Division of Human Resources CSU will be recognised for the outstanding achievements of its people Work Design and Job Analysis: An overview for Managers July 2009

Division of Human Resources CSU will be recognised for the outstanding achievements of its people Introduction Workforce planning is, in the broadest sense, the activity required to map the human resources required to achieve an organisations strategy. Work design deals with the way work is organised and managed including structures and grouping of functions. Job analysis is the process of describing what work needs to be done and includes specific responsibilities and working relationships. The manager is responsible for designing structure and jobs but it is also advisable that staff also are involved in designing jobs. When designing a new structure affected staff must be consulted prior to changes being made

Division of Human Resources CSU will be recognised for the outstanding achievements of its people Why undertake work design activity? Organisational change delivers many opportunities to look carefully at how work is structured in the context of: How the work contributes to the achievement of the University objectives and plans Work process improvement activity The opportunities emerging from new technologies CSU sustainability agenda Current and future resourcing/budgets

Division of Human Resources CSU will be recognised for the outstanding achievements of its people Well designed work aims to strike a balance between: Functional effectiveness ie: does the work design increase productivity and enhance efficiency. Human values ie: does the work design maintain or enhance job satisfaction and health and safety. In this way work is viewed more of a group function based on what works for overall performance, rather than a series of static individual jobs and task descriptions. What does it achieve?

Division of Human Resources CSU will be recognised for the outstanding achievements of its people When are jobs analysed? When vacancies occur – this provides an opportunity to learn from the outgoing person about what was good and bad about the job and what could be changed. When creating a new position - this provides an opportunity to review the changing needs of the workplace When introducing workplace change such as technology or new processes that will impact on the way work is currently done. When designing a new structure to deliver services.

Division of Human Resources CSU will be recognised for the outstanding achievements of its people Task Identity Whole and identifiable pieces of work with clear objectives and a visible outcome Task significanceWork fits the purpose of the organisation Skill varietyRequires a range of skills and talents; provides challenge AutonomySubstantial discretion and decision making (within set boundaries) Feedback Work provides direct and clear information about effectiveness and performance Working environmentOpportunity to interact with others; minimisation of environmental risks Well designed jobs provide

Division of Human Resources CSU will be recognised for the outstanding achievements of its people 1.All jobs have clearly defined activities, responsibilities and accountabilities which contribute to the overall objectives of the organisation Issues to be considered: What functions/activities are to be undertaken? Why are they needed? How do these contribute to the overall objectives of the organisation? How do the activities relate to the workforce plan? Is the job being designed around existing staff rather than the organisations needs? 10 Principles of well designed jobs……….

Division of Human Resources CSU will be recognised for the outstanding achievements of its people 2Are located correctly within the organisation Issues to be considered: Relationship mapping – what interactions are required between organisational units, across functions and between roles? Do roles overlap? Is there role clarity? How can the grouping of tasks provide a cost-efficient process? Are there specialised or rare skills that are best grouped together? Well designed jobs……….

Division of Human Resources CSU will be recognised for the outstanding achievements of its people 3 Allow for a degree of discretion and decision making by the employee Issues to be considered: Are the responsibilities, accountabilities and delegations allocated optimally? Is it possible for tasks to provide a coherent whole as well as variety for the individual employee? Where do decisions get made? Is work checked unnecessarily? (Ideally, the duties of a job should be identified before the supervisory / managerial structure is developed) Is the job responsible for managing or doing – if both, is this feasible? Well designed jobs……….

Division of Human Resources CSU will be recognised for the outstanding achievements of its people 4Do not include unnecessarily complex tasks or tasks that do not contribute to the achievement of the organisations objectives Issues to be considered: Why is the task being done? Can some workflows be eliminated, simplified or streamlined? 5Make the best use of the available technology Issues to be considered: Are there efficiencies and/or job satisfaction that could be gained through technological solutions? Well designed jobs……….

Division of Human Resources CSU will be recognised for the outstanding achievements of its people 7 Have workload that can be successfully completed within working hours. 8Are physically and socially integrated with other jobs and staff. 9Are free of discriminatory or stereotypical assumptions. 10Are physically safe. Well designed jobs……….

Division of Human Resources CSU will be recognised for the outstanding achievements of its people Human Resources can work with managers to: Design work and jobs which suit the purpose of the workplace. Consider a range of different ways of working Identify any organisational restraints that may need to be addressed to move forward Advise on the range of activities associated with workplace change including: staff consultation change management plans writing statements of duties identifying appropriate classifications recruitment, translation of staff into new structures etc.