Can any one help me understand clearly the process of Job design, Job analysis, Competency Mapping, KPIs please?
In my understanding, any organization will start the process from Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI. I wonder if my understanding is correct. Please correct me!
Thanks
From Vietnam, Hanoi
14In my understanding, any organization will start the process from Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI. I wonder if my understanding is correct. Please correct me!
Thanks
From Vietnam, Hanoi
The drill down is correct. Thats how vision is followed, from the organisation level to what every employee deliver. What is the project that you are working upon ? It seems to be pretty interesting .
From India, Mumbai
From India, Mumbai
Hi 1979,
I am a member of a HR Project to develop a professional HR system in my organization with about 5,000 employees. Therefore, we are finding the right way and approach to do it. One more thing I am concerning about is Vision, Mission, Core Value are really necessary to my organization. Because, I understand that the HR system needs to link to the strategy of the organization. That means the starting point should be Vision. So the full and completed process should be:
Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI.
If there is no Vision, Mission, Core Values the remaining things are still meaningful?
Moreover, I would like to have the tools to implement the above mentioned process. Could you please help me with these tools?
Thanks.
From Vietnam, Hanoi
I am a member of a HR Project to develop a professional HR system in my organization with about 5,000 employees. Therefore, we are finding the right way and approach to do it. One more thing I am concerning about is Vision, Mission, Core Value are really necessary to my organization. Because, I understand that the HR system needs to link to the strategy of the organization. That means the starting point should be Vision. So the full and completed process should be:
Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI.
If there is no Vision, Mission, Core Values the remaining things are still meaningful?
Moreover, I would like to have the tools to implement the above mentioned process. Could you please help me with these tools?
Thanks.
From Vietnam, Hanoi
A business leader once told me that Vision and Mission is always there, still no one will see it , unless you put it on a poster :)
This was during the National Health Week drive , where we had to get our employees attend the health check-ups organised within the office premises.
Jokes apart, you have a fairly big project in hand. Have you considered Balanced Score Card and its feasibility to implement it in your firm ?
The due diligence will remain vital , check for the duration and the cost of implementation including the training and its audit. If you involve any good consultant , you will find the standardised process, no sooner.
From India, Mumbai
This was during the National Health Week drive , where we had to get our employees attend the health check-ups organised within the office premises.
Jokes apart, you have a fairly big project in hand. Have you considered Balanced Score Card and its feasibility to implement it in your firm ?
The due diligence will remain vital , check for the duration and the cost of implementation including the training and its audit. If you involve any good consultant , you will find the standardised process, no sooner.
From India, Mumbai
If your organization has 5000 employees, it is apparent that they would have been recruited for some 'Job Positions' which had pre-defined 'Job Descriptions'. Your exercise, it seems, is the alignment of people to the business objectives, thus ensuring goal based accountability at all levels. Balance Score Card (BSC) is the tool utilized by most organizations to achieve such an alignment. Coupled to that, attitudinal transformation may be needed in some people where resistance to change is the vital problem to be addressed.
The approach discussed above by you & Mr (Cite Contribution) is meaningful since to achieve any worthwhile alignment Vision, Mission & Values have to be the start point. But Job design & job analysis, leading to competency gap analysis of employees, need not be the next step. May be the identification of 'Core Competencies' as per the business of your organization is the next step. These are the competencies required for all 'white collar jobs'. For the same competency, the definition, however, may vary as per the job levels. For example, if 'Drive for Results' is a core competency, it may have a 'strategic focus' when applied to higher level job positions (like CFO, COO, Corporate Head HR & other Functional Heads) as compared to junior level executives (in different departments) where the focus may be purely operational. For middle level positions, the definition of the competency 'Drive for Results' may cater for 20 - 30 % as strategic & the balance as operational role. Like this, one may pick up about 6 - 7 Core competencies initially and create training programs to develop these competencies for Junior/ middle/ Senior level employees in the organization.
In addition to the core competencies, 2 - 3 special skills required for people in each department need to be identified. And training programs to develop these skills have to be designed.
While the design of B S C for your organization is being progressed by experts, training of people on Core competencies & Special skills has to begin simultaneously, so that a message travels across the organization about the launch of 'strategic change process' by the management.
Well, you do need automated systems to manage these change initiatives. 'EmpXtrack' is one such system which has already helped many organizations to successfully achieve alignment of people to the organizational objectives.
Any queries that you may have on the approach suggested above may be shared to get responses based on experience of experts.
