The Next Generation of HR Solution

BC HRMA
Training & Development Roundtable

The Next Generation HR Solution!

Georges Gracieuse, CHRP
September 26, 2011

AGENDA

1. Description of the Next Generation HR Solution
2. Work measurement - do you know how, where and why work is
done?
3. Work alignment - does your structure fit with your strategy?
4. Work fit - do you have the right people in the right roles?
5. Work value - what is each role really worth to your organization?
6. Summary……
7. Facilitator
8. Questions & Feedback

SLIDE 2 COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.
.

AGENDA

done?
6. Summary……
7. Facilitator

.

Description

In this fast-paced, competitive economic environment, your organization needs
to put people at the heart of your drive to have a cutting-edge. And you can’t
afford to have anything less than a strategic and integrated approach to
HR.
Organizations have successfully used job evaluation to help with job design,
talent development and performance management.
During this session we shall look at job evaluation which enables you to answer
four critical questions:
Work measurement - do you know how, where and why work is done?
Work alignment - does your structure fit with your strategy?
Work fit - do you have the right people in the right roles?
Work value - what is each role really worth to your organization?
.

Description

“CUPE is deeply committed to the goal of fair
compensation for all our members and we feel strongly that
proper evaluation of jobs is one way to achieve that goal
without the necessity of numerous individual grievances or
expensive arbitrations. In the current climate of fiscal
restraints, it is doubly important that workers know they are
being compensated fairly in relation to the value of the work
they do.”

.

AGENDA

done?
6. Summary……
7. Facilitator

.

Work measurement

Has anyone here ever worked for an
employer where there was no job
description?

.

Work measurement

Job Description
It is of particular importance for clarity of roles that job descriptions contain all pertinent
information necessary to reflect the assigned duties and responsibilities of the job. The
job description also serves to record the conditions from which the job is classified.
Normally includes:
1. Purpose of Job
2. Organizational Structure
3. Main Tasks or Accountabilities
4. Critical Dimensions
5. Qualifications & Experience Required
6. Skills Required
7. Behaviours Required

.

AGENDA

done?
6. Summary……
7. Facilitator

.

Work Alignment

It is generally accepted that when HR activities are
integrated both vertically and horizontally they add greater
value to the business and have a deeper impact on the
bottom line.

The Model presented on the next slide illustrates how the
key HR activities can fit in an organization both vertically
and horizontally.

.

Work Alignment

SLIDE 11 COPYRIGHT © 2007 BUSINESS OBJECTS S.A. ALL RIGHTS RESERVED.
COPYRIGHT ©2011 VITAL-HR. ALL RIGHTS RESERVED.
.

AGENDA

done?
6. Summary……
7. Facilitator

.

Work Fit

a)Have you ever been frustrated because the job you
were doing didn’t match your job description?
e.g. Salary Review challenge at XYZ

b)Do you as an employer feel frustrated because jobs
change so quickly that you are hiring and the job
description do not reflect adequately the job?

.

Work Fit

Why is a Job Description Important?
According to Taylor (2005), a job description is an essential
document for human resources professionals to conduct
the people resourcing activities in a systematic way. Taylor
also observed that ‘best practice’ should be taken into
account in the design of a job description. It includes a job
title, a rate of pay, the reporting line, subordinates, the main
purpose, a list of the main duties and performance
indicators.
1 Taylor Stephen (2005), People Resourcing, 3rd ed., London:: CIPD, pp. 150-151
SLIDE 14

Work Fit

A job description is used to fulfil the following functions:
 It is used to assist in the writing of the person specifications which can be
referred to both in advertisement and the selection process. The job
description gives to the applicants an idea of the tasks they will be expected
to perform. The job description, together with the person specification allows
candidates to self-select and the selection panel to ensure that the chosen
applicant’s ability and experience match with the requirements of the job.

 It is frequently included in the contract of employment and can be used by
employees as a reference in court if they consider that their contract has been
frustrated and they have been forced to resign on the ground of constructive
dismissal.
.

Work Fit

A job description is used to fulfil the following functions:
It can also, adversely, be used as part of an employer’s defence in a case of
unfair dismissal where an individual has been refused employment or
promotion and claims that this is on account of direct or indirect discrimination.
The employer can present the job description in court as evidence that the
selection decision was made objectively and the plaintiff was not the most
suitable candidate.

And finally, according to Armstrong (2004), it can be used in Job Evaluation
to identify and weight the factors that are specific to this job in order to define
the job’s size.
2 Armstrong M and H Murlis (2004), Reward Management: A Handbook of Remuneration Strategy and
Practice,
SLIDE 16 London: Kogan Page, pp132-147

AGENDA

done?
6. Summary……
7. Facilitator

.

