1. © OECD A joint initiative of the OECD and the European Union, principally financed by the EU Job Description and Evaluation of Job Positions Ansi Shundi, Albania “Building a Professional Civil Service in Kosovo” Pristina, 26-27 June 2008

2. 30 minutes for: Job description Structural and functional organization Evaluation of job positions Importance of these processes Used techniques Recommendations

3. The intercommunion Job description Functional organization Evaluation of job positions Who?How?How much?

4. The Job Description Is the definition of duties, which are expected to be accomplished by a job position, within the structure of an institution Everybody talks, everybody realizes the importance, but only a few of them implement it. Clear division amongst the objectives of every single employee. Division of duties in the institution Mission materialization of the institution

5. The determination of objectives Mission of the institution Objectives of the department Individual objectives- PP

6. The identification of job positions

8. Noticed problems The job description is compiled only at the moment of the recruitment. The job analyst ( manager of personnel) has an entirely secondary role. There is a lack of quantitative analysis of job’s volume to list the need for the increase of job positions.

9. Functional and organizational structure Basically, it is started from the function, in order to come up to the structure. The structure can be set up based on the required quantitative job analysis for the function realization. The aim is to preserve a limited and standardized number of organizational units.

10. Rules and supervision There are strict rules for the minimal number of employees in one unit. The number of employees, dependently, influences on the official’s salary Controls through budgetary limits Controls by a specialized central unit

11. The Situation in Kosovo There are no strict rules about structures’ drafting. There is no analyzing and audit unit There is a diversity of organizational units There is no regular managing report There is an over position among the structures, not only among the institutions, but also inside the same institution.

12. The appropriate managing space Units with standardized and manual functions of consolidated work. Units with supervising and policymaking functions, where it is necessary for continual intervention. New requests of integrated processes ?

13. The evaluation of job positions It serves for the determination of the relative value of the concrete job position, in proportion to other positions; Quantifies the required human resources for the functions’ accomplishment, that are foreseen by the job position.

14. Major used methods The method of listing the duties The method of classification (benchmark) The method of point evaluation

15. The method of listing the duties It is the simplest method It is used in small and medium institutions It is done by a group of managers It has a limited extension in the corresponding institution

16. The method of classification (benchmark) The job evaluation is done for some typical positions The evaluated positions belong to all hierarchic levels All the other positions compare to the evaluated positions and then get into the category that they match most.

17. The method of point evaluation It is an analytic method It does not make a mutual comparison of the positions Some common factors are determined and then evaluated with points for each position The total number of points determines the value of the job position

18. Benchmark or point evaluation Benchmark Point evaluation

19. Comparison The benchmark is a controlled system with strict rules There are a few exceptions The positions of the same level are equally evaluated in all institutions Point evaluation authorizes managers to define the salary inside the institution Requires a consolidated practice to be applied

20. The Situation in Kosovo The salary differences are very small among the hierarchic positions The coefficient’s value is small; With promotions in career, only the responsibilities are gained – alternative rewards are required There is an attempt of applying additions to salaries, but it is done in a non-coordinated way.

21. The Situation in Kosovo 2 Structure increasing in the high hierarchic levels The proportion of managers and dependants is 1:1 The establishment of Executive Agencies for staff stimulation effects

22. The situation in Kosovo 3 Total chaos with job titles and applied coefficients More than 950 coefficients Ad hoc determination of coefficients without being based on any strict criteria The most problematic part – executive positions

23. Recommendations Simple system with less levels within each class The increase of the difference between the hierarchic, consecutive positions It is applied in a small number of institutions and it expands gradually Including all ranks in the nominal salary

24. Recommendations 2 Strengthening central institutions that control equal implementation of rules Rules determination for the drafting of structures The establishment of a strict procedure for the approval of job dismissals The combination of job objectives’ fulfillment with career promotion system The difference between institutions according to their importance

25. Thank you ansi.shundi@cpmconsulting.eu