How Job Descriptions Can be a Strategic Tool for your Talent Management Processes

Transcription

1 How Job Descriptions Can be a Strategic Tool for your Talent Management Processes Presented by: Gordon Medlock, HRIZONS Connie Costigan Halogen Software Sponsored By: Wednesday, March 26, :00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central 12:00 p.m. to 1:00 p.m. Mountain 11:00 a.m. to 12:00 p.m. Pacific 2014 BLR and HR Hero Business & Legal Resources and HR Hero. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission. This program has been approved for 1.00 credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI).The Program ID number will be ed to the registered participant at the completion of the conference. For more information about certification or recertification, please visit the HRCI website at

2 How Job Descriptions Can be a Strategic Tool for your Talent Management Processes Sponsored by THE POWER OF JOB DESCRIPTIONS

3 Update Header & Footer [DATE] 3 TOPICS 1. Job descriptions as the foundation of your integrated talent management (ITM) infrastructure 2. Current state of job description (JDs) 3. New paradigm for JD management 4. Creating dynamic job descriptions that truly support all your ITM processes 5. How to leverage technology to build, manage, and integrate JD content with ITM processes 6. Project management vision and challenges when upgrading your JD content POLLING QUESTION #1 How would you describe the current state of your job description content? No standardized format; considerable outdated content; poor quality; very little harmonization of similar jobs Some standardization of formats; some outdated content; inconsistent quality; some harmonization of similar jobs Standardized format(s) well defined; most content is up to date; quality is generally good; most similar jobs are harmonized Standardized format(s) well defined; all content is up to date; quality is excellent; all similar jobs are well harmonized

4 JOB DESCRIPTION CONTENT TALENT MANAGEMENT RECRUITMENT - Job info - Job summary - Qualifications -Competencies * Job Requisitions ONBOARDING - Job expectations - Org requirements - Org values - Job specific competency proficiencies COMPENSATION - Job Summary * Benchmarking Jobs - Job Description * Job Analysis OBJECTIVES - Competencies PERFORMANCE MANAGEMENT - Competencies DEVELOPMENT - Job summary - Qualifications - Competencies CAREER PLANNING - Job Info - Job Summary - Working Conditions - Physical Requirements - Qualifications - Competencies SUCCESSION - Job Info - Job Summary - Qualifications - Competencies TALENT MANAGEMENT ASSESSMENT PROCESSES Job Description - Job Info - Job Summary - Org Requirements - Working Conditions - Physical Demands Qualifications - Education - Experience - Certifications / Licensures Competencies - Organization Values - Behavioral - Job Specific CURRENT STATE Most organizations currently do not link JD content to most of their talent management processes. Poor JD quality and/or outdated content Overwhelmed at the thought of upgrading 200, 500, 1,500, or 3,000 job descriptions Lack of enabling technology to manage JDs and upgrades of content Not viewed as an integral component of ITM strategy

5 CURRENT STATE (CONTINUED) Silo mentality of job description ownership and management: Lack of alignment among key stakeholder groups Usually owned by compensation and legal with focus on job leveling and pricing of jobs Some coordination with recruitment for job postings Limited to no interaction with other talent management areas Poorly defined and controlled processes for creating, editing, and approving new or revised job descriptions CURRENT STATE (CONTINUED) Focused on compliance and not on strategic talent management: Structured to comply with EEO, ADA, FLSA, FMLA, fair hiring and compensation practices, and other industryspecific standards Protection of the organization against potential employee law suits

6 ENSURE RATIONAL COMPENSATION STRUCTURE AND EQUITABLE HIRING PRACTICES

7 NEW JD PARADIGM Written to support the full suite of talent management processes, not only recruitment and compensation Managed in an online JD management system Easily accessible to employees and line managers for ongoing performance and talent management Available to managers and HR professionals to build, revise, approve, and manage JD content USES FOR JOB DESCRIPTIONS IN NEW PARADIGM Recruitment Populate external job postings from system generated JDs Communicate job details to candidates Structure knock out questions to narrow candidate pool Create interview questions based on job description content Onboarding Communicate job expectations Enable employee buy in and acknowledgement of JD Structure onboarding orientation and training

8 USE CASES (CONTINUED) Performance Management Performance reviews reflect job description content Career Management Display of job progressions and requirements for internal career development Learning and Development Skills and competencies linked to jobs/roles Required proficiency levels associated with jobs/roles Links to learning and training programs to focus development planning USE CASES (CONTINUED) Succession Planning Analysis of potential successors based on job related competencies and skills Gap analysis of competency and skill assessments related to required proficiency levels for the job/role Workforce Planning & Deployment Position management, including number of required positions by area and related skill and competency requirements Analysis of employee skill and competency proficiency levels and experience in relation to position requirements