From India, Delhi
The approach discussed above by you & Mr (Cite Contribution) is meaningful since to achieve any worthwhile alignment Vision, Mission & Values have to be the start point. But Job design & job analysis, leading to competency gap analysis of employees, need not be the next step. May be the identification of 'Core Competencies' as per the business of your organization is the next step. These are the competencies required for all 'white collar jobs'. For the same competency, the definition, however, may vary as per the job levels. For example, if 'Drive for Results' is a core competency, it may have a 'strategic focus' when applied to higher level job positions (like CFO, COO, Corporate Head HR & other Functional Heads) as compared to junior level executives (in different departments) where the focus may be purely operational. For middle level positions, the definition of the competency 'Drive for Results' may cater for 20 - 30 % as strategic & the balance as operational role. Like this, one may pick up about 6 - 7 Core competencies initially and create training programs to develop these competencies for Junior/ middle/ Senior level employees in the organization.
In addition to the core competencies, 2 - 3 special skills required for people in each department need to be identified. And training programs to develop these skills have to be designed.
While the design of B S C for your organization is being progressed by experts, training of people on Core competencies & Special skills has to begin simultaneously, so that a message travels across the organization about the launch of 'strategic change process' by the management.
Well, you do need automated systems to manage these change initiatives. 'EmpXtrack' is one such system which has already helped many organizations to successfully achieve alignment of people to the organizational objectives.
Any queries that you may have on the approach suggested above may be shared to get responses based on experience of experts.
From India, Delhi
Thanks you all for your comments and advices. There are some more things that I need you to continue helping me understand more.
1 - Where the BSC appears and plays its role in the process Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI?
2 - As B K BHATIA commented that our company is doing the alignment of people to the business objectives, thus ensuring goal based accountability at all levels, I would like to explain more details: our company now starts the project to develop competency framework, KPI, and so on. It has JDs for every positions already, but only JDs, not competencies and KPIs. Therefore, it considers that its HR system is not effective and good enough.
With above concerns, I do hope to have your supports.
Thanks.
From Vietnam, Hanoi
1 - Where the BSC appears and plays its role in the process Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI?
2 - As B K BHATIA commented that our company is doing the alignment of people to the business objectives, thus ensuring goal based accountability at all levels, I would like to explain more details: our company now starts the project to develop competency framework, KPI, and so on. It has JDs for every positions already, but only JDs, not competencies and KPIs. Therefore, it considers that its HR system is not effective and good enough.
With above concerns, I do hope to have your supports.
Thanks.
From Vietnam, Hanoi
Dear Wowow, I would like to add some FUNDAMENTALS of BALANCE SCORECARD (BSC).
The BALANCED SCORECARD method of KAPLAN and NORTON is a STRATEGIC APPROACH, and PERFORMANCE MANAGEMENT SYSTEM, that enables organizations to translate a company's VISION and STRATEGY into implementation. It usually works from 4 perspectives:
1. FINANCIAL PERSPECTIVE.
2. CUSTOMER PERSPECTIVE.
3. BUSINESS PROCESS PERSPECTIVE.
4. LEARNING AND GROWTH PERSPECTIVE.
This allows the MONITORING of present PERFORMANCE, but the method also tries to capture information about how well the organization is POSITIONED to PERFORM in the FUTURE.
For each PERSPECTIVE of the BALANCED SCORECARD 4 things are MONITORED (scored):
1. OBJECTIVES: major objectives to be achieved, for example, profitable growth.
2. MEASURES: the OBSERVABLE parameters that will be used to measure PROGRESS toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin.
3. TARGETS: the specific target VALUES for the measures, for example, 7% annual decline in manufacturing disruptions.
4. INITIATIVES: PROJECTS or PROGRAMS to be initiated in order to meet the objective.
CAUTIONARY NOTE on using the BALANCED SCORECARD (BSC):
You tend to get what you MEASURE. People will work to ACHIEVE the EXPLICIT targets which are set. For example, emphasizing traditional financial measures may encourage short-term thinking. The CORE GROUP THEORY by Kleiner provides further CLUES on the mechanisms behind this. Kaplan and Norton recognize this, and urge for a more balanced set of measurements. But still, people will work to achieve their scorecard goals, and may IGNORE important things which have no place on their scorecard.
EVOLUTION of the BALANCED SCORECARD (BSC):
In 2002, COBBOLD and LAWRIE developed a classification of BALANCED SCORECARD designs based upon the INTENDED method of use within an organization. They describe how the BALANCED SCORECARD can be used to support 3 DISTINCT management activities, the first 2 being MANAGEMENT CONTROL and STRATEGIC CONTROL. They assert that due to DIFFERENCES in the PERFORMANCE data requirements of these applications, PLANNED use should influence the type of BSC design adopted. Later that year the same authors reviewed the EVOLUTION of the BALANCED SCORECARD as shown through the use of STRATEGY MAPS as a STRATEGIC MANAGEMENT tool, recognizing 3 DISTINCT generations of BALANCED SCORECARD design.
