1. Lecture 4 1 From change management to dynamic handling of jobs and competencies Lecture 4

2. 2 Some prerequisites for setting up a competency repository Summary Prerequisites for a competency repository Key definitions4 to 5 Handling job descriptions ( method)7 to 9 Dynamic handling of a job description 12 Competencies management13 to 14 Reference job15 to 17 How to update 18 to 21

3. Lecture 4 3 Some prerequisites for setting up a competency repository Setting up a competency repository is complex Maintaining it is even more difficult so let’s see how best to manage it Initial situation: - existence of job descriptions including a section on competencies expected - existence of a competencies reference list or dictionary of competencies - existence of an appraisal mechanism to assess performances and competencies - existence of a mechanism for training and development

4. Lecture 4 4 Key definitions (1/2) A few definitions Activities: an activity is composed of a series of actions or tasks designed to achieve a given objective; they are ongoing and directly linked to the job Professional field: Grouping of professions according to common field of activity. Set of professions implementing related techniques and/or having similar end purposes. e.g.: the commercial field, the technical field Reference jobs: The evolution of professions and of organizations make it no longer possible to reason in terms of jobs: the content of jobs and real work situations change and vary from one unit to the next even though the title of the post remains the same. Different titles actually cover the same activities.

5. Lecture 4 5 Key definitions (2/2) Reference jobs make it possible to speak the same language and thus facilitate dialogue and comparisons. A reference job corresponds to a set of activities requiring the same or similar competencies for the same end purpose. The reference job facilitates the transfer of know-how within the framework of mobility and professional evolution. Profession Grouping of professional competencies contributing to the same end purpose. The profession is independent from the organization. It is a homogenous and stable area of professional evolution. Job The job defines the framework in which an individual acts within the organization: mission, activities, competencies required.

6. Lecture 4 6 From job descriptions to reference jobs Method 1/3 Before creating a new job description, and thus before considering it as a potential “reference job”, it is necessary: - to focus on the missions, why the job description has to be created, what functions need to be identified, to whom will the incumbent report - to specify the workload and main activities of the job - to differentiate between well identified jobs and other jobs - to specify the job profile

7. Lecture 4 7 Dynamic handling of corporate jobs Method 2/3 In order to achieve dynamic management: - use the reference job concept since it: makes it possible to focus on key competencies  makes it possible to work on the concept of transverse competencies makes it easier to tackle the concept of transferable competencies - have several reference jobs per field of activity (5-15 reference jobs) - use major organizational developments as mobilizing events (do not endeavour to have a reference list permanently up to date; the annual periodicity is often too short) - the annual interviews = an opportunity to identify what new activities have emerged vis-à-vis the initial activities: decide whether to update the job description and associated competencies with a view to their incorporation in the reference list - use to the maximum extent possible a reference list shared over the intranet or other collaborative media

8. Lecture 4 8 Dynamic handling of corporate jobs Method 3/3 Identify appropriate situations for the written formalization of responsibilities and allocated activities: - recruitment: updating of job description - readjustment of priorities and expected performance - evolution of responsibilities/delegation - evolution and/or clarification of organization - career guidance interview - annual interview

9. Lecture 4 9 Some prerequisites for job descriptions 1/3 CALL FOR CANDIDACIES Job title: … Job category - code: Location: Entity/service: Department of … Post vacant and transformed: managing “X” colleagues Eligible employees: Category Y employee with ten years of professional experience in the field of the post Contact person for further information and submission of candidacy: Deadline for submission of candidacies: Job description attached.

