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Job Descriptions - The Driving Force Behind Successful Compensation and Performance Management

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Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.

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Job Descriptions - The Driving Force Behind Successful Compensation and Performance Management

  1. 1. Job Descriptions…The Driving Force Behind Successful Compensation and Performance Management presented by Don Berman
  2. 2. Why Job Descriptions Lag Behind• People think of them as documents/paper• No one person can complete them – HR knows how to write them – Managers/Stakeholders know the details of the job• People don’t know where to start – Especially for new Jobs – Lack of content• No Structured way to go about it – Different formats/focus• Everything else is more important – Recruiting, Performance Reviews, Compensation, Market Pricing Despite the fact that none of these can be done well without an effective Job Description• No Urgency (until you need to hire someone)
  3. 3. About This Presentation• Not Ivory Tower• Samples of what our clients are doing – Components they are using – Processes they embrace – Screenshots/JD snippets for context from
  4. 4. We See Job Descriptions Differently• Job Descriptions – Cater to the lowest common denominator – Consist of blocks of dense, opaque text• Job Description Repository – Leverages conversations with Stakeholders • Collects all the info you need • Controls who can see what – Provides information to those that need it • Folks in other roles, hiring managers, recruiters, OD • Other systems: ATS, Performance Management, HRMS – Turn blocks of text into Data Points • That you can search/query/interface with other systems• Change the way you think about Job Descriptions
  5. 5. What Areas Impact Job Descriptions? ADA/Accommodation FLSA Determination Career Pathing Compensation Plans Succession Salary Structure Training Performance Management Corporate Culture System/Process ATS/Recruiting Job Future Plans Process Description
  6. 6. Agenda• Motivation and Retention• Understanding the Job• Intersection between Job Description Repository Essential Functions Base Comp Data Competencies Market Data Job Requirements Internal Equity JD Access/Signoff Job Evaluation Calibration Salary History Current/Past Reviews Performance Compensation Management Management Data and Process
  7. 7. Impact on Motivation and Retention• When an employee is satisfied with their job, they are more likely to be motivated to reach performance goals and see a future with your company• A well-written job description sets an employee up for success by outlining their responsibilities and the parameters of their position• Job descriptions also show how an employees position contributes to the mission, goals and objectives of the organization © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
  8. 8. Impact on Motivation and Retention JOB DESCRIPTIONS: COMPENSATION: PERFORMANCE: JOB SATISFACTIOIN Written to show how job Adequate contributes to company Clear direction, personal MOTIVATION compensation, recognition goals, objectives (how growth, communication RETENTION for effort they fit into the bigger picture) © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
  9. 9. Understanding the JobThe job as it relates to the Individual: Job Descriptions• Of course, understanding the Job is essential to: – Finding the right talent to acquire – Evaluating those that are in the job Performance Management Compensation Management – Retaining those who perform
  10. 10. Understanding the Job ScopeBut what about understanding the impact the job has on yourCompany – Freedom to Act – Problem Complexity – Impact – Budget Responsibility – Financial Responsibility
  11. 11. Understanding the JobFactors that INHIBIT a thorough understandingof the job:• In most Companies The Job Description is a Document, often leading to confusion as to the current version• Job Descriptions are only consulted: – During the hiring process – At Review time (Sometimes)
  12. 12. Understanding the JobFactors that ENCOURAGE a thoroughunderstanding of the job:• Collaboration• Sharing Content• Understanding Corporate Vision
  13. 13. Understanding the JobCollaboration• Is the key to effective job descriptions because the knowledge needed is embedded in multiple Stakeholders: – Employees – Managers or other SMEs – Upper-level Managers – HR Generalists – Compensation• Participants make changes and view via “track changes” paradigm
