compman chapter 6


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KEY TOPICS:

I. Person- based structure: Skill PlanII. “How to”: Skill Analysis

III. Person- based structure: Compet

V. Internal Alinment !e"lected in St

VI. !esults: How use"ul#

IV. “How to”: Competency Analysis


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Per

BasStrucPay sthat is bthe ski

competeemployewhether the job o


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Person-!ased

"tructures# "kill Plan


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Skill plans can focus on...

'epth based"pecialists

Breadtbased

)eneralists

knowled'e phases o

operation

Types of Skill Plans

- To ac(uire ahi'her pay$ itre(uiresadditional

education

- Pay increasescome withcerti&cation ofnew skills

- *ulti "kill


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Internal(li"n)ent:

%orkrelationshi

ps!ithin theor"ani*ati

on

Skill(nalysis

Skillblocks

Skill

certi+cation

'eter)inin" the Internal Skill-Based St


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Ter)s

+ Skill Cate"ory- )roupin' of related skill blocks of %aryin'le%els that represent all acti%ities of a sinfamily or steps in a process

E,ample# "kill cate'ory# Production technician

+ Skill Block - )roupin' of skills$ acti%ities or beha%iorsE,ample# "kill block# !earin' housin' assembly


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Ter)s Continuation

+ Skill- A speci&c statement of what a person doE,ample# "kill# nspect oil le%els and all &lters


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Purpose of the Skill- basedstructure

. "upports strate'y andobjecti%es

. "upports work/ow

. 0air to employees

. *oti%ates beha%ior toward

or'ani1ation objecti%es


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2How to3# "killAnalysis


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a syste)atic process ofidentifyin" and collectin"infor)ation about skills

re#uired to perfor) !ork an or"ani*ation$

%hat is Skill (nalysis&


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45hat is the objecti%e of the pla75hat information should be

collected

85hat methods should be used95ho should be in%ol%ed:How useful are the results for p

purposes

Basic decisions in creatin"a skill -

based structure:


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; 5hom to n%ol%eEmployee in%ol%ement is almost into skill-based plans Employees

mana'ers are the source of informon de&nin' the skills$ arran'in' tinto a hierarchy$ bundlin' them in

blocks$ and certifyin' whether a p

Basic decisions in creatin"a skill -

based structure:


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0esearch on Skill-Based P

Skill-based plans are "eneral!ell accepted

- it is easy to see the connection

between the plan$ the work$ anthe si1e of the paycheck

- the plans pro%ide stron' moti%for indi%iduals to increase their


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Person-!ased"tructures#

Competencies


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%hat are Co)petencies

Early conceptions of competencies focused areas#

4 "kills >demonstration of e,pertis7 @nowled'e >accumulated inform8 "elf-concepts >attitudes$ %alues$

ima'e?9 Traits >'eneral disposition to beha

certain way?

EssentialCharacteris

tics

'i1erentiatin"Co)petencies


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Co)petencies

- These are demonstrable characterof a person$ includin' knowled'e$ and beha%iors that enables them t

outstandin' performance


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Top 23 Co)petencies

4$ (chie5e)entorientation

2$ Concern of 6uality7$ Initiati5e8$ Interpersonal

understandin"9$ Custo)er Ser5ice

orientation$ In;uence and i)pact


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Internal(li"n)ent:

%orkrelationshi

ps!ithin theor"ani*ati

on

Core

Co)petencies

Co)peten

cy Sets

Beha5ioral

'escriptors

'eter)inin" the Internal Co)petency-Structure


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Ter)s

+ Core Co)petencies- These are often linked to the missionstatements that e,press an or'ani1ationphilosophy$ %alues$ business strate'ies aplans

E,ample# Core competency# !usiness awareness

+ Co)petency Sets- Translates each core competency into actioE,ample# Competency "ets# Br'ani1ational understandin'

mana'ement


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Ter)s Continuation

+ Core Beha5ioral Indicators- These are the obser%able beha%iors that inthe le%el of competency within each set

E,ample# Core ndicators# denti&es opportunities for sa%


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Purpose of Co)petency-bas

Structure+ Support %ork Alo!

+ Aair to E)ployees

+ 'irects beha5ior to!ard or"ani*atio

obecti5es


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2How to3#

Competency Analys


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4 Bbjecti%e- clarify the objecti%e of theplan

7 5hat information tocollect

. Personal characteristics

.

isionary

Basic decisions in creatin" aco)petency -based structure:


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8 5hom to in%ol%e- competencies are deri%ed from the e,eleaderships beliefs about the or'ani1atits strate'ic intent

9 Establish certi&cation methods- if people are to be paid based on their compthen there must be some way to demonstrate

to all concerned that a person possesses that



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: Resultin' structure- Competency-based structures 'eneraldesi'ned with relati%ely few le%elsDfouDand relati%ely wide dierentials for in

/e,ibility

6 Research on competencies- dentifyin' what distin'uishes typical

trul outstandin erformance



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nternal Ali'nmentRe/ected in "tructu


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Fesi'n and mana'e an internal pstructure to help achie%eor'ani1ational objecti%es

- Re/ects internal ali'nment policy- "upports business operations

Purpose of job- or person-based plan


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Results# How useful


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The usefulness of di1erent

approaches to desi"nin" pa

structures !hether ob- or

person-based depends on ho

!ell they achie5e their obecti


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4$ 0eliability of ob e5aluationtechni#ues:

- Can be impro%ed by

usin' e%aluatorsfamiliar with the workand who are trained in

job e%aluation

2$ Dalidity:

- Fe'ree to whiche%aluation achie%edesired results

- How accurate

7$ (cceptability- 0ormal appeals p

- Employee attitudsur%eys

- Auditin'


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!ias in nternal"tructures


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ender

bias- Go e%idence that job e%aluation is suscep

'ender bias

- Go e%idence that job e%aluators 'ender results

- Compensable factors related to job con

contact with others and jud'ment I does re/ea'ainst work done predominantly by women

- Compensable factors related to emre(uirements I education and e,perience I dre/ect bias


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%a"es criteriabias- Job e%aluation results may be bia

if jobs held predominantly by woare incorrectly underpaid


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0eco))endations to ensure obe5aluation plans are Bias Aree

4Fe&ne compensable factors and to include content of jobs heldpredominantly by women

7Ensure factor wei'hts are notconsistently biased a'ainst jobs hpredominantly by women


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8 Apply plan in as bias free a mannefeasible- Ensure job descriptions are b

free

- E,clude incumbent names froe%aluation process- Train di%erse e%aluators


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0EAE0E>CE:

*$ K G >7LL9? Compensation: Person- basedStructures >


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(ny#uestions&

compman chapter 6

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