Transcript Slide 1
Chapter Training Employees 6 1. What Do I Need to Know? Discuss how to link training programs to organizational needs. Explain how to assess the need for training. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. Describe training methods for employee orientation and diversity management. C H A P T E R 2. 3. 4. 5. 6. Analyzing Work and Designing Jobs 7. 8. 2 of 17 Software Human Resource Council The Software Human Resource Council (SHRC) is a nonprofit council established to address the human resource needs of the Canadian software sector. The SHRC has developed an Occupational Skills Profile Model which is an HR reference for IT occupations that allows comparison of jobs and the identification of competencies required for success © 2005 McGraw-Hill Ryerson Ltd. 3 of 17 Work Flow in Organizations Work flow design The process of analyzing the tasks necessary for the production of a product or service Job A set of related duties Position The set of duties performed by one person © 2005 McGraw-Hill Ryerson Ltd. 4 of 17 Work Flow Analysis © 2005 McGraw-Hill Ryerson Ltd.. 5 of 17 Work Flow in Organizations To efficiently produce the desired outputs the organization’s structure brings together people who must collaborate Centralized structure Authority is concentrated at the top Decentralized Authority spread among many people © 2005 McGraw-Hill Ryerson Ltd. 6 of 17 Job Analysis Organizations need to understand and match job requirements and people Job Analysis: Process of getting detailed information about jobs Knowledge is needed for: Staffing Training Performance appraisal Other HR functions © 2005 McGraw-Hill Ryerson Ltd.. 7 of 17 Sample Job Description © 2005 McGraw-Hill Ryerson Ltd. 8 of 17 Sample Job Specifications © 2005 McGraw-Hill Ryerson Ltd. 9 of 17 Job Descriptions vs. Specifications Job Description A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails Focuses on activities Job Specifications A list of the competencies that an individual must have to perform a particular job Looks at the required qualities of the person who will perform the work © 2005 McGraw-Hill Ryerson Ltd.. 10 of 17 Sources of Job Information Incumbents • People who currently hold that position in the organization • Provide accurate estimates of time Observers • Supervisors should review the information provided by incumbents • Identify importance of job duties Government • National Occupational Classification (NOC) provides standardized information about jobs © 2005 McGraw-Hill Ryerson Ltd. 11 of 17 Job Analysis Methods Position Analysis Questionnaire One of the broadest and most researched instruments for analyzing jobs • Information input and mental processes • Work output • Relationships with other persons • Job context and other characteristics Task Analysis Inventory Focuses on the tasks performed in a particular job • Several variations exist © 2005 McGraw-Hill Ryerson Ltd. 12 of 17 Job Analysis Methods Fleishman System The results provide a picture of the competency requirements of a job • Survey is based on 52 categories of abilities • Uses 7-point scale for each category e.g. written comprehension, deductive reasoning © 2005 McGraw-Hill Ryerson Ltd. 13 of 17 Importance of Job Analysis Work redesign Job Evaluation Career planning HR Planning Selection Job Analysis Training Performance appraisal © 2005 McGraw-Hill Ryerson Ltd. 14 of 17 Trends in Job Analysis Beginning to appreciate the need to analyze jobs in the context of structure and strategy Today’s workplace needs to be adaptable Must detect changes that occur in jobs Need for competency frameworks Competencies the entire organization needs De-jobbing Viewing organizations as having work to be done, rather than jobs held by individuals Expanded use of project-based structures © 2005 McGraw-Hill Ryerson Ltd. 15 of 17 Job Design Job Design The process of defining the way work will be performed and the tasks that a given job requires Job Re-design Changing an existing job design © 2005 McGraw-Hill Ryerson Ltd. 16 of 17 Approaches to Job Design © 2005 McGraw-Hill Ryerson Ltd. 17 of 17 Motivational Considerations Job Enlargement Broadening the types of tasks performed in the job i.e. job extension and job rotation Job Enrichment Engaging workers by adding more authority Self-Managing Work Teams Creating self-managing teams Flexible Work Schedules Employee have say in how work is structured i.e. flextime, job sharing, compressed workweek Telework Flexibility extended to work location © 2005 McGraw-Hill Ryerson Ltd..