The JobBank Human Capital Audit®
Getting The Most From The Most Critical Aspect of The Productive Process
The JobBank Human Capital Audit ®
1. The JobBank Work Values & Satisfaction Assessment ®
- Measurement of the level of synchronization between Personal and Company Values, and Job Satisfaction
2. Staff Assessment and Benchmarking
- Measuring Skills, Attitudes and Personality Traits
- Work Sampling: How workers spend their time
3. Supervisors Training Needs Assessment
- Establishing the important job functions specific to each post
- Measuring where each supervisor falls in relation to the benchmark
4. Succession Planning Needs Assessment
- Establishing the important job functions specific to the post
- Measurement of where various persons fall in relation to the benchmark for a post
5. Hire the Right Person - JobBank Kontaks ®
- Identifying persons with the Right Skills, Attitudes and Personality Traits Establishing Minimum Standards for Hiring
- Benchmarking Optimal Performance
6. Performance Improvement Intervention
- Seminars, Workshops, Consultations, Counseling, Coaching
7. Evaluation and Reward Systems
- Recognition, Incentives, Awards, Pay
You Get What You Reinforce
- A company is always perfectly designed to produce quality or problems
- The firm is reinforcing the behaviours associated with those outcomes
WHAT TO DO?
- Select persons to fit the culture of the organisation
- Clearly define the "role" they should play
- Reward performance
When Employees Don't Do What They Are Supposed to Do
is
Management
Fault
- The manager did something wrong to the employee
- The manager failed to do something right for the employee
Reasons for Employees Non-Performance
- They don't know what they are supposed to do
- They don't know how to do it
- They don't know why they should it
What Do the Employees Think?
- They think your way will not work
- They think their way is better
- They think something else is more important
- They think they are doing it
What Is the Reward Structure for Employees?
- There is no positive consequence to them for not doing it
- They anticipate future negative consequences
- They are rewarded for not doing it
- They are punished for doing what they are supposed to do
What Other Factors Prevent Employees From Doing What They Are Supposed to Do?
- Obstacles beyond their control
- Personal problems
- Personal limits
- No one could do it
When Workers Don't Do What They Are Supposed to Do
- Your job is not to find fault, assign blame, or hold grudges;
- It's to analyse why people are behaving as they are
Your Job
- To change the consequences to get the behaviour you desire
The JobBank Human Capital Audit ®
1. The JobBank Work Values & Satisfaction Assessment ®
- Measurement of the level of synchronization between Personal and Company Values, and Job Satisfaction
Job Satisfaction
2. When workers perceive that the boss is competent
- Have their best interest at heart
- Treat them with respect and consideration
3. When they have more opportunity to communicate with supervisors
- When they feel they can participate in the decisions that affect them
4. SOCIAL STIMULATION
- A workload and level of variety not so low as to be boring nor so high as to be overwhelming
5. PLEASANT WORK SETTING
- Comfortable temperature, adequate lighting, absence of noise, fresh air, adequate space, privacy
Person Related Factors
- THE PERSON-JOB FIT
-People performing jobs consistent with their own interest
- Persons perform better when the job fits their personality
Job Satisfaction and Work Values Inventory
Methodology
- Three instruments collect the required data:
- The work values inventory - personal
- The work values inventory - company
- The job satisfaction scale
- The questionnaires all have the same 43 items
- Personal scale
-Identifies the work values that are important to the individual
- Company scale
-Determines the values staff perceive as being most important to the employer/company
- Satisfaction scale
-Measures the actual levels staff satisfaction for each item
Staff Assessment and Benchmarking
- Measuring Skills, Attitudes and Personality Traits
- Work Sampling: How workers spend their time
Measuring Skills, Attitudes and Personality Traits
- JobBank Personality Profile - pencil, computer
-Personality Profile, Psychological Needs, Conflict Profile
- The Wonderlic Personnel Test - pencil, computer
-Cognitive Ability, Aptitude for Learning, Capacity to draw from what has been learned and apply it to new situations
- Test of Mental Alertness - pencil
-Adjusting to new situations, learning new skills quickly, understanding complex or subtle relationships, thinking flexibly
- Reading-Arithmetic Index-12
-Arithmetic, Reading
- Wide Range Achievement Test - pencil
-Arithmetic, Spelling, Reading
- Mechanical Aptitude - pencil
-Mechanical Interrelations, Mechanical Tools & Devices, Spatial Relations
- Computer Aptitude - pencil
-Sequence Recognition, Format Checking, Logical Thinking
What Is Work Sampling?
Q. What Is "Work Sampling"?
- A measurement technique for the quantitative analysis of non-repetitive or irregularly occurring activities
- relatively inexpensive to use
- extremely helpful in providing a deeper understanding of all types of operations
Q. What Questions Does a Work Sampling Study Answer?
- When we are not adding value to the product, how are we spending our time?
- Where should we focus our continuous improvement activities?
