Professional Documents
Culture Documents
g
Tools to Support Job Evaluation and
Career Development
October 21, 2009
Vincent Milich
Agenda
Many off th
M
the ffuture
t
jobs
j b off our company will
ill b
be
different in size, nature or activities from those we
now have
have .
Hay Groups
Group s Job Family Modeling
An integrated
A
i t
t d approach
h to
t Talent
T l t
Management, Rewards and
Performance Management
Business
Analysis
Job Family
Operations
Technology
Engineering
Applications Business
Solutions
Management
Career Track
C
T k
Business Analysis
Project
Management
10
Management
Director
Senior Technical
Architect
Technical Architect
Systems Architect
Senior Technology
Specialist
Technology Specialist
Client Relationship
Manager
Program Manager
Senior Manager
Business Systems
Consultant
j
Senior Project
Manager
Manager
g
Product Architect/Level 3
Support
Senior Business
Analyst
Project Manager
Team Lead
Business Analyst
Systems Analyst
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Senior Technology
Analyst
Technology Analyst
Applications Analyst
Client Computing
Technician
Technical Support
Services Desk Associate II
Technology Associate
Associate Business
Analyst
Applications Associate
Technical Support
Services Desk Associate I
Systems Operations
Specialist
2
1
Associate Operations
Specialist
Level
1
Level
2
Level
3
Level
4
Level
5
Technical Knowledge
Business Knowledge
Analytical Skills
Project Role
Customer Service Role
Communication Skills
Decision Making
B d t Role
Budget
R l
Experience and Education
Level
1
Level
2
Level
3
Level
4
Level
5
Technical Knowledge
Business Knowledge
Analytical Skills
Project Role
Communication Skills
Decision Making
Budget Role
Performance Measures
Competencies
Career Path Options (from and to)
Selection Criteria
2009 Hay Group. All rights reserved
Management
Consistent Approach
to Levels and Grades
Aligns Metrics
Job Family
Model
Recruitment/
Selection
Identifying
Criteria for
Selection
Description of Work
Competencies for
Success
Measures of
Performance
Career Paths/
Promotion
Defines Career Path
Opportunities and
Criteria
Succession
Planning
Training &
Development
Links to Development
Needs and Resources
10
The Job Family model describes the work along logical career
paths.
To
T provide
id a complete
l t and
d comprehensive
h
i career d
development
l
t
plan, the following are also required:
Competencies and skills associated with each job family and
level
Development resources employees can use to become more
prepared for career advancement.
Assessment tools
tools, for manager and/or employee
Training for management on:
Assessment versus the model
How to coach and develop staff
2009 Hay Group. All rights reserved
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12
13
14
15
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Hay Groups
Group s Unique Capabilities
Hay Group is uniquely positioned to develop job family
models and their applications:
Hay Group has developed the Role Profile Matrix and Core
Roles Framework to serve as the foundation for our work
in job family modelling
17
Hay Groups
Group s Unique Capabilities
Role Profile Matrix for Leadership Jobs
A1
A2
Proximity to Results
A3
Planning
& Policy
76%
Co-ordination
& Commercial
Business &
Operations
66%
50%
43%
Levels
s of Work
57%
Enterprise
L d
Leadership
hi
Strategy
Formulation
Strategic|
Alignment
Strategic
Implementation
Tactical
Implementation
18
Hay Groups
Group s Unique Capabilities
Core Roles Framework
19
Hay Groups
Group s Unique Capabilities
Extending the matrix for individual contributor and management roles
A1
A2
A3
43%
Analysis
& Support
Balancing
Delivery
Manager (1, 2, 3)
Senior
Professional
((3-5))
Entry
38%
29%
Levels o
of Work
33%
Professional (6-8)
Professional (1-2)
20
Levels and families of work to align with grade levels and reward
strategies
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Hay Groups
Group s Core Role Framework
Role Summary
Nature of Contribution
Competencies
Performance Criteria
Career Development
22
Hay Groups
Group s Core Role Framework
Work in Job Families described based on the function and nature of work
Level
Management
Sales
Finance
Technical
etc
etc.
4
Manager
Specialist
2
Advisors
Role Summary
Characteristics/ Key
Accountabilities
Competencies
Performance Criteria
Career Development/
Potential Next Moves
Coordinators
Operations
p
23
Hay Groups
Group s Core Role Framework
Work in Job Families described based on the function and nature of work
Level
Management
Sales
Finance
Technical
etc
etc.
5
Manager
Specialist
Manager
Manager
Specialist
Manager
Manager
Specialist
Manager
Specialist
Specialist
Dual Career
Paths
2
Analysis
Balancing
Deliveryy
24
Hay Groups
Group s Expanded Role Profile Matrix
AF
Foundation
d ti for
f
Integrated Human
Resources
Management
Rewards
Recruitment/
Selection
Performance
Management
Role Profile
Matrix
Career Paths/
Promotion
Succession
Planning
Case Studies
Phili N
Philips
North
th A
America
i
Goldman Sachs
Hess
Training &
Development
25
26
Situation
30,000 employees in 6 different organizations
Very diverse businesses
Frequent acquisitions
Historically no common jobs, structure, salary
program, incentive pay programs,
Problem
Redundancies across HR organizations
Inability to move people across the organizations
Employee dissatisfaction with inequities in pay,
i
incentive
ti llevels,
l advancement
d
t opportunities
t iti
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Solution
28
29
Situation
Paying extremely well
Working
W ki with
ith lleading
di edge
d ttechnologies
h l i
No budget or resource constraints
Experiencing increasing turnover and employees expressed
dissatisfaction with career development
p
Problem
Employees feel pigeon holed
Increased p
pay
y without changes
g in jjob duties or systems
y
supported
IT staff feeling stuck, new skills but no new experiences
Managers disinclined to release employees for
development opportunities
No information on opportunities across IT
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Solution
Web Based Career Development System:
Governance Process
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32
Situation
Very few senior engineers
Some with deep and narrow experience
Problem
Need to shorten the development time for junior
staff
Need to provide more opportunities to broaden
expertise in all areas of refinery operations
Need to provide more opportunities for
advancement to retain the junior and middle level
talent
33
Solution
Developed job family career paths for all the
types of work in the refinery
Developed detailed skill and competency
requirements
Identified a learning curriculum to accelerate
development of junior staff
Source coaches to provide technical coaching
and development
Enhance cross-organizational moves to
develop breadth of expertise and improve
retention of jjunior talent
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1. Understand
2a.
Design
2b.
Integrate
Implement
Key Actions
Key Actions
Key Actions
Key Actions
Development / calibration of
salary and benefits policy
Cost Analysis
Define competencies
Link with career development
resources
Establish selection criteria
Create career paths
Align with performance
programs
Deliverable(s)
Deliverable(s)
Deliverable(s)
Deliverable(s)
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