Role descriptions cover job and non-job roles. Whereas, the job description has traditionally focussed on the job role only. Employees are now expected to perform multiple jobs in the workplace. This slide pack covers those roles.
The document provides information on job analysis, role analysis, and an advertisement for a Human Resources Manager position. It outlines the tasks and duties of the role which include serving as a liaison between management and employees, analyzing compensation policies, advising on policy matters, and performing staffing functions. The ideal candidate would have a Bachelor's degree in HR or a related field, 7-10 years of progressive HR experience, skills in communication, teamwork, and employee relations. The advertisement specifies responsibilities like new hire paperwork, training, compliance, and termination processes. The role offers competitive pay and benefits.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves analyzing tasks, duties, responsibilities, skills and qualifications required for each job. The key methods used for job analysis include observation, interviews, questionnaires, checklists and critical incident reports. The main uses of job analysis data include human resource planning, recruitment, training, performance evaluation, job design and health and safety compliance. Conducting regular job analysis helps organizations ensure their jobs and employees requirements remain aligned.
Job Analysis Job Description and Job SpecificationBendita Baylôn Ü
The document discusses job analysis, which is the process of determining the duties and responsibilities of a job, as well as the characteristics needed in candidates for that role. It outlines several uses of job analysis, including recruitment, performance evaluation, and job restructuring. Several methods for collecting job analysis information are presented, such as interviews, questionnaires, observation, and quantitative techniques. Key areas of job specifications that help define what kind of candidates are suitable for a role, such as personal, physical, and mental characteristics, are also summarized.
This document discusses job analysis, which is defined as the process of determining and reporting pertinent information relating to the nature of a specific job. It involves gathering information about the tasks, duties, responsibilities, skills, and qualifications required for a particular role. The key outcomes of job analysis are a job description, which outlines what the job entails, and a job specification, which outlines the qualifications and requirements for an individual in that role. Job analysis provides important information for functions like recruitment, performance management, training, compensation, and organizational planning. It follows a systematic process of studying jobs, collecting data, and developing descriptions and specifications.
The document provides information on job descriptions and the motivational potential score (MPS) model developed by Hackman and Oldham. It discusses the importance of accurate job descriptions for effective human resource management. The five dimensions of the MPS model - skill variety, task identity, task significance, autonomy, and feedback - are explained. A formula for calculating a job's MPS based on scores in these five dimensions is also provided. Sample job descriptions for a project manager position are given to demonstrate how the MPS could be applied.
The document discusses job enrichment, which involves providing employees with more challenging responsibilities and decision-making authority to motivate them. It was developed by Fredrick Herzberg in the 1950s. Job enrichment vertically expands jobs and gives workers achievement, recognition, and a sense of belonging. It can reduce absenteeism and turnover when applied to skilled workers. However, it may not always achieve expected results and some workers may oppose changes. The document provides strategies for enriching jobs, such as rotating tasks and forming autonomous work teams.
Current document consist of an solved assignment on Job Analysis & Job Design by virtue of VP Marketing for a 2 wheeler company...It also guide about the terms & concept of Job analysis & Job Design & their importance to HR people & organizations...
The document provides information on job analysis, role analysis, and an advertisement for a Human Resources Manager position. It outlines the tasks and duties of the role which include serving as a liaison between management and employees, analyzing compensation policies, advising on policy matters, and performing staffing functions. The ideal candidate would have a Bachelor's degree in HR or a related field, 7-10 years of progressive HR experience, skills in communication, teamwork, and employee relations. The advertisement specifies responsibilities like new hire paperwork, training, compliance, and termination processes. The role offers competitive pay and benefits.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves analyzing tasks, duties, responsibilities, skills and qualifications required for each job. The key methods used for job analysis include observation, interviews, questionnaires, checklists and critical incident reports. The main uses of job analysis data include human resource planning, recruitment, training, performance evaluation, job design and health and safety compliance. Conducting regular job analysis helps organizations ensure their jobs and employees requirements remain aligned.
Job Analysis Job Description and Job SpecificationBendita Baylôn Ü
The document discusses job analysis, which is the process of determining the duties and responsibilities of a job, as well as the characteristics needed in candidates for that role. It outlines several uses of job analysis, including recruitment, performance evaluation, and job restructuring. Several methods for collecting job analysis information are presented, such as interviews, questionnaires, observation, and quantitative techniques. Key areas of job specifications that help define what kind of candidates are suitable for a role, such as personal, physical, and mental characteristics, are also summarized.
