Transcript Pershkrimi i punes dhe Vleresimi i pozicioneve te punes

Union, principally financed by the EU
A joint initiative of the OECD and the European
Job Description
and
Evaluation of Job Positions
Ansi Shundi, Albania
“Building a Professional Civil Service in Kosovo”
Pristina, 26-27 June 2008
© OECD
30 minutes for:
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Job description
Structural and functional organization
Evaluation of job positions
Importance of these processes
Used techniques
Recommendations
The intercommunion
Job
description
Functional
organization
Who?
How?
Evaluation of
job positions
How much?
The Job Description
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Is the definition of duties, which are expected to be accomplished by
a job position, within the structure of an institution
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Everybody talks, everybody realizes the importance, but only a
few of them implement it.
Clear division amongst the objectives of every single employee.
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Division of duties in the institution
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Mission materialization of the institution
The determination of objectives
Mission of the
institution
Objectives of the
department
Individual
objectives- PP
The identification of job positions
The identification of job positions
Noticed problems
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The job description is compiled only at the
moment of the recruitment.
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The job analyst ( manager of personnel) has
an entirely secondary role.
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There is a lack of quantitative analysis of
job’s volume to list the need for the increase
of job positions.
Functional and organizational structure
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Basically, it is started from the function, in
order to come up to the structure.
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The structure can be set up based on the
required quantitative job analysis for the
function realization.
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The aim is to preserve a limited and
standardized number of organizational units.
Rules and supervision
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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
The Situation in Kosovo
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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.
The appropriate managing space
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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
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The evaluation of job positions
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It serves for the determination of the relative
value of the concrete job position, in
proportion to other positions;
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Quantifies the required human resources for
the functions’ accomplishment, that are
foreseen by the job position.
Major used methods
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The method of listing the duties
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The method of classification (benchmark)
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The method of point evaluation
The method of listing the duties
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It is the simplest method
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It is used in small and medium institutions
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It is done by a group of managers
It has a limited extension in the
corresponding institution
The method of classification (benchmark)
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The job evaluation is done for some typical
positions
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The evaluated positions belong to all
hierarchic levels
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All the other positions compare to the
evaluated positions and then get into the
category that they match most.
The method of point evaluation
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It is an analytic method
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It does not make a mutual comparison of the
positions
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Some common factors are determined and
then evaluated with points for each position
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The total number of points determines the
value of the job position
Benchmark or point evaluation
Benchmark
Benchmark
Point evaluation
Comparison
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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
The Situation in Kosovo
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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.
The Situation in Kosovo 2
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Structure increasing in the high hierarchic
levels
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The proportion of managers and dependants
is 1:1
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The establishment of Executive Agencies for
staff stimulation effects
The situation in Kosovo 3
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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
Recommendations
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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
Recommendations 2
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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
Thank you
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