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  • - Typically, a job will have more than 3 but less than 6 key accountabilities. - Once you have determined the broad key accountabilities you can then break them down into key elements. - This section should not be a list of day-to-day activities. You should bundle similar activities together under the one heading e.g. training, interviewing, assessing performance etc should be bundled under Staff Management. - This section should not cover soft skills as this will be covered later in the form under Competencies. - % of time is a rough estimate on how much time the role holder should spend on each responsibility. This is merely to provide a guide to ensure that the role holder is not spending too much time on one particular activity and neglecting another.
  • nmsu-compensation-job-analysis-workshop-v3-5.ppt

    1. 1. Position Analysis and Role Profile Workshop July 22, 23 Charles Sterling, San Francisco Jayna Patel, Seattle
    2. 2. Introductions <ul><li>Mercer Team </li></ul><ul><ul><li>Charles Sterling, Principal in the San Francisco Office </li></ul></ul><ul><ul><li>Jayna Patel, Analyst in the Seattle Office </li></ul></ul><ul><li>NMSU Team </li></ul><ul><ul><li>Name </li></ul></ul><ul><ul><li>Job </li></ul></ul><ul><ul><li>Location </li></ul></ul><ul><ul><li>Tenure </li></ul></ul><ul><ul><li>What do you hope to get out of a compensation and job analysis workshop? </li></ul></ul><ul><ul><li>What resources will be most useful to you when you go back to your home office? </li></ul></ul>
    3. 3. Today’s Agenda Introduction, Project Overview and Your Role 40 minutes What is a Role Profile? 20 minutes Completing the NMSU Role Profile Template 30 minutes Break 10 minutes The Online Role Profile Tool 20 minutes Exercise 30 minutes Closing Comments, Q & A 20 minutes
    4. 4. Introduction, Project Overview and Your Role
    5. 5. Today’s Workshop Objectives  Understand the purpose of role profiles  To inform you of the process and timing for completing NMSU role profiles  To provide you with the knowledge, resources and tools to guide managers and employees through the process of completing the NMSU role profile  To guide you through the process of completing the NMSU role profile template using the online tool Please ask questions during the session!
    6. 6. Project Overview Processes Supporting Development of New Classification and Compensation Program Develop NMSU Compensation Strategy Conduct Market Compensation Study Conduct Stakeholder Interviews Meet with Constituent Groups June - July July-August August - September May - June 1 2 3 4 Evaluate and classify NMSU jobs Communicate and implement Oct. - November Dec. - January October 6 7 8 Conduct Stakeholder Interviews Document NMSU Roles 3 Design salary structure How will the role profiles be used by NMSU?
    7. 7. Why Update the Role Profiles? <ul><li>Current NMSU Job Documentation is: </li></ul><ul><ul><li>Out of date </li></ul></ul><ul><ul><li>Doesn’t reflect current responsibilities </li></ul></ul><ul><ul><li>Descriptions for the same position are not always consistent </li></ul></ul><ul><ul><li>Not all necessary information is being captured </li></ul></ul>
    8. 8. NMSU Job Documentation Process and Your Role Reports run by September 5 th HR Liaison initial review completed by September 12 th Mercer to run completed role profile reports for review. HR liaisons to conduct an initial review. August 1 st - August 31 st Some profiles will be targeted for expedited completion Job Owners complete role profiles online. HR liaisons are available to answer any questions and follow-up as necessary to ensure that role profiles are completed by August 31 st . September 12 th – September 19 th Mercer and NMSU Compensation Team to review completed role profiles. HR liaisons may be contacted during this time with any questions. By September 22 nd Finalize role profiles. DATABASE IS CLOSED. By 1 st week of August HR Liaison train Job Owners. HR Liaisons schedule meetings with job owners to provide an overview of the process, train on how to complete the role profile using the online tool. July 22, 23 Train-the-Trainer Sessions. HR Liaisons attend job documentation training facilitated by Mercer. Timing Project Steps
    9. 9. Your Resources <ul><li>An electronic copy of this presentation for you to customize training for your departments </li></ul><ul><li>Suggested role profile template language (See Appendix) </li></ul>
    10. 10. What is a Role Profile?
