According to the HR Daily Advisor, job descriptions are a central element in a number of HR functions:
To communicate job details to candidates
To populate external job postings
To structure "knock-out" questions to narrow down candidate pool
To create interview questions based on job description content
Communicate job expectations
Enable employee buy-in and acknowledgement of job description
Structure onboarding orientation and training
3. Performance Management
Performance reviews reflect job description content
4. Career Management
Display job progressions and requirements for internal career development
5. Learning and Development
Skills and competencies linked to jobs/roles
Required proficiency levels associated with jobs/roles
Links to learning and training programs to focus development planning
6. Succession Planning
Analysis of potential successors based on job-related competencies and skills
Gap analysis of competency and skill assessments related to proficiency levels for the job/role
7. Workforce Planning and Development
Position management including number of required positions, by area and related skill and competency requirements
Analyze employee skill and competency proficiency levels and experience in relation to position requirements
Measurement Is the Key to Pay For Performance Programs:
Start with mission and values and develop a compensation philosophy. Then you can set an effective pay for performance program! Your compensation philosophy is the basis for everything you do in compensation and it covers the following:
1. Company Mission and Values. This is the heart of the philosophy - how you position yourself relative to the market
Name a specific marketplace in which you compete for talent
Identify specific peers with which to compare yourselves
State the percentile for bench-marking. Many companies go for 50% but some pay higher. If a company goes for 110%, they want to be the top payer!
2. Position on Pay for Performance
Defines the fixed and variable pay - depends on the level of the position. Higher levels and sales typically have a higher percentage of variable pay
If establishing a significant pay for performance approach, be sure to ask: Can we appropriately measure performance in order to match the achievements to rewards?
3. Applying Philosophy to Pay Programs
Does compensation generally relate to pay positioning?
Have we effectively tied pay to performance?
Do employees understand the plan?
Do they know what is expected of them?
Have we sufficiently trained our managers and staff?
Are the programs consistently applied?
4. Performance Management
Pay for performance is not effective without meaningful performance measurement and management
Clearly communicate performance expectations
Clarify that it is the manager's responsibility to develop employees and not just once a year
Engage their best and brightest
Recognize that employees want to know more about how they are performing
For more complete information on any of the services offered above please contact HR Advisors today.