[SOURCE: Book: Robert S. Kaplan, David P. Norton - The BSC: Translating Strategy into Action]
Regards,
Asif
From Bangladesh
The BALANCED SCORECARD method of KAPLAN and NORTON is a STRATEGIC APPROACH, and PERFORMANCE MANAGEMENT SYSTEM, that enables organizations to translate a company's VISION and STRATEGY into implementation. It usually works from 4 perspectives:
1. FINANCIAL PERSPECTIVE.
2. CUSTOMER PERSPECTIVE.
3. BUSINESS PROCESS PERSPECTIVE.
4. LEARNING AND GROWTH PERSPECTIVE.
This allows the MONITORING of present PERFORMANCE, but the method also tries to capture information about how well the organization is POSITIONED to PERFORM in the FUTURE.
For each PERSPECTIVE of the BALANCED SCORECARD 4 things are MONITORED (scored):
1. OBJECTIVES: major objectives to be achieved, for example, profitable growth.
2. MEASURES: the OBSERVABLE parameters that will be used to measure PROGRESS toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin.
3. TARGETS: the specific target VALUES for the measures, for example, 7% annual decline in manufacturing disruptions.
4. INITIATIVES: PROJECTS or PROGRAMS to be initiated in order to meet the objective.
CAUTIONARY NOTE on using the BALANCED SCORECARD (BSC):
You tend to get what you MEASURE. People will work to ACHIEVE the EXPLICIT targets which are set. For example, emphasizing traditional financial measures may encourage short-term thinking. The CORE GROUP THEORY by Kleiner provides further CLUES on the mechanisms behind this. Kaplan and Norton recognize this, and urge for a more balanced set of measurements. But still, people will work to achieve their scorecard goals, and may IGNORE important things which have no place on their scorecard.
EVOLUTION of the BALANCED SCORECARD (BSC):
In 2002, COBBOLD and LAWRIE developed a classification of BALANCED SCORECARD designs based upon the INTENDED method of use within an organization. They describe how the BALANCED SCORECARD can be used to support 3 DISTINCT management activities, the first 2 being MANAGEMENT CONTROL and STRATEGIC CONTROL. They assert that due to DIFFERENCES in the PERFORMANCE data requirements of these applications, PLANNED use should influence the type of BSC design adopted. Later that year the same authors reviewed the EVOLUTION of the BALANCED SCORECARD as shown through the use of STRATEGY MAPS as a STRATEGIC MANAGEMENT tool, recognizing 3 DISTINCT generations of BALANCED SCORECARD design.
[SOURCE: Book: Robert S. Kaplan, David P. Norton - The BSC: Translating Strategy into Action]
Regards,
Asif
From Bangladesh
In the drill down you had indicated, Balanced Score Card will be crucial and will take a place next to Business Process.
It is an excellent tool to implement strategy and will be very useful in identifying Org Structure required, Competency required and KRAs and KPAs.
In fact, your exercise will be complete only when you implement some sort of Balanced Score Card. Some find it difficult to implement all aspects of BSC but organisations have succeeded in implementing BSC fully.
From India, Chennai
It is an excellent tool to implement strategy and will be very useful in identifying Org Structure required, Competency required and KRAs and KPAs.
In fact, your exercise will be complete only when you implement some sort of Balanced Score Card. Some find it difficult to implement all aspects of BSC but organisations have succeeded in implementing BSC fully.
From India, Chennai
Thank you all for your kind support. To conclude the process in implementation of HRM linked to strategic management, the standard flow is:
Vision => Mission => Core Values => BSC => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI
However, the Job Design and Job Analysis will exchange their places based upon the context of the organization. That means if the organization want to do re-engineering or re-structuring so the Job Analysis should follow the Job Design.
One more crucial thing that I am still looking for your help is how to do competency mapping, KRAs and KPIs setting up with the current JDs of my organization while we have 5000 employees?
Thanks.
From Vietnam, Hanoi
Vision => Mission => Core Values => BSC => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI
However, the Job Design and Job Analysis will exchange their places based upon the context of the organization. That means if the organization want to do re-engineering or re-structuring so the Job Analysis should follow the Job Design.
One more crucial thing that I am still looking for your help is how to do competency mapping, KRAs and KPIs setting up with the current JDs of my organization while we have 5000 employees?
Thanks.
From Vietnam, Hanoi
Dear Wowwow
Let me add a little bit on the job description part.
In my company I have used two methods (Competency Mapping) : DACUM & CUDBAS. I can't attach any material here due to company restrictions, but do look it up in the net to get some idea. CUDBAS gives a quicker process, especially for the technical group.
It took me two years to do this for my former company of 4000 pax.
Hope this helps.
Best Regards
Audi Narasingam
ASM Technologies
Malaysia/ Singapore
From Singapore, Singapore
Let me add a little bit on the job description part.
In my company I have used two methods (Competency Mapping) : DACUM & CUDBAS. I can't attach any material here due to company restrictions, but do look it up in the net to get some idea. CUDBAS gives a quicker process, especially for the technical group.
It took me two years to do this for my former company of 4000 pax.
Hope this helps.
Best Regards
Audi Narasingam
ASM Technologies
Malaysia/ Singapore
From Singapore, Singapore
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