1. Job Structuring A Definitive Answer to: “Just why, how, and what the heck is everyone doing???” Southern Shore Human Resource Management Association of New Jersey Atlantic County, NJ February 20, 2003 Presenter: Mark A Hanko, PHR R.T. Walsh Associates, LLC © 2003 R.T. Walsh Associates, LLC. All rights Reserved

2. Major Employment Actions  Hire  Orient  Develop/Train  Review/Evaluate  Promote  Provide salary increases & bonuses  Discipline  Suspend  Terminate

3. Non-Aligned Systems  Employment decisions not driven by strategy or vision  Performance reviews not linked to goals and strategic plans  Performance and development not directly linked  Inefficient use of resources  Training not driven by job elements

4. Outcomes from Non-Aligned Systems  Bad hires  Accusations of unfair evaluations  Poor documentation for denial of tenure  Poor documentation for terminations  Questionable promotions  Appearance of arbitrary decisions  No consensus about job expectations  Training activities don’t support strategic goals  Perception of favoritism

5. Aligned Systems  Every action and every decision is strategic  Major functions and systems are linked through common elements  Mission, vision and goals create the criteria and measures for actions and performance  Employment systems reinforce behavior that is aligned with the mission, vision and goals  Job elements are well defined and documented

6. Aligned Organizational Systems™ Model Developing & Managing Effective Performance Systems Vision & Values JobTasks Outcomes Procedures Rewards Evaluations Training Managing Competencies  © 2002 R.T. Walsh Associates, LLC. All rights Reserved

7. Job Standards Provide The Foundation 1.Develop the job structure a) Select the job to develop b) Identify the job tasks c) Develop detailed procedures d) Identify desired outcomes e) Develop list of measurement strategies f) Identify competencies for each task 2.Map the competencies a) Establish frequency b) Assign category c) Map stages and levels

8. The Work Process PerformancePerformanceTasksTasksOutcomesOutcomes CompetenciesCompetencies ResourcesResources Documented Tasks Measurable Outcomes F e e d b a c k © 2002 R.T. Walsh Associates, LLC. All rights Reserved

9. Job Structuring TM Worksheet TASKS What to do PROCEDURES How to do the task OUTCOMES What the result should be MANAGING How the outcomes will be measured COMPETENCIES Skills to do the task List all tasks performed by a person in this position This column includes a detailed description of the steps a person follows to complete each task If the task is completed correctly, what would the results be? Describe how a person’s supervisor would measure or know the task had been completed properly List the skills, attitudes, knowledge, and abilities required to complete the task successfully © 2002 R.T. Walsh Associates, LLC. All rights Reserved

10. CATEGORY Competency Mapping TM #CompetencyFreqJSMAPAHOFPDKey 1. Attention to details 6XAKCSX 2. Fax machine, use 3XAKCS 3. Lift 45 pounds 2XAKCSX 4. Safety procedures, use 5XAKCSX 5. Count money 1XAKCSX 6. English, read and write 10XAKCS 7. Stand for long periods 2XAKCS 8. © 2002 R.T. Walsh Associates, LLC. All rights Reserved STAGES/LEVELS 3

11. Some Implications  Resource alignment  Objective criteria  Identified outcomes  Good documentation for decisions and actions  Detailed guidelines  Everyone knows – no guessing  Evaluations are formative based on objective criteria and developing competencies  Training is linked to goals and strategy  Everything becomes outcomes-focused and competency-based