Work Value

a) Have you ever felt that the pay for your job wasn’t
aligned with the pay of other jobs in your company?

b) Have you ever felt unfairly paid compared to other
people?

.

Work Value

Job Evaluation

‘To assess the relative value
to an organization
of its jobs and
to place them
in appropriate grades’
LinkedIn Poll on Job Evaluation
.

Work Value

Job evaluation builds consistency and equity in the job classification and pay system. It
involves making judgements about the relative worth of jobs. The Hay Guide Chart
method provides a common 'language', criteria and an organising framework to ensure
that these judgements are applied, and can be tested and defended, in an objective,
consistent and equitable way.

The criteria or factors are based on some simple but powerful principles:
 Any job or role, in whatever organizational context, exists to provide some
Contribution to the organization in which it works - its Accountability
 Delivering this Accountability depends on Input of Knowledge, skills and experience -
the Know-How
 Know-How must be applied and used in the Process of addressing the requirements
of the job and solving the problems which arise in the job - the Problem Solving.
 Any role can thus be characterized in terms of these three factors of Know-How,
Problem Solving and Accountability and the relationship between them.

Work Value

.

Work Value

The three main factors are sub-divided into a number of
component elements with different defined degrees about which
individual judgments must be made in order to arrive at an
overall assessment of the job against each of those main factors.

The elements within each of the factors are described as follows:
 Know-How
 Problem Solving
 Accountability


Work Value

Know-How
Within this factor there are three elements, namely:
 Depth and Range of Know-How
This factor measures the amount of information and understanding necessary to perform the duties of
the job. This knowledge can be obtained through any combination of related formal education, training,
experiences, or self-study. At one extreme this may be very simple, for example a requirement for
straightforward clerical or simple manual skills; at the other, it may call for the more general knowledge
required to deal with strategic issues at the most senior level within the organization.
 Planning and Organizing Know-How
This factor measures the requirement in the job to plan, organize, supervise, co-ordinate and integrate
different activities, resources, or parts of the organization.
 Communicating and Influencing
This Factor measures the requirement in the job to work with and through others in order to achieve
necessary results.

.

Work Value

Problem Solving
This factor contains two elements as follows:
 Thinking Environment
This factor assesses the scope within the job to identify and address the
problems which typically arise. Thinking environment depends on the absence
or presence of policy, procedure, supervision and other guidance.
 Thinking Challenge
This factor assesses the inherent nature of the problems which typically need
to be dealt with, ranging from simple, repetitive problems at one extreme
through to complex and novel situations at the other, typically requiring the
exercise of substantial judgment.
.

Work Value

Accountability
This factor deals with three elements, as follows:
 Freedom to Act
This factor defines the authority in the job to take decisions without referral to
others.
 Magnitude
This factor indicates the area of the organization or "magnitude" upon which the
job impacts.
 Type of Impact
This factor establishes the strength or degree of impact the job has in relation
to the chosen magnitude.
.

AGENDA

done?
6. Summary……
7. Facilitator

.

Summary

During this session we’ve addressed the above issues by answering
the following questions:
Work measurement - do you know how, where and why work is done?
Work alignment - does your structure fit with your strategy?
Work fit - do you have the right people in the right roles?
Work value - what is each role really worth to your organization?

We’ve seen that you can’t afford to have anything less than a
strategic and integrated approach to HR if you want your
organization to have a competitive advantage.

.

AGENDA

done?
6. Summary……
7. Facilitator

.

Facilitator

The session was facilitated by Georges Gracieuse, CHRP
Georges Gracieuse launched his practice, Vital-HR, in 2011, focusing on job evaluation.
The services provided by Vital-HR respond to a felt need by small businesses that have
been severely hit by the economic downturn of the previous years. Many had to downsize
and readjust the workflow and responsibilities of different jobs; others have merged and
face the challenges of integrating different organizational cultures and different pay levels
for the same job performed. Readymade job descriptions or salary surveys cannot respond
to the specific needs of each organization. Vital-HR offers tailor-made business solutions to
develop a robust foundation to build the customer’s success.
Georges’ expertise is built on a foundation of over 10 years of experience in human
resources in multicultural and international environments. With a commitment to
continuous learning, Georges recently completed the Masters of Arts in Human Resources
Management.
Georges is best known for his trustworthiness, reliability, approachability, and exceptional
interpersonal and communication skills
SLIDE 29

THANK YOU!

Georges Gracieuse, CHRP
Principal
Vital-HR
ggracieuse@vital-hr.net
http://www.vital-hr.net
640-376-6206

The Next Generation of HR Solution

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