This document discusses job analysis, which is defined as the process of determining and reporting pertinent information relating to the nature of a specific job. It involves gathering information about the tasks, duties, responsibilities, skills, and qualifications required for a particular role. The key outcomes of job analysis are a job description, which outlines what the job entails, and a job specification, which outlines the qualifications and requirements for an individual in that role. Job analysis provides important information for functions like recruitment, performance management, training, compensation, and organizational planning. It follows a systematic process of studying jobs, collecting data, and developing descriptions and specifications.
The document provides information on job descriptions and the motivational potential score (MPS) model developed by Hackman and Oldham. It discusses the importance of accurate job descriptions for effective human resource management. The five dimensions of the MPS model - skill variety, task identity, task significance, autonomy, and feedback - are explained. A formula for calculating a job's MPS based on scores in these five dimensions is also provided. Sample job descriptions for a project manager position are given to demonstrate how the MPS could be applied.
The document discusses job enrichment, which involves providing employees with more challenging responsibilities and decision-making authority to motivate them. It was developed by Fredrick Herzberg in the 1950s. Job enrichment vertically expands jobs and gives workers achievement, recognition, and a sense of belonging. It can reduce absenteeism and turnover when applied to skilled workers. However, it may not always achieve expected results and some workers may oppose changes. The document provides strategies for enriching jobs, such as rotating tasks and forming autonomous work teams.
Current document consist of an solved assignment on Job Analysis & Job Design by virtue of VP Marketing for a 2 wheeler company...It also guide about the terms & concept of Job analysis & Job Design & their importance to HR people & organizations...
Job Analysis – The Process And Its Usesrajeevgupta
Job analysis is a systematic process of gathering information about jobs within an organization. It involves studying the tasks, duties, responsibilities, required skills and qualifications for a specific job. The key purposes of job analysis include organizational planning, recruitment and selection, training, performance evaluation, and compensation management. It provides essential information for defining job requirements and standards. The main steps in job analysis are job identification, data collection through techniques like observation, interviews and questionnaires, and analyzing the collected data.
job description and specification importance and practical practices Khuram Shafiq
This document discusses job analysis and describes a job description and specification for a Branch Manager position at Allied Bank Ltd. It includes:
- The group members and introduction to job descriptions and their purposes
- Details of the Branch Manager job description, including responsibilities and reporting structure
- The job specification, including education, experience, skills, and age requirements
- Why job analysis and accurate descriptions/specifications are important for hiring the right candidates
This document provides an overview of job descriptions, including their definition, importance, typical content, how to write them, purposes, uses, advantages, and disadvantages. It discusses how job descriptions define job duties and responsibilities, qualifications, and performance standards, and how they are used in human resource management functions like recruitment, training, evaluation, and more.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
Job description ppt by roheeda riaz khanroheedakhan81
This document discusses job descriptions for nurses, specifically charge nurses. It defines key terms like job analysis, evaluation, and design. The importance of job descriptions is that they communicate job duties to employees and prevent conflicts. A job description typically includes the title, responsibilities, qualifications, and relationships required for a position. The document then provides examples of different nursing roles and their job descriptions. It emphasizes the need to develop accurate and up-to-date job descriptions to guide staff and evaluate performance.
Job Description or JD includes scope of work, duties, Role responsibilities, the tasks linked with a Job. Learn what is Job Description in HRM, Meaning Definition, how to write a good job description include components, importance, benefits and advantages of writing or creating a good Job description.
For more information visit https://www.hrhelpboard.com/performance-management/job-description.htm
The document discusses job analysis and design. It covers the steps in job analysis including identifying jobs, collecting information through questionnaires and interviews, and analyzing the findings. The results of job analysis are used to create job descriptions, specifications, and performance standards. These are inputs for human resource information systems (HRIS) that support functions like job design, recruitment, and performance evaluation. Job design techniques aim to enhance productivity and satisfaction by varying tasks, making jobs more meaningful, and increasing autonomy and feedback.
This job analysis summarizes the key tasks and responsibilities of a Retail Store Manager at Bath and Body Works. It involved interviewing the current manager and surveying other subject matter experts to identify the essential duties. These included overseeing all store operations, developing sales and customer satisfaction plans, ensuring operational standards are met, training employees, and handling loss prevention issues. Statistical analysis of the survey responses determined the criticality, difficulty and importance of various job tasks and requirements. The results provide a basis for recruitment, selection, training, and legal compliance for the retail store manager position.
The job involves recruiting, screening, interviewing, and hiring workers to fill openings. Key responsibilities include maintaining personnel records using HR systems, interpreting policies for employees, and addressing employee relations issues. A high school diploma is required, while a degree and 3-5 years of related experience are preferred. The position reports to the HR manager and makes independent hiring decisions.
