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CHAPTER 6
Person- based
structureAduyogan | Cordeta | Ganglani | Noble | Pastor | Soleta
TH201 COMPMAN
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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 <ers
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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
Basic decisions in creatin" aco)petency -based structure:
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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
Basic decisions in creatin" aco)petency -based structure:
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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&