Q. How Is a Work Sampling Study Conducted?
- RANDOM observation of activities
- Note activity at each observation
- Ratio of a given activity to the total number of observations taken will approximate the percentage of time that the activity is in that given state
The JobBank Human Capital Audit ®
3. Supervisors Training Needs Assessment
- Establishing the important job functions specific to each post
- Measuring where each supervisor falls in relation to the benchmark
Measuring Supervisors' Training Needs
- At least five (5) Managers/Superintendents are selected to rate the relative importance of the range of skills and abilities needed by Supervisors.
- The raters are selected based on their knowledge of the plant and the positions. The Skills and Attributes Inventory (SAI) is the instrument used in this rating exercise
- At least seven (7) supervisors from critical areas are also asked to rate themselves with the same instruments
- We then calculate the gap between the optimal profile as defined by the raters and the self-assessments of persons in the targeted positions
The Following 28 Dimensions Are Measured in 40 Minutes:
- Conflict Resolution Skills
- Decision Making Capabilities
- Decision Making Skills
- Developing Group Co-operation and Teamwork
- General Functioning Intelligence
- Mechanical Skills
- Leadership Ability:
- Tolerance in Interpersonal Relations
- Organisation Identification
- Conscientiousness and Reliability
- Efficiency Under Stress
- Setting Organisational Objectives
- Financial Planning and Review
- Improving Work Procedures and Practices
- Interdepartmental Coordination
- Coping with difficulties and Emergencies
- Promoting safety attitudes and Practices
- Communications
- Developing employee potential
- Supervisory Practices
- Self-development and Improvement
- Personnel Practices
- Promoting Community/Organization Relations
- Handling Outside Contacts
- Delegating Capabilities
- Motivational Skills
Each Rater Is Also Asked to Answer Two (2) Open-ended Questions:
- What are the most likely reasons for an employee to succeed in this job in your company?
- What are the most likely reasons for an employee to fail in this job in your company?
The JobBank Human Capital Audit ®
4. Succession Planning Needs Assessment
- Establishing the important job functions specific to the post
- Measurement of where various persons fall in relation to the benchmark for a post
Training Needs for Succession Planning
- At least three (3) Managers and the holder of the post in question are selected to rate the relative importance of the range of skills and abilities needed by the holder of the post
- The raters are selected based on their thorough knowledge of the the position
- All persons who wish to be considered for the post are also asked to rate themselves using the same instrument
- We then calculate the gap between the optimal profile as defined by the raters and the self-assessments of the possible contenders
The Following 16 Job Functions Are Measured in 40 to 60 Minutes:
- Setting organizational objectives
- Financial planning and review
- Improving work procedures and practices
- Interdepartmental coordination
- Developing and implementing technical ideas
- Judgment and decision-making
- Developing teamwork
- Coping with difficulties and emergencies
- Promoting safety attitudes and practices
- Communications
- Developing employee potential
- Supervisory practices
- Self-development and improvement
- Personnel practices
Each Rater Is Also Asked to Answer Two (2) Open-ended Questions:
- What are the most likely reasons for an employee to succeed in this job in your company?
- What are the most likely reasons for an employee to fail in this job in your company?
The JobBank Human Capital Audit ®
5. Hiring The Right Person - JobBank Kontaks ®
- Identifying persons with the Right Skills, Attitudes and Personality Traits Establishing Minimum Standards for Hiring
- Benchmarking Optimal Performance
Hiring Criteria Change From Narrow Qualifications to D.A.T.A.