Job design integrates work content, rewards, and qualifications to meet employee and organizational needs. It includes traditional scientific management approaches as well as motivational design using core job characteristics like skill variety and autonomy. Mechanisms of job design include job simplification, rotation, enlargement, and enrichment. Job enrichment focuses on depth while enlargement adds tasks. Employee empowerment gives means, ability and authority through approaches like allowing more control. Quality of work life programs aim to satisfy personal needs through flexibility, autonomous work groups, and participation to increase job involvement, competence, and satisfaction.
The document discusses job analysis which is the process of collecting information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It provides examples of what information should be collected in a job analysis including job duties, tasks, employee characteristics, and relationships. It also discusses different methods for collecting job analysis information such as questionnaires, interviews, and quantitative methods. The key points are that job analysis establishes the similarities and differences between jobs and helps create an internal job structure for compensation purposes.
Here are a few key points I would highlight if I were to recast the job advertisement:
- Provide more details on the job responsibilities and expectations to give applicants a clearer sense of the actual work involved.
- Emphasize the career growth opportunities and potential pathways within the organization to attract ambitious candidates looking to build a long-term career.
- Highlight any unique value propositions of working for a financial cooperative/microfinance organization to appeal to candidates interested in the social impact dimension.
- Consider including preferred academic majors/fields of study if relevant to screen for technical skills required.
- Mention the application process and timeline clearly to improve response rate.
- Use more inclusive language throughout to
Job analysis is the process used to identify the tasks, duties, responsibilities, required skills, and working conditions of a job. It involves analyzing each job separately, rather than the person in the job. The results of a job analysis are used for training, performance reviews, compensation, and selection procedures. Common methods for conducting job analysis include interviews, questionnaires, observation, and reviewing work diaries.
The document provides a job analysis of Matador Tooth Brush Industries Limited. It begins with an introduction that outlines the company background and industry. It then discusses the methodology, objectives, and limitations of the job analysis.
The job analysis focuses on 6 dimensions that are considered including worker characteristics, requirements, occupational requirements, and experience requirements. It analyzes the requirements for different management levels including top, mid, and entry levels. It also describes the recruitment process for field level employees which prioritizes internal candidates and uses a standard application and interview process for external candidates.
In conclusion, the job analysis provides an overview of the recruitment and selection process at Matador Tooth Brush Industries Limited by outlining the different
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
This document provides an overview of human resource management (HRM) and some of its key functions such as recruitment, placement, training and development, and performance appraisal. It then focuses on the specific HRM functions of placement and induction. Placement involves assigning candidates to specific jobs based on their qualifications and skills. Induction aims to familiarize new employees with their jobs and the organization by providing information about policies, facilities, safety measures, benefits and more. The goals of induction include helping new employees adjust and reducing confusion, absenteeism and turnover.
This document discusses job analysis, descriptions, and specifications for employees at the State Bank of Patiala branch in LPU Chaheru. It provides job descriptions and specifications for the Branch Manager (Miss Mandeep Kaur), Head Cashier (Amandeep), and Single Window Operator (Jaswant Rai). It describes their duties, qualifications, skills required, and training needs. It also includes an organizational structure chart and discusses internal and external recruitment sources.
Job analysis is a systematic exploration of the activities within a job to define its duties, responsibilities, and requirements. It can involve observing employees, interviewing them individually or in groups, having them complete structured questionnaires, or using a combination of methods. The results are used to develop job descriptions detailing tasks and qualifications, and job specifications outlining minimum required skills and qualifications. Common areas covered in a job analysis include physical and mental tasks, qualifications, relationships, and working conditions.
Personnel management: Job Analysis, Job description, Induction and training P...Roshan Kumar Patel
Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes
job discrimination,job specification and job analysispiyush dobariya
This document discusses job descriptions and specifications. It defines a job description as a statement of the duties and responsibilities of a specific job, while a job specification outlines the minimum acceptable human qualities needed to perform a job. The document provides examples of the contents of a job description and specification. It also discusses the advantages and disadvantages of each, such as how they can help with recruitment and selection or take a long time to develop.
Job descriptions can no longer capture the essence of what people do at work. The job description is an hangover from Frederick Taylor's Scientific Management devised over 100 years ago. If job descriptions could capture what people do at work, why is there a legal disclaimed at the bottom of most job descriptions that goes something like, "... and any other duties deemed relevant by your manager"?
'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job?