10. Lecture 4 10 Some prerequisites for job descriptions 2/3 JOB ENVIRONMENT: Director MISSIONS: -Propose policy. - Ensure supervision of workforce. -Develop the policy for … -Manage the process of … -Monitor … Director of Your job Head of Assistant

11. Lecture 4 11 Some prerequisites for job descriptions 3/3 ACTIVITIES: 1- Policy for … Define in agreement with 2- Policy for Develop future evolution of policy for … 3- Management planning for jobs and competencies Propose to … 4- Legal and social unit Establish and follow up content 5- Management of team of X individuals and responsible for budget of …

12. Lecture 4 12 Dynamic handling of corporate jobs What do the updates concern? - begin with the activities: ensure that they are new, different and demand other competencies; focus on the job’s ongoing activities required for realization of inputs - “ translate” the activities into expected and/or required competencies necessary for carrying out the job - retain only the key competencies contained in the reference jobs

13. Lecture 4 13 Competency management (1/2) The activities and competencies of a reference job show a certain degree of stability over time For a specific job, the manager’s responsibility is to make the necessary adjustments and updates and advise the HR services accordingly Concept of competencies: two approaches - competency is the individual’s taking of initiatives and responsibility in the professional situations with which he/she is confronted - the set of knowledge and know-how (professional experience) and interpersonal skills (behaviour) brought to bear by an individual in fulfilling his/her mission; hence two types of competency a) generic competencies intrinsically linked to the individual possessing them. They are adaptable and/or transferable and permit comparisons between reference jobs

14. Lecture 4 14 Competency management (2/2) Generic competencies ( continued) - Transferable competencies: are not linked to any specific professional field and may be capitalized on without delay and without adjustment in most other jobs - Adaptable competencies: are linked to the professional context of the job and may be capitalized upon following a period of adaptation and some adjustments Specific competencies - are linked directly to a profession and therefore cannot be capitalized upon when a real change of profession is involved. These competencies correspond to know-how and technical competencies acquirable through training.

15. Lecture 4 15 Reference jobs 1/3 The reference jobs and associated generic competencies present greater stability over time and some degree of independence from organizational evolution.

16. Lecture 4 16 Reference jobs 2/3 Examples of reference job in the commercial field (regional headquarters of 3 000 individuals): - Sales = two reference jobs: sales person and commercial assistant - Commercial administration = four reference jobs: customer account managers, billing/recovery manager, data managers, complex project manager - Sales events = three reference jobs: sales event organizer, marketing analyst, coordinator of commercial activities - Support = three reference jobs: support, commercial/technical support, supervisor

17. Lecture 4 17 Reference jobs 3/3 With any updating, a few basic concepts must be respected : - a mission must always clearly indicate a field of responsibility and justify the existence of the job - the activities are structured around the missions, and describe both an activity and a requirement they specify the relations with the other individuals involved - discuss ad hoc responsibilities at the annual interview; the activities express the indicator and not the performance level

18. Lecture 4 18 Handling job descriptions How to update (1/4) How to update the job description: - the manager must clarify the missions, activities and requirements of the job - the new job description should clarify the manager’s role and commitment vis-à-vis those he/she supervises - the job description should be redesigned only in the case of major, lasting evolutions

19. Lecture 4 19 Setting up a repository of reference jobs How to update (2/4) A few words about the principles of constructing a repository of “reference-jobs”: - the repository is based on four key terms: 1) the professional family (a cross analysis traversing social status and professional fields (e.g. 11 families for services and related jobs) 2 ) the professional field, which can be a main function ( e.g.: sales persons) or an activity sector (e.g. information system) 3 ) the profession – type, which is an aggregate of jobs (e.g. supervisor) 4 ) the specific characteristics allowing the experience and knowledge required to be specified

20. Lecture 4 20 Setting up a repository of reference jobs How to update (3/4) The principles for developing the reference job description: - it provides guidance to facilitate professional mobility and the transfer of knowledge - it gives priority to scenarios that facilitate the identification and pooling of specific competencies - in this regard, three levels of skill are considered - technical and fundamental skills - associated skills - capabilities related to the job Modern approaches to competency reference lists focus on the concept of transverse competencies or transferable competencies; the identification thereof is essential, particularly for organizing professional mobility.

21. Lecture 4 21 Setting up a repository of reference jobs How to update (4/4) A good test for assessing an updated repository of competencies is when you want to explain a job to someone who is going to move within the firm. The volunteer has to understand easily whether he/she has the right skills and competencies for the new job; the volunteer therefore needs to know which skills he/she has today, and which are missing for the next job; A training scenario can be developed in order to achieve the new skills and competencies.