    11. 11. Purpose of a Role Profile <ul><li>Role Profiles are used to: </li></ul><ul><ul><li>Document the primary duties, essential activities and requirements typically performed in each job – it is not a comprehensive list of all activities performed within a job </li></ul></ul><ul><ul><li>Clarify hiring requirements </li></ul></ul><ul><ul><li>Ensure that employees have a clear understanding of their jobs </li></ul></ul><ul><ul><li>Communicate expectations which may assist employees in improving performance </li></ul></ul><ul><ul><li>Provide a basis for job evaluation, salary surveying, market pricing, and developing equitable pay ranges or salary structure </li></ul></ul><ul><ul><li>Provide employees with information about jobs that lie ahead on career paths, to help inform them about what future career opportunities may exist in the organization, and what they need to do to get there </li></ul></ul>
    12. 12. Quick quiz True or false: Key points about role profiles <ul><li>Role profiles should describe the jobs as they currently exist, not as they will exist at sometime in the future </li></ul><ul><li>Role profiles should be reviewed periodically and updated to reflect minor changes in the duties and responsibilities </li></ul><ul><li>A consistent format should be applied to all role profiles within an organization </li></ul><ul><li>A good role profile begins with a careful analysis of the important facts about the job and the individual positions in the job </li></ul><ul><li>Role profiles should describe a position, not the person that currently works at this position </li></ul>
    13. 13. Important Points about Role Profiles <ul><li>Role profiles should describe the jobs as they currently exist, not as they will exist at sometime in the future </li></ul><ul><li>Role profiles should be reviewed periodically and updated to reflect significant changes in the duties and responsibilities </li></ul><ul><li>A consistent format should apply to all role profiles </li></ul><ul><li>A good role profile begins with a careful analysis of the important facts about the job and the individual positions in the job </li></ul><ul><li>Role profiles should describe a position, not a person that currently fills the position </li></ul>
    14. 14. Methods for collecting role profile information Employee Interviews Supervisor Interviews Employee Focus Groups Method Advantages Disadvantages <ul><li>Employee involvement </li></ul><ul><li>Supervisors confirm employee information </li></ul><ul><li>HR can ask employees clarifying questions immediately during interview </li></ul><ul><li>More efficient/less time consuming than employee interviews </li></ul><ul><li>HR can ask clarifying questions immediately during interview </li></ul><ul><li>Facilitates gathering information on more than one job </li></ul><ul><li>Employee involvement </li></ul><ul><li>HR can ask employees clarifying questions during focus groups </li></ul><ul><li>Extremely time consuming for HR </li></ul><ul><li>Difficulty in selecting incumbents - especially high multiple incumbent positions </li></ul><ul><li>Lack of employee involvement </li></ul><ul><li>Difficult to facilitate groups which discuss more than one job </li></ul><ul><li>Employees may not feel comfortable speaking in group setting </li></ul>Employee Completed Questionnaires <ul><li>Employee involvement </li></ul><ul><li>Supervisors confirm employee information </li></ul><ul><li>Must rely on employees to complete questionnaires - could result in delays and significant HR follow-up </li></ul><ul><li>Time-consuming for HR </li></ul><ul><li>Does not easily facilitate asking questions to clarify responsibilities </li></ul>Supervisor Completed Questionnaires <ul><li>Little to no employee involvement </li></ul><ul><li>Objective and consistent documentation of positions </li></ul><ul><li>More efficient than having employees complete questionnaires </li></ul><ul><li>Facilitates HR relationship development with management through clarifying questions and additional follow-up </li></ul>
    15. 15. Completing the NMSU Role Profile Template
    16. 16. <ul><li>The NMSU Role Profile consists of 5 main sections: </li></ul><ul><ul><li>Position Information/ Purpose </li></ul></ul><ul><ul><li>Business Metrics </li></ul></ul><ul><ul><li>Essential Responsibilities </li></ul></ul><ul><ul><li>Job Level Summary </li></ul></ul><ul><ul><ul><ul><li>Impact </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Communication </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Innovation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Knowledge, Skills, Abilities, & Experience Requirements </li></ul></ul></ul></ul><ul><ul><li>Signatures/ Approvals </li></ul></ul>NMSU Role Profile
    17. 17. Job Purpose <ul><li>All jobs play a part in achieving the goals and objectives of the university. </li></ul><ul><li>One or two sentences about the job, describing why the job exists and a summary of what it delivers. </li></ul><ul><li>The sentence should be specific to the job and not a general statement which might apply to a number of jobs in the department. </li></ul><ul><li>What is it that would not happen if the job did not exist? </li></ul>
    18. 18. Business Metrics The Business Metrics section captures information on the direct and indirect fiscal accountability, confidential nature, geographic location, and supervisory responsibility within NMSU.