We need people to fulfil many different roles at work – yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description?
It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century.
Building on the phenomenal success of The End of the Performance Review, Tim Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results.
Job Analysis – The Process And Its Usesrajeevgupta
Job analysis is a systematic process of gathering information about jobs within an organization. It involves studying the tasks, duties, responsibilities, required skills and qualifications for a specific job. The key purposes of job analysis include organizational planning, recruitment and selection, training, performance evaluation, and compensation management. It provides essential information for defining job requirements and standards. The main steps in job analysis are job identification, data collection through techniques like observation, interviews and questionnaires, and analyzing the collected data.
job description and specification importance and practical practices Khuram Shafiq
This document discusses job analysis and describes a job description and specification for a Branch Manager position at Allied Bank Ltd. It includes:
- The group members and introduction to job descriptions and their purposes
- Details of the Branch Manager job description, including responsibilities and reporting structure
- The job specification, including education, experience, skills, and age requirements
- Why job analysis and accurate descriptions/specifications are important for hiring the right candidates
This document provides an overview of job descriptions, including their definition, importance, typical content, how to write them, purposes, uses, advantages, and disadvantages. It discusses how job descriptions define job duties and responsibilities, qualifications, and performance standards, and how they are used in human resource management functions like recruitment, training, evaluation, and more.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
Job description ppt by roheeda riaz khanroheedakhan81
This document discusses job descriptions for nurses, specifically charge nurses. It defines key terms like job analysis, evaluation, and design. The importance of job descriptions is that they communicate job duties to employees and prevent conflicts. A job description typically includes the title, responsibilities, qualifications, and relationships required for a position. The document then provides examples of different nursing roles and their job descriptions. It emphasizes the need to develop accurate and up-to-date job descriptions to guide staff and evaluate performance.
Job Description or JD includes scope of work, duties, Role responsibilities, the tasks linked with a Job. Learn what is Job Description in HRM, Meaning Definition, how to write a good job description include components, importance, benefits and advantages of writing or creating a good Job description.
For more information visit https://www.hrhelpboard.com/performance-management/job-description.htm
The document discusses job analysis and design. It covers the steps in job analysis including identifying jobs, collecting information through questionnaires and interviews, and analyzing the findings. The results of job analysis are used to create job descriptions, specifications, and performance standards. These are inputs for human resource information systems (HRIS) that support functions like job design, recruitment, and performance evaluation. Job design techniques aim to enhance productivity and satisfaction by varying tasks, making jobs more meaningful, and increasing autonomy and feedback.
This job analysis summarizes the key tasks and responsibilities of a Retail Store Manager at Bath and Body Works. It involved interviewing the current manager and surveying other subject matter experts to identify the essential duties. These included overseeing all store operations, developing sales and customer satisfaction plans, ensuring operational standards are met, training employees, and handling loss prevention issues. Statistical analysis of the survey responses determined the criticality, difficulty and importance of various job tasks and requirements. The results provide a basis for recruitment, selection, training, and legal compliance for the retail store manager position.
The job involves recruiting, screening, interviewing, and hiring workers to fill openings. Key responsibilities include maintaining personnel records using HR systems, interpreting policies for employees, and addressing employee relations issues. A high school diploma is required, while a degree and 3-5 years of related experience are preferred. The position reports to the HR manager and makes independent hiring decisions.
Job design integrates work content, rewards, and qualifications to meet employee and organizational needs. It includes traditional scientific management approaches as well as motivational design using core job characteristics like skill variety and autonomy. Mechanisms of job design include job simplification, rotation, enlargement, and enrichment. Job enrichment focuses on depth while enlargement adds tasks. Employee empowerment gives means, ability and authority through approaches like allowing more control. Quality of work life programs aim to satisfy personal needs through flexibility, autonomous work groups, and participation to increase job involvement, competence, and satisfaction.
The document discusses job analysis which is the process of collecting information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It provides examples of what information should be collected in a job analysis including job duties, tasks, employee characteristics, and relationships. It also discusses different methods for collecting job analysis information such as questionnaires, interviews, and quantitative methods. The key points are that job analysis establishes the similarities and differences between jobs and helps create an internal job structure for compensation purposes.
Here are a few key points I would highlight if I were to recast the job advertisement:
- Provide more details on the job responsibilities and expectations to give applicants a clearer sense of the actual work involved.
- Emphasize the career growth opportunities and potential pathways within the organization to attract ambitious candidates looking to build a long-term career.
- Highlight any unique value propositions of working for a financial cooperative/microfinance organization to appeal to candidates interested in the social impact dimension.
