Description
This is a presentation describing about how to prepare job profile, how should the Key responsibility be defined (KRAs).
QUANTITATIVE MEASUREMENT OF HR REQUIREMENTS
Job Analysis
JOB ANALYSIS
• The Profile of the Job in question- how it is different from classical job descriptions- more objective-oriented than just activity-oriented • Person Specifications- the identifcation of the competencies needed for effective execution of the job- competencies mapping
PREPARATION OF JOB PROFILE
• The incumbent, his boss and the consultant sit together • Documentation of the Job Title- whether it reflects the tasks required to be done by the incumbent • The raison d’etre or the basic purpose of the job without which the job should be abolished
PREPARATION OF JOB PROFILE (CONTD)
• • • • Primary Focus of the job Secondary Focus of the job Tertiary Focus of the job Typical examples: business focus, industry focus, specialisation focus, • Reporting Relationships- whom does the incumbent report to, who report(s) to him • Issues and myths of Span of Control
PREPARATION OF JOB PROFILE (CONTD)
• Internal Linkages- with which functions/functionaries he has to interact with on an ongoing basis- not those once in a blue moon interactions- they exclude the reporting relationships • The purpose of each of these linkages • The nature of these linkages- customer-supplier, consultant-client and vice versa • External Linkages and their purposes & nature
KEY RESULT AREAS
• KRAs – thee are the areas in which the incumbent sets up his SMART Goals/Objective for the year or any other period mutually agreed upon by the incumbent and his boss or the business peculiarities of the Business Unit • There are for managers four generic KRAs • For the workers the KRAs are nothing but the activities they have to perform- they are the activities to fulfil the objectives of the incumbent flowing from the objectives of the business unit, function etc.
GENERIC MANAGERIAL KRAs
• • • • Planning & Organising Guiding & Coordinating Monitoring & Control People Development including self development- the result of developmental and learning imperatives that today’s organisations have • Limits of authority
COMPETENCIES MAPPING
• Once the objectives/goals under each KRA are agreed upon- identification of the competencies required in the incumbent • Examples: Planning Skills, Communication Skills, Renewal of the Specialist Skills, Leadership Skills, Teambuilding Skills, Interpersonal Skills, Stress Management Orientation, Computer Skills, Numeracy etc.
HOW IS THE COMPETENCIES MAP USEFUL?
• Competencies Map help in Mounting the right recruitment strategy- internal recruitment or external recruitment, outsourcing • The Selection Process is then decided uponGDs, Interviews, Psychological Tests, Professional Interviews, Assessment centres etc.
doc_377493637.ppt
This is a presentation describing about how to prepare job profile, how should the Key responsibility be defined (KRAs).
QUANTITATIVE MEASUREMENT OF HR REQUIREMENTS
Job Analysis
JOB ANALYSIS
• The Profile of the Job in question- how it is different from classical job descriptions- more objective-oriented than just activity-oriented • Person Specifications- the identifcation of the competencies needed for effective execution of the job- competencies mapping
PREPARATION OF JOB PROFILE
• The incumbent, his boss and the consultant sit together • Documentation of the Job Title- whether it reflects the tasks required to be done by the incumbent • The raison d’etre or the basic purpose of the job without which the job should be abolished
PREPARATION OF JOB PROFILE (CONTD)
• • • • Primary Focus of the job Secondary Focus of the job Tertiary Focus of the job Typical examples: business focus, industry focus, specialisation focus, • Reporting Relationships- whom does the incumbent report to, who report(s) to him • Issues and myths of Span of Control
PREPARATION OF JOB PROFILE (CONTD)
• Internal Linkages- with which functions/functionaries he has to interact with on an ongoing basis- not those once in a blue moon interactions- they exclude the reporting relationships • The purpose of each of these linkages • The nature of these linkages- customer-supplier, consultant-client and vice versa • External Linkages and their purposes & nature
KEY RESULT AREAS
• KRAs – thee are the areas in which the incumbent sets up his SMART Goals/Objective for the year or any other period mutually agreed upon by the incumbent and his boss or the business peculiarities of the Business Unit • There are for managers four generic KRAs • For the workers the KRAs are nothing but the activities they have to perform- they are the activities to fulfil the objectives of the incumbent flowing from the objectives of the business unit, function etc.
GENERIC MANAGERIAL KRAs
• • • • Planning & Organising Guiding & Coordinating Monitoring & Control People Development including self development- the result of developmental and learning imperatives that today’s organisations have • Limits of authority
COMPETENCIES MAPPING
• Once the objectives/goals under each KRA are agreed upon- identification of the competencies required in the incumbent • Examples: Planning Skills, Communication Skills, Renewal of the Specialist Skills, Leadership Skills, Teambuilding Skills, Interpersonal Skills, Stress Management Orientation, Computer Skills, Numeracy etc.
HOW IS THE COMPETENCIES MAP USEFUL?
• Competencies Map help in Mounting the right recruitment strategy- internal recruitment or external recruitment, outsourcing • The Selection Process is then decided uponGDs, Interviews, Psychological Tests, Professional Interviews, Assessment centres etc.
doc_377493637.ppt