DESIRE- They really want the job
ABILITY- They are good at the tasks required
TEMPERAMENT- Their personality fits the situation
ASSETS- They have other resources that the work requires
In The Old Work Order EMPLOYEES represented cost
IN THE NEW WORK ORDER Employees represent resources
How To Hire The Right Person
- Design the personality profile of the "ideal" employee for the specified post
- Place advertisement(s) for the post
- Screen applicants
- Personality profiles
- Qualifications
- Measure skills, aptitudes & attitudes
- Evaluate work experience
- Reference checks
- Develop comparative report on the applicants whose qualifications and profiles come closest to the created ideal
- Find employees who can 'fit in' and enhance the existing work atmosphere
The JobBank Human Capital Audit ®
6. Performance Improvement Intervention
- Seminars, Workshops, Consultations, Counseling, Coaching
The Choices For The Society
- More investment in education, in occupational training or
- More investment in welfare, in police, in prisons
The Results
Learn new skills every 3-5 years
Change career every 10 years
The JobBank Human Capital Audit ®
7. Evaluation and Reward Systems
- Recognition, Incentives, Awards, Pay
HUMAN CAPITAL CHANGES THE RULES
- Unlike equipment or money, human capital cannot be owned by management
- UNHAPPY ASSETS CAN LEAVE THE COMPANY
Performance Measures and Compensation Change - From Activity to Results
- We can use the model used or sales compensation
- No room for pay based only on seniority
- PAY FOR RESULTS
Credibility Gap
- w As many as 75% of employees at a typical firm do not believe that incentive systems really reward performance or are fairly administered
Job Dissatisfaction and Stress
- Incentive systems tend to increase productivity while decreasing job satisfaction
- Resulting stress can create new costs
Reduction in Intrinsic Drives
- Over-emphasis on pay alone can diminish the aspects of the job that made it initially appealing to the worker
- Lack of intrinsic satisfaction makes successful implementation of programs like TQM very difficult
MOTIVATING THE JAMAICAN WORKER
Expectancy Theory
- People will expend effort on various tasks only to the extent that;
1. They expect such effort to improve performance
2. They believe that good performance will be rewarded
3. They desire the reward offered
Goal-setting Theory
The process of establishing clear goals for various tasks greatly increases performance
Stems From Several Factors;
1. Comparison between present performance and the goal
2. Feelings of being efficient and in control
3. Clarification and quantification of what is expected
4. Improved strategies for task performance
Goal Setting
- Much more effective than merely saying "do better"
- Must be accompanied by feedback
- Gains tend to be long lasting
Equity Theory
- People compare the ratio of their own inputs and outcomes to the ratio of inputs and outcomes for other comparable persons
GARMENT SECTOR WORKERS COMPARE THEMSELVES TO TOURISM WORKERS
- If these ratios are roughly equal, then equity exists
- If the ratios are not equal -
-then feelings of inequity tend to arise -
- RESULT IS A DROP IN MOTIVATION
When People Experience Inequity
- THEY CAN TAKE SEVERAL STEPS;
1. Try to increase outcome, ask for a raise or bonus
2. Find another job
3. Reduce input - Expend less effort on the job
4. Hidden actions to get extra benefits - Stealing
Techniques For Enhancing Motivation
- Apply principles of goal setting and expectancy
- Cafeteria-style benefit plans - employee select
- JOB DESIGN - to make jobs more interesting and appealing
- JOB ENLARGEMENT
- Expand dull repetitious jobs to include a larger variety of different tasks at same level of skills
Job Enrichment
Give employees other tasks at higher levels of skill and responsibility
Example - work teams can be permitted to decide how they will do the task and even set their hours
NOTE THAT
IMPROVED MOTIVATION WILL NOT LEAD TO HIGHER PERFORMANCE
1. IF PERSONS LACK SOME OF THE NECESSARY SKILLS
2. IF PERSONS ALREADY PERFORMING AT A VERY HIGH LEVEL
Do Your Systems Motivate Or Frustrate?
- Most recognition-and-reward systems acknowledge behaviour long after the fact and may even discourage people from giving their best
- Two common forms of recognition often miss the mark
Employee Of The Month
1. This program often neglects to clarify what people have to do to get the award
2. It doesn't reinforce performance immediately or frequently
3. It assumes every employee wants the same recognition
4. There's only one winner
Besides,
If the "best" employee really got the award each time
The same few people would win again and again
How Meaningful Is It?
- Create bigger winners' circle by defining what specific behaviour is required
- That way there can be an unlimited number of winners
IF YOU HAVE THE POWER
- Set up a performance chart that pinpoints results and behaviours for each job
- Set performance targets that if reached result in desirable consequences
- A bonus, choice assignment, or a raise
Give Regular Performance Feedback
Daily is ideal, Weekly is good
Monthly is much too delayed to have any impact
Annual appraisals are a waste of time
Rate, Don't Rank Employees
Ranking generate competition to be #1
Rating against criteria gives everyone a chance to be a top performer
A company of winners is a winning company
Encourage Suggestions
Evaluate them, Reward productive ones
Fun can and should be a by-product of work
Hold more celebrations
They don't have to elaborate functions with speakers, a catered meal, gifts
What Do You Need?
Opportunities to sit down, Relive successes
Share the challenges that were overcome to meet some goal
Reminisce about workplace triumph
Employees As Stars
- Make your employees active participants in these celebrations, not just recipients of the company's benevolence
- Let them tell their own stories about their on-the-job successes
Listen and encourage your frontline performers from the sidelines
GIVE TANGIBLE, MEMORABLE REWARDS
- Choose symbolic, tangible rewards that anchor positive behaviours to success:
- A knife for being on the "cutting edge"
- a pair of scissors for "cutting costs"
CHANNEL ATTENTION AND ENTHUSIASM
- Relive, Discuss, Celebrate the accomplishment
FOR EXAMPLE
- An employee who gets a cap with the company's logo as a reward for a suggestion that saves $500,000 a year is going to feel victimised
- "For that I get a lousy hat?"
- This reward's value is way out of line with the annual savings
Focus On Tangible Rewards
- Make sure their worth reflects the worth of the achievement
Mix Sports And Business
- Sports aren't fun because of the behaviours required
- They're fun because of the reinforcement participants get from coaches, team-mates, and fans for doing something well, improving their skills, or setting new records
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