    19. 19. Essential Responsibilities <ul><li>Essential Responsibilities: A specific area of the job that requires the role holder to be responsible for taking decisions, delivering results or carrying out a significant amount of activity. </li></ul><ul><li>Each responsibility is a distinct area of the job (minimum 4, no more than 8). </li></ul><ul><li>Together the responsibilities define the authority, remit and scope of the job, and cover all the major outputs/results expected of the role. </li></ul><ul><li>Bundle all staff management activities together into one accountability. </li></ul><ul><li>Key Activities: Precise statements describing the key elements of the accountability. </li></ul><ul><li>% of time on each responsibility should add up to 100% </li></ul>
    20. 20. Essential Responsibilities – Generic Sample <ul><li>Act as a central point of contact and interface between Key Account customer organization and Organization XYZ’s organization, for communication, requests, problem resolution and feedback </li></ul><ul><li>Establish and maintain strong long term relationships with key decision makers/ influencers at various hierarchical levels in customer organization of assigned Key Account customers </li></ul>Customer Relationship Management <ul><li>Identify and document sales opportunities for ORGANIZATION XYZ within assigned Key Account customer territory and manage the sales “pipeline” </li></ul><ul><li>Update own account plans and report on their execution </li></ul><ul><li>Lead development of financial scenarios and business cases related to key sales opportunities </li></ul>Sales Operation <ul><li>Track, analyze and excellently understand business strategy and key business initiatives for each of the assigned Key Account customers and assess how they translate into present and future customer requirements for telecommunication services and tailored solutions </li></ul><ul><li>Ensure that sales strategy requirements for each given Key Account customer gains proper attention and importance within whole organization regarding specific impact of Key Account customers on ORGANIZATION XYZ </li></ul><ul><li>Identify, monitor and analyze key trends in the development of customer requirements within assigned Key Account customer territory and forecast their future development </li></ul>Sales Strategy Development Activities for Responsibilities Responsibilities
    21. 21. Job Level Summary : Impact, Communication, Innovation <ul><li>The job level is measured by the degree of Impact, Communication, Innovation, Knowledge/ Education the position has within the company </li></ul><ul><li>These factors will be used to internally evaluate jobs using Mercer’s International Position Evaluation (IPE) system. </li></ul>
    22. 22. Job Level Summary : Knowledge, Skills, Abilities & Experience Requirements <ul><li>If you had to recruit for the job tomorrow what would you specify as the minimum requirements for the job: </li></ul><ul><ul><li>Education: advanced and/or university degree </li></ul></ul><ul><ul><li>Experience: years of relevant experience and in total </li></ul></ul><ul><ul><li>Level of Business Understanding </li></ul></ul>
    23. 23. BREAK
    24. 24. The Online Role Profile Tool
    25. 25. How to Access the Online Role Profile Tool <ul><li>Every employee will receive a web-link to the survey via e-mail </li></ul><ul><li>Simply click on the provided link (or copy and paste the provided address into the address window of your web browser) and the survey will open in a new web page: </li></ul>
    26. 26. Benefits and Limitations of the Online Role Profile Tool <ul><li>Benefits </li></ul><ul><li>The Role Profile Survey tool is organized in a user-friendly manner that allows for ease of transfer between each section and should take approximately 30 -45 minutes </li></ul><ul><li>Multiple users may access the survey from any computer as long as you have the link </li></ul><ul><li>Limitations </li></ul><ul><li>IMPORTANT: The survey must be completed entirely before you exit the survey or the information you entered will not be captured. Once a survey has been submitted, you may not make changes to your entry. </li></ul><ul><ul><li>We recommend familiarizing yourself with the hard copy of the survey provided and gathering any information you may need before filling out the online version of the survey </li></ul></ul>