- Consider including preferred academic majors/fields of study if relevant to screen for technical skills required.
- Mention the application process and timeline clearly to improve response rate.
- Use more inclusive language throughout to
Job analysis is the process used to identify the tasks, duties, responsibilities, required skills, and working conditions of a job. It involves analyzing each job separately, rather than the person in the job. The results of a job analysis are used for training, performance reviews, compensation, and selection procedures. Common methods for conducting job analysis include interviews, questionnaires, observation, and reviewing work diaries.
The document provides a job analysis of Matador Tooth Brush Industries Limited. It begins with an introduction that outlines the company background and industry. It then discusses the methodology, objectives, and limitations of the job analysis.
The job analysis focuses on 6 dimensions that are considered including worker characteristics, requirements, occupational requirements, and experience requirements. It analyzes the requirements for different management levels including top, mid, and entry levels. It also describes the recruitment process for field level employees which prioritizes internal candidates and uses a standard application and interview process for external candidates.
In conclusion, the job analysis provides an overview of the recruitment and selection process at Matador Tooth Brush Industries Limited by outlining the different
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
This document provides an overview of human resource management (HRM) and some of its key functions such as recruitment, placement, training and development, and performance appraisal. It then focuses on the specific HRM functions of placement and induction. Placement involves assigning candidates to specific jobs based on their qualifications and skills. Induction aims to familiarize new employees with their jobs and the organization by providing information about policies, facilities, safety measures, benefits and more. The goals of induction include helping new employees adjust and reducing confusion, absenteeism and turnover.
This document discusses job analysis, descriptions, and specifications for employees at the State Bank of Patiala branch in LPU Chaheru. It provides job descriptions and specifications for the Branch Manager (Miss Mandeep Kaur), Head Cashier (Amandeep), and Single Window Operator (Jaswant Rai). It describes their duties, qualifications, skills required, and training needs. It also includes an organizational structure chart and discusses internal and external recruitment sources.
Job analysis is a systematic exploration of the activities within a job to define its duties, responsibilities, and requirements. It can involve observing employees, interviewing them individually or in groups, having them complete structured questionnaires, or using a combination of methods. The results are used to develop job descriptions detailing tasks and qualifications, and job specifications outlining minimum required skills and qualifications. Common areas covered in a job analysis include physical and mental tasks, qualifications, relationships, and working conditions.
Personnel management: Job Analysis, Job description, Induction and training P...Roshan Kumar Patel
Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes
job discrimination,job specification and job analysispiyush dobariya
This document discusses job descriptions and specifications. It defines a job description as a statement of the duties and responsibilities of a specific job, while a job specification outlines the minimum acceptable human qualities needed to perform a job. The document provides examples of the contents of a job description and specification. It also discusses the advantages and disadvantages of each, such as how they can help with recruitment and selection or take a long time to develop.
Job descriptions can no longer capture the essence of what people do at work. The job description is an hangover from Frederick Taylor's Scientific Management devised over 100 years ago. If job descriptions could capture what people do at work, why is there a legal disclaimed at the bottom of most job descriptions that goes something like, "... and any other duties deemed relevant by your manager"?
'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job?
We need people to fulfil many different roles at work – yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description?
It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century.
Building on the phenomenal success of The End of the Performance Review, Tim Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
The job description is no longer an effective way of capturing the work people do. What do we replace them with?
About this event
The job description, like the performance review, is a relic of the last century. Yet most organizations persist with them, even though people are frustrated by them.
If we are in any doubt about their effectiveness, why do they have a legal disclaimed at the bottom of the document? It reads something like this: "You are required to complete other duty not on this document, deemed relevant by your manager." This is furtile ground for a Dibert-like joke.
Most of us agree that a jobholder should have a work document to guide them in the work they are suppose to do. But what is it? What does it cover, and not cover? And why is the job description inadequate? I answer these questions in this session.
Jobs are disappearing, but works is not. How do we adjust to changes we are seeing in the world of work?
Please join Dr. Tim Baker, who according to Marshall Goldsmith, is one the HRs most significant authorities, for this informative session.
This information comes from Dr. Tim Baker's just released book, "The Future of Human Resources: Unlocking Human Potential."
Job descriptions have been around for 100 years. They were useful in relatively stable and predictable times in the last century. But in a climate of accelerated change and uncertainty, job descriptions are no longer relevant.
People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
Converting a job description to a role description is a simpler process than you might think. The role description covers all the relevant roles. But the job description only covers the tasks expected of an employee 2 succeed. It rarely if ever mentions any of these nonjob roles that are critical to success in an unstable and unpredictable working environment.