9 NEW PARADIGM REQUIRES ENABLING TECHNOLOGY Management of large amounts of data related to job description content Ability to automate and streamline processes to create, edit, and approve jobs and job descriptions Providing easy access for new hires and employees to acknowledge job descriptions Integration of job specific competencies, skills, and other criteria with relevant ITM processes and applications JD TEMPLATE SECTIONS BEST PRACTICE Job Information Job Title; Job Code; Job Family; Level; FLSA Status; Pay Grade; Reports to Job Summary Job focus, purpose, scope of responsibility; used for compensation, recruitment, onboarding, and career development Job Responsibilities or Essential Functions Recruitment, Performance Management Option to include key performance indicators (KPIs) Competencies Recruitment, Performance Management, Employee Development

10 JD TEMPLATE SECTIONS BEST PRACTICE (CONTINUED) Education / Certifications / Licensure Experience Required Succession planning, recruitment Skills Required May be coordinated with development, learning, & training, deployment, and workforce planning Physical Requirements Working Conditions General Requirements & Disclaimer Statement TEMPLATE DESIGN IN TECHNOLOGY PLATFORM 2014 Halogen Software Inc.

11 WORKFLOW FOR JD EDITS AND APPROVALS 2014 Halogen Software Inc. WORKFLOW FOR JD EDITS AND APPROVALS 2014 Halogen Software Inc.

12 WORKFLOW FOR JD EDITS AND APPROVALS 2014 Halogen Software Inc. Employee Access to View Job Descriptions for Career Development 2014 Halogen Software Inc.

13 CLARIFYING LINKS OF JD CONTENT TO ITM PROCESSES What JD content will populate requisitions for job postings? performance review forms? talent reviews & succession planning? Use cases for competencies, skills, and responsibilities? Job Responsibilities Job Responsibilities Performance Review Direct Import of JDs into Requisitions for Job Posting 2014 Halogen Software Inc.

14 Targeting What JD Content to Include in Performance Reviews 2014 Halogen Software Inc. Populating Reviews Directly from JDs 2014 Halogen Software Inc.

15 THE SPECIAL CASE OF JOB RESPONSIBILITIES Three possible formats pros and cons: Task Lists Essential Functions Accountability Statements How will they be used throughout your ITM processes? Recruitment? Performance Management? Career Progressions & Development DEFINING DETAILED TASKS

16 JOB RESPONSIBILITIES BEST PRACTICE FOR ITM Include up to three most important responsibilities in job summary Limit total number of responsibilities to no more than seven Use a short name to accurately label the responsibility Write a high level description that identifies what is essential and the so what or intended purpose List related tasks under the appropriate responsibility to clarify measurement criteria 1. START WITH JOB SUMMARY Sample job: Registered Nurse / RN Core Job Responsibilities included in description

17 2. PROVIDE NAME & DESCRIPTION OF KEY RESPONSIBILITIES 3. INCLUDE THE SO WHAT OR PURPOSE What (action verb + phrase) Why (result /benefit /value)

18 4. DEFINE TASKS / MEASUREMENT CRITERIA Itemize the tasks required to successfully deliver expected results 5. COMPLETED RESPONSIBILITY STATEMENT

19 ANOTHER FORMAT: CLINICAL ASSESSMENT TASKS EMBEDDED IN DETAILED DESCRIPTION

20 ADDITIONAL WAYS TO LEVERAGE JOB RESPONSIBILITIES Performance Management Can be directly assessed as part of review process Option to include only the top priority responsibilities in review Basis for generating job specific goals which are then assessed in review process Basis for defining job specific Key Performance Indicators (KPIs) which are then included in review process INCLUDING COMPETENCIES AND SKILLS PROBLEM: Often job description projects are managed separately from competency modeling projects creating the problem of how to integrate them SOLUTION: Integrate competency modeling and job design strategies from the outset

21 COMPETENCY MODELING STRATEGY BEST PRACTICE Include core competency profile to support mission, values, and strategic objectives of the organization Create high level executive and managerial competency profiles to apply to positions at those levels Create function level, job family, and/or job specific competency profiles to apply to managerial and staff jobs Identify commonalities across jobs where applicable EXAMPLE BEST PRACTICE CORE COMPETENCY 2014 Halogen Software Inc.