    27. 27. Process for Completing the Online Role Profile Tool <ul><li>We strongly recommend gathering the information you will need for each role profile you will complete before beginning the Online Role Profile Survey </li></ul><ul><li>Some of the questions are required and you will not be able to continue to the next section until all required questions are completed. You will be able to tell if the question is required by the error message “This question requires an answer” that appears if you skip the question. </li></ul><ul><li>Two Ways of Gathering Role Profile Information </li></ul><ul><li>Complete the Online Role Profile Tool (Dependent on Division/ Department): </li></ul><ul><ul><li>Managers completing the surveys </li></ul></ul><ul><ul><ul><ul><li>Managers should complete a role profile for each incumbent under his/her supervision </li></ul></ul></ul></ul><ul><ul><li>Employees completing the survey </li></ul></ul><ul><ul><ul><ul><li>For employees without computers, we recommend each employee filling in a hardcopy of the survey tool and providing it to someone in the department to enter online </li></ul></ul></ul></ul>
    28. 28. Responsibilities and Timing <ul><li>HR Liaisons are responsible for ensuring the completion of the role profiles he/she is accountable for by August 31 st . Note that we will ask that some be expedited. </li></ul><ul><li>HR Liaisons will then be provided a completed role profile for each incumbent under them and will conduct the initial review of the role profile templates by September 3 rd </li></ul><ul><li>Mercer and NMSU will continue to review the role profile templates and work to finalize the role profiles by September 22 nd in preparation for market pricing study. Database is closed. </li></ul>
    29. 29. Exercise
    30. 30. Exercise: Complete a Role Profile for Your Role Let’s log on and complete a role profile for the HR Liaison Role
    31. 31. Discussion <ul><li>Please provide feedback on the process of completing the role profile. What were some of the challenges? Were the examples clear? </li></ul><ul><li>Please provide feedback on the online tool. </li></ul><ul><li>What do you foresee as being some of the challenges in getting job owners to complete the role profiles? </li></ul><ul><li>Other thoughts? </li></ul>
    32. 32. Q & A
    33. 33. Appendix
    34. 34. Tips for Writing Effectively The Language of Role profiles <ul><li>Objective: To convey, as briefly as possible, sufficient information to enable all </li></ul><ul><li>potential readers to grasp the meaning you are trying to convey. </li></ul><ul><li>Choice of language </li></ul><ul><li>Use titles, not incumbent names </li></ul><ul><li>Use words readers know – avoid: </li></ul><ul><ul><li>use your own favorite words and phrases </li></ul></ul><ul><ul><li>technical jargon/acronyms </li></ul></ul><ul><ul><li>archaic words </li></ul></ul><ul><li>Avoid adjectives that imply comparison, e.g.: higher, extensive, small </li></ul><ul><li>Avoid using vague or ambiguous words without clarification, e.g.: appreciation, variety, handles, assists </li></ul><ul><li>Watch out for over-use of words within one sentence or paragraph, e.g.: “The Position prepares position descriptions for all positions within the Position’s Business Unit.” </li></ul><ul><li>Use gender-free language </li></ul>
    35. 35. Tips for Writing Effectively The Language of Role profiles (cont.) <ul><li>Sentence structure </li></ul><ul><li>Include just one thought per sentence. </li></ul><ul><li>Ensure that the subject and the verb form match. </li></ul><ul><li>Keep subject and verb together to ensure clarity as to who is doing what. </li></ul><ul><li>Keep sentences short enough to be easily digested, but watch out for putting too many short sentences together. </li></ul><ul><li>Check for consistency of structure within sentences, for example: </li></ul><ul><ul><li>The Position enhances the skills and performance of administrative staff through encouraging training, development, job rotation and acting in higher positions. </li></ul></ul><ul><li>Language style </li></ul><ul><li>Write in the third person. </li></ul><ul><li>Write in the active voice. </li></ul><ul><li>Write in the present tense. </li></ul><ul><li>Review </li></ul><ul><li>Check for consistency of terminology and use of capitalization. </li></ul><ul><li>Check for spelling errors – don’t just rely on the spell-checker! </li></ul><ul><li>Have someone else review the document for clarity of expression. </li></ul>