This webinar shows you a simple way of being able to convert job descriptions to role descriptions. It will explain the difference between a job description and a role description. And it will also discuss some of the valuable nonjob roles that are critically important to success in the 21st century. This webinar is based on Dr. Tim Baker's upcoming book, “The Future of Human Resources: Unlocking Human Potential.”
The Changing World of Work - Changing from a Job-focus to a Performance-focusWINNERS-at-WORK Pty Ltd
The job description has mostly documented the technical requirements of work. It makes little or no mention of non-job behaviours such as attitude, enthusiasm, ability to work in teams. The non-job behaviours are becoming more important that the job behaviours.
Mr. Bhatti should have middle managers collect data through observation and interviews. Job descriptions should define key duties while allowing flexibility. Descriptions for four operational areas were designed at different hierarchical levels with analysis, descriptions, and specifications. Mr. Bhatti's decision to define responsibilities and duties was good and will clarify expectations and improve results. As Mr. Bhatti, the assistant would define core competencies and implement training to develop prospective employees.
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
This webinar looks at a process of measuring four non-job behaviours and considers a breakdown of their competencies and ways of giving feedback on the performance of the non-technical dimension of what people do at work.
This ppt is the logical explanation of how job design and analysis helps the HR department to find or choose a perfect and efficient candidate for the organization. And a brief idea about the recruitment process and how it works.
The document discusses job design and redesign. It defines job redesign as restructuring job elements like tasks and responsibilities to make jobs more motivating. A job redesign process typically involves clarifying current vs past roles, assessing employee skills, reallocating tasks, providing training, and revisiting changes. Reasons for redesign include enhancing work quality and satisfaction. Methods discussed include job enrichment, enlargement, rotation, teams, and work-life balance policies. The Job Characteristics Model links job design dimensions like autonomy and feedback to outcomes like motivation and satisfaction.
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
Performance appraisals serve several key purposes: to highlight company objectives, establish employee self-assessment, and manage employee progress. They ensure company goals are clear and allow for setting short-term goals to improve performance. Appraisals also provide a means to evaluate employee skills, attitudes, and progress over time. The review process involves an honest and unbiased assessment of employee commitment, training needs, and potential career opportunities or solutions. Follow-ups include distributing copies of the appraisal, setting new objectives, and scheduling the next review to continue motivating employees and improving overall company performance.
OL 751 Module ThreePerformance ManagementThis m.docxvannagoforth
OL 751 Module Three:
Performance Management
This module focuses on the crucial employee competencies for success and the importance of alignment with the organization’s business goals and needs. The key HR role is to develop, implement, and evaluate strategic human resources programs that support both employee and organizational success.
1
Definitions
Performance Management:
Process of creating a work environment in which employees can perform to the best of their abilities and contribute the most to the organization
Performance Standards:
Define acceptable and unacceptable performance levels based on job-related requirements from job analysis and reflected in job description
Performance Reviews:
Process, typically delivered annually, designed to help employees understand their roles, objectives, and expectations with respect to organizational success
All organizations need performance management practices for the benefit of both the organization and its employees. Everyone benefits from clear standards and expectations of performance and timely, constructive feedback. The key is to invest the time and effort in developing, evaluating, and making improvements as necessary, so that the entire process has value and managers are committed.
2
Purposes of Performance Reviews
Developmental
Allow employee to discuss concerns
Ensure clear expectations and alignment with organization
Evaluate goal achievement
Help identify goals
Identify organizational training needs
Identify employee training needs
Identify strengths and weaknesses
Improve communication
Provide employee feedback
Recognize performance
Reinforce authority structure
Administrative
Assist with HR planning
Basis for promoting employees
Determine transfers and assignments
Document personnel decisions
Evaluate training programs
Identify performance problems and improvement plan
Make merit and compensation decisions
Make retention, termination, and layoff decisions
Meet legal requirements
Validate selection criteria
There are many benefits to a comprehensive performance review program, particularly to ensure that employees’ efforts are aligned with the organization’s goals and needs. Alignment includes identifying areas of improvement from the employee, as well as identifying areas of development and opportunity for the employee, position, team, department, and organization.
3
Employee Performance Factors
Motivation
Career ambition
Goals and expectations
Job satisfaction
Perceptions
Relationship with manager
Relationship with coworkers
Ability
Analytical skill
Communication
Interpersonal
Physical limits
Problem-solving
Right fit for job (emotionally, physically)
Technical skills
Environment
External, such as economic conditions
Job design
Job resources, such as equipment and/or materials
Laws and regulations
Manager support
Rules and policies
Unions
Employee performance is affected by three particular areas: the employee’s own motivation in his or her career, ...