22 COMPETENCIES VS. JOB RESPONSIBILITIES Executive and managerial jobs are often defined as much by their competency profiles as by their job responsibilities Performance ratings for these jobs are often based on competencies and performance goals rather than job responsibilities Job responsibilities become more important for performance management for staff positions INCLUDING SKILLS Skills are often listed in job descriptions to indicate threshold requirements at the time of hire They may also be used for employee development, learning, training, and staff deployment to identify skill requirements and related employee proficiency levels Identify the ITM use cases for skills when creating your job templates Link required skill proficiency levels to jobs to optimize processes for employee development, learning, and training

23 SKILLS/COMPETENCIES CHECKLISTS Healthcare and other highly related technical industries often require demonstrations of skill or competency proficiency as part of onboarding. These skill/competency checklists are typically handled separately from the formal job description They should nonetheless be closely coordinated with job descriptions to ensure alignment. COMPETENCIES LINKED TO RESPONSIBILITIES 2014 Halogen Software Inc.

24 REVIEW OF COMPETENCIES BEST PRACTICE Don t repeat the same competency checklists for ongoing competency assessment Identify mission critical competencies related to the job Patient Safety focus High Risk New technologies and procedures Add new mission critical competencies to the annual review process Add to job description if it significantly modifies the essential functions of the job DYNAMIC JD THAT DRIVES ITM Start with Job Summary to establish focus, scope, & level Create well defined job responsibility statements Include summary description with the so what or purpose Group tasks under job responsibilities with well defined performance measures Identify required experience and skills with associated proficiency levels Identify competencies that differentiate superior job performance and use those for assessing and evaluating talent across all your ITM functions

25 READINESS QUESTIONS Current State: how mature are your current JD content, process, and technology? Desired future state: where do you want to be in terms of leveraging JD content for performance/talent management? What resources do you have to invest in the process? Current State Desired Future State Resources COMMUNICATE STRATEGIC VISION 1. Establish an executive steering committee to communicate the strategic ITM vision for your job description upgrade project and to oversee the project 2. Create an effective change communication plan to ensure executive sponsorship and line management buy in for the project 3. Create a strong core project team with the right competencies and abilities to promote and drive the project

26 PROJECT MANAGEMENT VISION Project Management Plan with well defined process Standards for job description re write and validation effort including best practice job descriptions Solution Design to ensure job structure, content libraries and overall content design meets organization s business needs Knowledge transfer throughout each phase of the project Manage re writes Manager approvals Ongoing administration of content in the system EXPECTED PROJECT RESULTS (TYPICAL) Redesigned job description content is of much higher caliber JD content managed efficiently in enabling JD technology platform Streamline number of jobs by 25% or more Increase HR visibility and value with internal clients Increase employee/manager engagement with the performance review process and other ITM processes High levels of end user acceptance of both technology and content Greater ownership of the job description content on the part of the employees they helped create it ROI of HCM technology investment(s) maximized

27 POLLING QUESTION #2 What challenges are uppermost in your mind when anticipating upgrading your JD content? Internal resources to manage project Need for enabling technology to manage JD content and integration with performance management Executive buy in to support project Budget considerations All the above. TO ENSURE SUCCESS YOU NEED... The right team in place to design the JD templates, streamline jobs, and build out the new JD content. Strong project management leadership. The right tools, templates, and resources to ensure optimal design and integration with your ITM processes. Sufficient resources and line manager engagement to build out and approve the new content. The right enabling technology to get the job done and to manage content going forward.

28 THANK YOU! Gordon Medlock, Ph.D. Senior Talent Management Consultant HRIZONS Connie Costigan Director, Marketing Halogen Software HRIZONS, LLC Q & A Questions? 2011 HRIZONS, LLC

29 Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

30 Gordon Medlock Gordon Medlock, Sr. Talent Management Consultant with HRIZONS, provides consulting services in the area of integrated talent management (ITM) to ensure organizations are optimizing their talent for sustained competitive advantage. He has provided ITM services related to business process design and improvement, competency modeling, job description design and management, change communications consulting, and ITM systems implementation. He has helped over 50 organizations optimize their talent management processes and systems across a wide spectrum of industries, including healthcare, technology, finance, manufacturing, education, government, communications, and retail. Gordon also brings in-depth experience as an executive coach and career development consultant, with a Master s Degree from the University of Chicago and a Ph.D. from Yale University both with a major focus in humanistic psychology. He also designs and leads seminars in the fields of human capital management and human development at the University of Chicago, Graham School of Professional Studies and the Wright Graduate Institute for the Realization of Human Potential.

31 Halogen Software s vision is to help organizations of all sizes build world-class workforces that are aligned, inspired and focused on delivering exceptional results. Ranked number one in customer satisfaction, Halogen offers the first and only talent management system organically built from the ground up to drive higher performance. The company s award-winning cloudbased products are designed to automate, simplify and integrate performance appraisals, 360-degree feedback, compensation management, succession planning, job descriptions, learning management and recruiting. To learn more, visit