  14. 14. Understanding the JobSharing Content• Sources of Content – Stakeholders – Client Job Descriptions – HRTMS Content Library• Content Applied to – Summary – Essential Function – Competencies – Less often, Qualifications
  15. 15. Understanding the JobSupporting Corporate Vision• Job Descriptions can aid in supporting corporate: – Culture – Mission – Vision – Goals
  16. 16. Job Descriptions and Performance Job Descriptions• Job Descriptions and productivity• Job Descriptions and motivation Performance Compensation Management Management• Job Descriptions and consistency – Evaluate employees on Key Components – Normalize process across Jobs/Performance/Compensation
  17. 17. JD and PerformanceJob Descriptions and ProductivityFocus employees on Essential Functions and key performancemeasures by: – Accessing their own Job Description at any time.
  18. 18. JD and PerformanceJob Descriptions and MotivationFocus on motivation by providing: – Ability to Search/Browse for jobs they are interested in – Publish Career Path Details
  19. 19. JD and PerformanceJob Descriptions and ConsistencyKey Components from their Job Descriptions flow through toPerformance Reviews – Competencies
  20. 20. JD and PerformanceJob Descriptions and ConsistencyKey Components from their Job Descriptions flow through toPerformance Reviews – Essential Functions
  21. 21. JD and PerformanceJob Descriptions and ConsistencyKey Components from their Job Descriptions flow through toPerformance Reviews – Job Requirements
  22. 22. JD and Performance Job Descriptions and ConsistencyNormalize Process across Jobs/Performance/Compensation• Employees signoff on job descriptions to indicate their understanding/ acceptance
  23. 23. JD and PerformanceJob Descriptions and ConsistencyNormalize Process across Jobs/Performance/Compensation• Managers and Comp have instant access during Compensation Management Process: – To All Performance Review – And Salary History
  24. 24. JD and PerformanceJob Descriptions and ConsistencyNormalize Process across Jobs/Performance/Compensation• So in context with Peers: • Outlier Reviews can be Identified and corrected • Reviews are calibrated and aligned with compensation
  25. 25. Job Descriptions and Compensation• A robust detailed Job Description is the one common component needed to : Job Descriptions – Level Jobs in your Organization – Market price jobs – Insure fair, competitive compensation plans to Performance Management Compensation Management attract and retain top talent• Job Description Repository is perfect place to: – Show Base Comp information – Integrate Market Data – Identify Internal Equity Comparisons• As well as: – Implement a Point Factor Job Evaluation System
  26. 26. JD and CompensationShow Base Compensation Info• Store FLSA Determination Info
  27. 27. Show Base Compensation Info• Keep a Record of Historical Job Descriptions – Defend Hiring Decisions – Protect yourself against Regulatory Audit
  28. 28. JD and CompensationShow Base Compensation Info• Base Compensation Info – EEO – Range Information
  29. 29. JD and CompensationIntegrate Market Data• The most important requirement to effectively Market price a job is an accurate and up to date Job Description• Once Jobs are priced the results can be stored in the Job Description Repository for compensation department only
  30. 30. JD and CompensationIdentify Internal Equity Comparisons• Pull comparable jobs from the Repository:
  31. 31. JD and CompensationImplement a Point Factor Job Evaluation System• Capture factors: – Your internally developed Factors – Externally Developed: Hay, IPEs
  32. 32. JD and CompensationImplement a Point Factor Job Evaluation System• Analyze Factors – To Level and Grade Jobs
  33. 33. Wrap up Job DescriptionsIf you stop thinking of a Job Description as Performance Compensationbeing limited by the restrictions imposed by Management Managementdocuments: – You’ll see that a Job Description Repository can: • Not only drive Performance and Compensation • But Recruiting, succession, training as well • Job Descriptions are the logical centerpiece of your Talent management Landscape
  34. 34. What did we miss?• Please use the survey at the end so we can deliver the information in an upcoming Event
  35. 35. Questions
  36. 36. How To Contact Us Don Berman don@hrtms.com Bill Rost Brost@hrtms.com 919.351.JOBS (5627) www.hrtms.com

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