The document discusses the importance of human resource management for organizations to become employers of choice. It outlines the key aspects of human resource management including recruitment, selection, training, performance appraisal, compensation and benefits. Effective human resource practices such as developing job descriptions, setting productivity standards, and orienting and training employees are critical to strategic success and competitive advantage. The changing demographics have increased the challenge of attracting, developing and retaining top talent.
This document provides an overview of performance evaluation (PE) concepts and processes. It defines PE, discusses its purposes, and outlines the key steps in conducting PE. Some common PE methods are described, including graphic rating scales, multiple choice, and MBO. The document emphasizes developing objective criteria and standards to evaluate employees fairly. It also notes potential evaluator biases and suggests designing separate PE forms and procedures tailored for different employee groups.
Job analysis involves determining the duties, skills, and qualifications required for a job. It is used for recruitment and selection, performance evaluation, training and development, compensation, and job design. Data for job analysis can be collected through interviews, surveys, observation, and reviewing records. The results are used to create job descriptions that outline responsibilities, and job specifications that list qualifications needed. Specifications can be based on expert judgment or statistical analysis of traits correlated with job performance. Effective job analysis facilitates human resource planning and management.
Running Head TRAINING AND MOTIVATING EMPLOYEES TO IMPROVE PERFORM.docxtodd521
Running Head: TRAINING AND MOTIVATING EMPLOYEES TO IMPROVE PERFORMANCE [use a shortened version of your title in your header] 1
TRAINING AND MOTIVATING EMPLOYEES TO IMPROVE PERFORMANCE 7
Training and Motivating Employees to Improve on Performance
Kyle B. Amstead
University of Maryland University College
April 4, 2019
Hi, Kyle,
This is a fine first effort for your Four Source Essay. Your topic is an important one, and some of the articles you’ve located provide insightful information on the importance of training and motivation for employee performance
However, there is some work to be done in order for your assignment to meet the minimum requirements as a synthesis essay. When you revise, consider the following:
(1) Synthesize your sources, and don’t “list” them. Unlike a standard research paper that may cover one source at a time, this essay is meant to bring them all together in a conversation over common issues. As it stands, your essay covers one article at a time, one after the other. What it needs to do is to focus on at least two specific issues (maybe the importance of training and the importance of motivation?), and then explore how the research supports these two issues. Each section should integrate at least two sources together, like the Onion Router essay we read for Week 3. You can refer to any of the content on this from Week 3 and 4, and check out this helpful webpage as well.
(2) Provide details on the study and avoid vague generalities. We can know without doing any research that training and motivation likely benefit employee performance. But what we might need to know from research is exactly how this works. This is what should be shared in this essay—the specific details that reveal the “how” and “why” of your topic. From reading your paragraphs, the reader has little idea of what each of the studies entailed, and how each contributed to the discussion in its unique way. Details like the study methodology (e.g., a survey of 100 employees), where it took place (e.g., Bahrain, a bank in Pakistan), and specific results (the exact factors that influence training results) should be included. Direct quotes with explanations should also be added.
Follow the rubric below and these annotations when you revise.
rubric_FourSource_Essay_2018_2019
(not graded yet)
The paper meets the word-count requirement
1000 words or more
800-999 words
700-799 words
600-699 words
fewer than 600 words
see the columns to the right
10 points
8 points
7 points
6 points
0 points
Introduction and thesis
Excellent
Good
Fair
Needs improvement
Does not pass
introductory paragraph introduces the topic
5 points
4 points
3.5 points
3 points
0 points
thesis statement is clear and strong
7 points
5.6 points
4.9 points
4.2 points
0 points
Body of the essay
Excellent
Good
Fair
Needs improvement
Does not pass
The four sources take different perspectives, opinions, or conclusions on some aspect of the topic, and these distinctions.
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
This document discusses different influencing styles and strategies. It describes four main influencing styles: the Inquisitive Investigator who uses facts and logic; the Clear Calculator who analyzes pros and cons; the Mindful Motivator who appeals to emotion and vision; and the Collegial Collaborator who builds consensus through involvement. For each style it provides examples of people who exemplify that style and contexts where the style may be most effective. The document also outlines frameworks for influencing capabilities and strategies. It presents tools that can be used with each of the four main influencing styles to persuade others, such as surveys, storytelling, and active listening. The goal is to help people understand different approaches to influence and choose the right style and
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
This document outlines a training program on performance boosting conversations. The 6-unit program covers giving effective feedback, having performance boosting conversations, dealing with conflict, facilitating meetings, influencing others, and leading change. It provides guidelines and frameworks for difficult conversations, including feedback on poor performance and the Five Conversations Framework to improve employee engagement through regular check-ins. Sample questions are given to start conversations in each area of the framework. Benefits of the framework include ongoing dialogue, openness, flexibility, timely information, and a more relaxed approach.