    36. 36. Tips for Writing Effectively Glossary of Action Terms <ul><li>Administer – Exercise and implement control over the performance of specific operations, approved plans, or established policies within the scope of limited and well-defined authority. </li></ul><ul><li>Advise – Give information or opinion pertinent to a probable course of action. </li></ul><ul><li>Analyze – Study the factors of a problem to determine a proper solution. </li></ul><ul><li>Appraise – Exercise expert judgment of the value or status of proposals or performance. </li></ul><ul><li>Approve – Authorize action; exercise final authority; act independently without further consultation. </li></ul><ul><li>Assign – Appoint subordinates to accomplish specific responsibilities. </li></ul><ul><li>Assist – Take active part or give support in performing a function. </li></ul><ul><li>Audit – Examine to verify accuracy, or conformity with requirements. </li></ul><ul><li>Authorize – Give subordinates the power or right to act by virtue of having final, or definite authority. </li></ul><ul><li>Conduct – Exercise leadership in a project or study. </li></ul><ul><li>Consult – Seek opinion or advice of another. </li></ul><ul><li>Control – Exercise restraining or governing influence over activities to accomplish planned results by (1) establishing standards, (2) measuring work in progress, (3) interpreting results, and (4) taking corrective action. </li></ul><ul><li>Coordinate – Combine (through balancing, timing, integrating) the efforts of separate groups to accomplish a specific objective; coordination can be exercised without line authority. </li></ul><ul><li>Counsel – Give advice and guidance to another. </li></ul>
    37. 37. Tips for Writing Effectively Glossary of Action Terms <ul><li>Delegate – Entrust to another’s care and management. </li></ul><ul><li>Determine – Obtain definite and firsthand knowledge of. </li></ul><ul><li>Develop – Advance programs, planning or personnel capabilities to a higher stage. </li></ul><ul><li>Direct – Authoritatively define, regulate or determine the activities of subordinate organizational units to achieve predetermined objectives. </li></ul><ul><li>Establish – Put into effect or determine conclusively. </li></ul><ul><li>Estimate – Gauge the probable amount or value of. </li></ul><ul><li>Execute – Put into effect according to a plan (see ADMINISTER). </li></ul><ul><li>Follow-up – See that actions are carried out to the finish. </li></ul><ul><li>Formulate – Express in a exact or systematic form. </li></ul><ul><li>Guide – Show the way through the intermediate steps in a broad plan or course of action by advice or suggestion rather than by authoritative direction. </li></ul><ul><li>Initiate – Start, begin or introduce a program or action. </li></ul><ul><li>Interpret – Explain or clarify. </li></ul><ul><li>Issue – Send out or distribute officially. </li></ul><ul><li>Maintain – Keep in a state of efficiency or validity. </li></ul><ul><li>Motivate – Inspire and stimulate subordinates to maximize their efforts and productivity. </li></ul>
    38. 38. Tips for Writing Effectively Glossary of Action Terms <ul><li>Negotiate – Reach agreement on specific proposals through discussion or communication with others of a different viewpoint. </li></ul><ul><li>Organize – Set up plans and procedures for achieving objectives. </li></ul><ul><li>Participate – Take part in and share responsibility with others for action but without individual authority to take action. </li></ul><ul><li>Perform – Accomplish to completion. </li></ul><ul><li>Plan – Devise or determine a course of action to achieve a desired end result. </li></ul><ul><li>Prepare – Make ready for a specific purpose; put into written form. </li></ul><ul><li>Present – Offer for consideration. </li></ul><ul><li>Promote – Offer for consideration in a manner intended to attract favorable attention and influence acceptance or support. </li></ul><ul><li>Propose – Offer for acceptance or adoption. </li></ul><ul><li>Provide – Furnish necessary information or services. </li></ul><ul><li>Recommend – Offer for acceptance and support a course of action to persons responsible for approval or authorization. </li></ul><ul><li>Review – Critically examine (completed work, reports, performance) with a view to amendment or improvement. </li></ul><ul><li>Serve – Actively carry out duties within the framework of a specialized activity, such as a committee. </li></ul>