building blocks, and add dept. essential information to it, priorize functions and E-mail then link to the Job to the Jobholder. If changes occur, managers update accordingly Results: - Role clarity (less waste caused by interpretation differences) - Up - to - date Job Profiles - Compliance to Company’s and Registrar’s requirements

Example:

For a manufacturer with 300 employees

Observations: Core business > is NOT HR

Job Descriptions > Done earlier, but not up-to-date

Total nr. of Job titles > About 40

Line Managers > About 20

Desire: - Wanting people to understand what they need to do, reducing non- conformity cost and creating results based on KPI’s

- Compliance with ISO requirements

Way to Go: - HR sets guidelines reagarding Competencies / Attributes

- Line Managers complete JP with ‘approved building blocks, and add dept. essential information to it, priorize functions and E-mail then link to the Job to the Jobholder. If changes occur, managers update accordingly

Results: - Role clarity (less waste caused by interpretation differences)

- Up - to - date Job Profiles

- Compliance to Company’s and Registrar’s requirements

“ How much would it cost me?” In terms of money: The system is priced on a ‘per user’ subscription basis. Normally the user base would consist of HR staff and line managers involved in Job Profiling Price per user (ex VAT) for the basic HeRoes Job Profiling Tool for a period of 12 months would be: - Job Profiling (foundation + interview module) Euro 55 5 - Interviewing (applicant assessment) as separate access Euro (250) Time & Effort (HRM & colleagues) Most of the time required would be initially to set up your competency framework and evaluate the Job Content. If those things are in place and uploaded you can produce Job Profiles very quickly. Maintaining them takes hardly any time at all. Distribution of produced and or modified Job Profiles can by done via your e-mail system.

In terms of money:

The system is priced on a ‘per user’ subscription basis. Normally the user base would consist of HR staff and line managers involved in Job Profiling

Price per user (ex VAT) for the basic HeRoes Job Profiling Tool for a period of 12 months would be:

- Job Profiling (foundation + interview module) Euro 55 5

- Interviewing (applicant assessment) as separate access Euro (250)

Time & Effort (HRM & colleagues)

Most of the time required would be initially to set up your competency framework and evaluate the Job Content. If those things are in place and uploaded you can produce Job Profiles very quickly. Maintaining them takes hardly any time at all. Distribution of produced and or modified Job Profiles can by done via your e-mail system.

“ Hmmm…..” Summary of 3 key arguments: Clarity Performance Better results

Summary of 3 key arguments:

Clarity

Performance

Better results

Any Questions….? HeRoes Group Mail: cees . [email_address] .com Web: www.heroes-emea.com