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
This document provides guidance for a conversation around innovation and continuous improvement in the workplace. It introduces the topic and outlines four questions to discuss ideas for enhancing efficiency and effectiveness: 1) suggestions for improvement, 2) how it enhances the workplace, 3) barriers to implementation, and 4) where to start. Tips are provided for both the coachee and coach to make the conversation constructive, respectful, and focused on equal, open-minded discussion rather than performance review.
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
The document discusses facilitating effective team debriefing. It recommends using an After-Action Review (AAR) structure to review projects. An AAR focuses on what systems worked well, what didn't, and how to improve for the future. It also discusses building team identity to enhance performance. The document promotes a book by Dr. Tim Baker on using AARs and developing team identity, and provides a link to register for an upcoming online seminar on the topic.
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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1. Abolish the Job Description -
Replacing the Job Description with Role Descriptions
Dr Tim Baker
www.winnersatwork.com.au
2. Aims &
Objectives
Develop KPIs for the increasingly important roles employees
play in the workplace
Learn the process for converting job descriptions to role
descriptions
Understand the value and importance of the non-job roles
employees' play
3.
4. Legal disclaimer
You are required to complete any other duties deemed relevant by
your manager ....
8. Roles people play in
organisations are
more important than
the jobs they do...
9. The Work People Do
Job Role Non-job Roles
Technical skills
Team role
Skill development role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising
Employee Performance
Positive Mental
Attitude &
Enthusiasm
10.
11. Job description v Role description
A job description usually define a set of
specific tasks and responsibilities that are
performed by a particular job-holder.
A role description define the job role
(technical tasks) and non-job roles that
employees are expected to perform at work
12. Positive Mental Attitude &
Enthusiasm Role
Solution-focus
The orientation of looking for solutions to problems rather
than focusing on the problem.
Autonomy
The degree to which employees are able to work without
close supervision.
Positive Energy
The degree to which the employee demonstrates a positive
and cooperative approach towards their work and colleagues.
13. Team Role
Leadership
The ability to influence others within the team &
organization in a positive way.
Accountability
The degree to which employees accept responsibility
for their own work and the work of others they work
with.
14. Self-development
Developing oneself is associated with the
commitment to help in carrying out employment
duties now and in the future.
Technical development
Involves individuals planning and making decisions
about education, training, and career choices as well
as developing the right skills and knowledge to do so.
Skill Development Role
15. Innovation and Continuous Improvement Role
Problem solving and critical thinking
Continuously seeking to identify, define, critically
analyze, and resolve work problems through
researching and testing alternative ideas and
approaches.
Customer responsiveness
Involves the ability to identify, understand, build
relationships with, and adapt to the requirements of
external and internal customers in an appropriate
manner.
18. Ways to Formulate Role Descriptions
Dynamic duo method
The manager or supervisor chooses two individuals
who perform the same role—for example, two
accounts receivable clerks—to consider the non-job
elements associated with their role.
Team method
The manager or supervisor chooses three or four
individuals, all of whom perform the same role, to
complete the document.
19. Supervisor–incumbent method
The supervisor or manager works with a single
employee to complete the role documentation.
Single-employee method
The employee completes the document him/herself.
For roles with only one employee, or for a
vacant/new position, this may be the only method
available, but it is not collaborative, and therefore is
the least preferred method.
Which approaches are available to formulate role
descriptions?
20. SOURCE: Baker, T. B.
(2013) The End of the
Performance Review:
A New Approach to
Appraising
Employee
Performance
21. You can pre-order my latest book –
The End of the Job Description from
http://www.palgrave.com/page/detai
l/the-end-of-the-job-description-tim-
baker/?isb=9781137581464 or if you
want to convert your job descriptions
to role descriptions contact me at
tim@winnersatwork.com.au
Tim Baker’s latest book, The End of the Job
Description, provides just the ticket for turning
your organization into a great place to work.
Professor Marshall Goldsmith I author or
editor of 34 books including the global
bestsellers MOJO and What Got You Here
Won’t Get You There
Editor's Notes
Workplace culture is a product of the employment relationship.