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The Next Generation of HR Solution

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In this fast-paced, competitive economic environment, your organization needs to put people at the heart of your drive to have a cutting edge. And you can’t afford to have anything less than a …

In this fast-paced, competitive economic environment, your organization needs to put people at the heart of your drive to have a cutting edge. And you can’t afford to have anything less than a strategic and integrated approach to HR.

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    Georges Gracieuse
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  • 1. BC HRMA Training & Development Roundtable The Next Generation HR Solution!Georges Gracieuse, CHRPSeptember 26, 2011
  • 2. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 2 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 3. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 3 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 4. DescriptionIn this fast-paced, competitive economic environment, your organization needsto put people at the heart of your drive to have a cutting-edge. And you can’tafford to have anything less than a strategic and integrated approach toHR.Organizations have successfully used job evaluation to help with job design,talent development and performance management.During this session we shall look at job evaluation which enables you to answerfour critical questions:Work measurement - do you know how, where and why work is done?Work alignment - does your structure fit with your strategy?Work fit - do you have the right people in the right roles?Work value - what is each role really worth to your organization?SLIDE 4 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 5. Description “CUPE is deeply committed to the goal of faircompensation for all our members and we feel strongly that proper evaluation of jobs is one way to achieve that goal without the necessity of numerous individual grievances or expensive arbitrations. In the current climate of fiscalrestraints, it is doubly important that workers know they arebeing compensated fairly in relation to the value of the work they do.”SLIDE 5 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 6. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 6 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 7. Work measurement Has anyone here ever worked for an employer where there was no job description?SLIDE 7 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 8. Work measurement Job Description It is of particular importance for clarity of roles that job descriptions contain all pertinent information necessary to reflect the assigned duties and responsibilities of the job. The job description also serves to record the conditions from which the job is classified. Normally includes: 1. Purpose of Job 2. Organizational Structure 3. Main Tasks or Accountabilities 4. Critical Dimensions 5. Qualifications & Experience Required 6. Skills Required 7. Behaviours RequiredSLIDE 8 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 9. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 9 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 10. Work AlignmentIt is generally accepted that when HR activities areintegrated both vertically and horizontally they add greatervalue to the business and have a deeper impact on thebottom line.The Model presented on the next slide illustrates how thekey HR activities can fit in an organization both verticallyand horizontally.SLIDE 10 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 11. Work AlignmentSLIDE 11 COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED. COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 12. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 12 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 13. Work Fita)Have you ever been frustrated because the job youwere doing didn’t match your job description? e.g. Salary Review challenge at XYZb)Do you as an employer feel frustrated because jobschange so quickly that you are hiring and the jobdescription do not reflect adequately the job?SLIDE 13 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 14. Work FitWhy is a Job Description Important?According to Taylor (2005), a job description is an essentialdocument for human resources professionals to conductthe people resourcing activities in a systematic way. Tayloralso observed that ‘best practice’ should be taken intoaccount in the design of a job description. It includes a jobtitle, a rate of pay, the reporting line, subordinates, the mainpurpose, a list of the main duties and performanceindicators.1 Taylor Stephen (2005), People Resourcing, 3rd ed., London:: CIPD, pp. 150-151SLIDE 14
  • 15. Work FitA job description is used to fulfil the following functions: It is used to assist in the writing of the person specifications which can be referred to both in advertisement and the selection process. The job description gives to the applicants an idea of the tasks they will be expected to perform. The job description, together with the person specification allows candidates to self-select and the selection panel to ensure that the chosen applicant’s ability and experience match with the requirements of the job. It is frequently included in the contract of employment and can be used by employees as a reference in court if they consider that their contract has been frustrated and they have been forced to resign on the ground of constructive dismissal.SLIDE 15 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 16. Work FitA job description is used to fulfil the following functions:It can also, adversely, be used as part of an employer’s defence in a case ofunfair dismissal where an individual has been refused employment orpromotion and claims that this is on account of direct or indirect discrimination.The employer can present the job description in court as evidence that theselection decision was made objectively and the plaintiff was not the mostsuitable candidate.And finally, according to Armstrong (2004), it can be used in Job Evaluationto identify and weight the factors that are specific to this job in order to definethe job’s size.2 Armstrong M and H Murlis (2004), Reward Management: A Handbook of Remuneration Strategy andPractice,SLIDE 16 London: Kogan Page, pp132-147
  • 17. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. Facilitator8. Questions & FeedbackSLIDE 17 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 18. Work Valuea) Have you ever felt that the pay for your job wasn’t aligned with the pay of other jobs in your company?b) Have you ever felt unfairly paid compared to other people?SLIDE 18 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 19. Work ValueJob Evaluation ‘To assess the relative value to an organization of its jobs and to place them in appropriate grades’ LinkedIn Poll on Job EvaluationSLIDE 19 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 20. Work Value Job evaluation builds consistency and equity in the job classification and pay system. It involves making judgements about the relative worth of jobs. The Hay Guide Chart method provides a common language, criteria and an organising framework to ensure that these judgements are applied, and can be tested and defended, in an objective, consistent and equitable way. The criteria or factors are based on some simple but powerful principles:  Any job or role, in whatever organizational context, exists to provide some Contribution to the organization in which it works - its Accountability  Delivering this Accountability depends on Input of Knowledge, skills and experience - the Know-How  Know-How must be applied and used in the Process of addressing the requirements of the job and solving the problems which arise in the job - the Problem Solving.  Any role can thus be characterized in terms of these three factors of Know-How, Problem Solving and Accountability and the relationship between them.SLIDE 20 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.
  • 21. Work ValueSLIDE 21 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 22. Work ValueThe three main factors are sub-divided into a number ofcomponent elements with different defined degrees about whichindividual judgments must be made in order to arrive at anoverall assessment of the job against each of those main factors.The elements within each of the factors are described as follows: Know-How Problem Solving AccountabilitySLIDE 22 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.
  • 23. Work Value Know-HowWithin this factor there are three elements, namely: Depth and Range of Know-HowThis factor measures the amount of information and understanding necessary to perform the duties ofthe job. This knowledge can be obtained through any combination of related formal education, training,experiences, or self-study. At one extreme this may be very simple, for example a requirement forstraightforward clerical or simple manual skills; at the other, it may call for the more general knowledgerequired to deal with strategic issues at the most senior level within the organization. Planning and Organizing Know-HowThis factor measures the requirement in the job to plan, organize, supervise, co-ordinate and integratedifferent activities, resources, or parts of the organization. Communicating and InfluencingThis Factor measures the requirement in the job to work with and through others in order to achievenecessary results.SLIDE 23 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 24. Work Value Problem SolvingThis factor contains two elements as follows: Thinking EnvironmentThis factor assesses the scope within the job to identify and address theproblems which typically arise. Thinking environment depends on the absenceor presence of policy, procedure, supervision and other guidance. Thinking ChallengeThis factor assesses the inherent nature of the problems which typically needto be dealt with, ranging from simple, repetitive problems at one extremethrough to complex and novel situations at the other, typically requiring theexercise of substantial judgment.SLIDE 24 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 25. Work Value AccountabilityThis factor deals with three elements, as follows: Freedom to ActThis factor defines the authority in the job to take decisions without referral toothers. MagnitudeThis factor indicates the area of the organization or "magnitude" upon which thejob impacts. Type of ImpactThis factor establishes the strength or degree of impact the job has in relationto the chosen magnitude.SLIDE 25 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 26. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. FacilitatorSLIDE 26 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 27. SummaryDuring this session we’ve addressed the above issues by answeringthe following questions:Work measurement - do you know how, where and why work is done?Work alignment - does your structure fit with your strategy?Work fit - do you have the right people in the right roles?Work value - what is each role really worth to your organization? We’ve seen that you can’t afford to have anything less than a strategic and integrated approach to HR if you want your organization to have a competitive advantage.SLIDE 27 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 28. AGENDA1. Description of the Next Generation HR Solution2. Work measurement - do you know how, where and why work is done?3. Work alignment - does your structure fit with your strategy?4. Work fit - do you have the right people in the right roles?5. Work value - what is each role really worth to your organization?6. Summary……7. FacilitatorSLIDE 28 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED. .
  • 29. Facilitator The session was facilitated by Georges Gracieuse, CHRP Georges Gracieuse launched his practice, Vital-HR, in 2011, focusing on job evaluation. The services provided by Vital-HR respond to a felt need by small businesses that have been severely hit by the economic downturn of the previous years. Many had to downsize and readjust the workflow and responsibilities of different jobs; others have merged and face the challenges of integrating different organizational cultures and different pay levels for the same job performed. Readymade job descriptions or salary surveys cannot respond to the specific needs of each organization. Vital-HR offers tailor-made business solutions to develop a robust foundation to build the customer’s success. Georges’ expertise is built on a foundation of over 10 years of experience in human resources in multicultural and international environments. With a commitment to continuous learning, Georges recently completed the Masters of Arts in Human Resources Management. Georges is best known for his trustworthiness, reliability, approachability, and exceptional interpersonal and communication skillsSLIDE 29
  • 30. THANK YOU!Georges Gracieuse, CHRPPrincipalVital-HRggracieuse@vital-hr.nethttp://www.vital-hr.net640-376-6206

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