Job Profiling

What is job profiling?

Imagine a job description that is contemporary and dynamic and actually helps employees align their day-to-day activities, priorities, and development goals with the organisation’s needs and strategy. That’s what we call a “Job profile.”

Job profiling include job outcomes and performance metrics, core responsibilities, and technical and behavioural competencies — all captured on a one-page “at a glance” document.

The purpose of a job profile is to define, at a high-level, the function, accountabilities, and requirements of a position as well as serve as the source documents for key talent management applications namely.

  • Job evaluation
  • Organisation review
  • Recruitment
  • Job procedures and performance standards
  • Performance and progress reviews
  • Development of training programmes, career pathing and manpower planning
  • Development of specific plans for individual induction training
Oceana Process
  • Conduct interviews and write a Job Profile for every job in the organisation
  • Review existing Job Profiles and update them through an interview process
  • Train employers in the process of job profiling, so that they keep the skill within their organisation – “teaching the man to fish” as such

Job Grading and Salary Restructuring

What is Job Grading / Evaluation?

  • Job evaluation is a method of determining the relative worth or importance of a job within an organisation
  • It compares jobs by going beyond the most immediate identifier, the job title, and establishing the different qualities and responsibilities that make up each job
  • There is no single best approach. Schemes with particular characteristics have been developed for both the public and private sectors
We can help you to…
  • Determine how jobs relate to each other;
  • Manage jobs as your organisation grows; and
  • Choose a suitable job evaluation process: informed by our work with the major proprietary schemes, but not constrained by commercial considerations. We are not promoting a JE scheme of our own
  • Determine appropriate starting salary for a new position?
  • Identify typical career paths within the organisation?
Oceana Process
Analytical schemes (jobs are broken down into common characteristics or factors)
  • Points rating: the main elements of jobs are analysed according to the level at which they are present.
  • Levels are allocated a points score and the points are totalled to give a job score.
  • Factor comparison: independent factors, similar to those above, are assessed, but points are not allocated.
Non-analytical schemes (jobs are considered as a whole)
  • Job ranking: sorted by importance or difficulty, based on scope and autonomy, but without the rigour or consistency of the points factor method.
  • Ranked jobs form a hierarchy, which may be broken down further into an arbitrary series of grades.
  • Paired comparisons: jobs are compared with each other and awarded points depending on greater, equal or lesser value.
  • Points added to create a rank order, which can be subdivided into grades if required.

Change Management and Transformation

Change is a constant in many of our lives. All around us, technologies, processes, people, ideas, and methods often change, affecting the way we perform daily tasks and live our lives. Having a smooth transition when change occurs is important in any situation and your participants will gain some valuable skills through this workshop.

The Change Management workshop will give any leader tools to implement changes more smoothly and to have those changes better accepted. Our aim is to provide an understanding of how change is implemented and some tools for managing their reactions to change.

CHANGE MUST INVOLVE THE PEOPLE – CHANGE MUST NOT BE IMPOSED UPON THE PEOPLE

Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.

Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc

Management training, empathy and facilitative capability are priority areas – managers are crucial to the change process – they must enable and facilitate, not merely convey and implement policy from above, which does not work.

You cannot impose change – people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.

The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.

Change management principles

  1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
  2. Understand where you/the organisation is at the moment.
  3. Understand where you want to be, when, why, and what the measures will be for having got there.
  1. Plan development towards above No.3 in appropriate achievable measurable stages.
  2. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.

Climate Surveys

Organisational climate survey can be defined as a diagnostic tool designed to measure the perceptions, feelings and expectations that people have about their employer and the place where they work.

Climate survey objectives
The objectives of conducting a climate survey seeks to achieve the following:

  • The survey is a dipstick which gathers opinions from individual employee responses on their perceptions and feelings about the effectiveness of their individual work groups and the whole organisation in the terms of general dimensions such as job satisfaction, working relations, job security etc.
  • To provide valuable feedback to staff and management regarding the information collected and analysed.
  • To be able to come out with interventions that will assist in improving the current status.

Why is conducting a climate survey important ?

Employee climate survey helps to answer important questions such as:

  • What will assist towards the retention of employees ?
  • What works well for the organisation ?
  • What contributes to positive employee morale ?
  • How can the organisation assist their employees to do their jobs better ?

When an organisation has a clearer understanding of their current status in relation to employee perceptions they are able to come up with interventions that will close the gaps and improve their status. Overly this will result in happier, engaged and more productive employees which will in turn lead to organisational effectiveness.

Benefits of Organisational Climate Survey

1. Satisfied
2. Better Services
3. Satisfied Customers

Skills Audit

What is a Skills Audit ?

A skills audit is essentially a process for measuring and recording the skills of an individual or group. The main purpose for conducting a skills audit in an organisation is to identify the skills and knowledge that the organisation requires, as well as the skills and knowledge that the organisation currently has.

Skills audits are also usually done to determine training needs so an organisation can improve its skills and knowledge. However skills audits are also completed for other reasons such as restructuring and deployment. A skills audit gathers more information than simply your current qualifications level. It firstly identifies the skills matrices for the organisation and then delves into what the current competencies are of each individual against this predefined set of skills required to fufill a specific role.

The outcome of the skills audit process is a skills gap analysis. This information will enable the organisation to improve by providing the appropriate training and development to individuals to cater for the identified skill gaps. The skills audit process will also provide information which can be used for purposes such as internal employee selection and to ensure that the correct person is deployed in each position.

Benefits of Skills Audits in the Workplace

Therefore the key benefits of a skills audit are:

  • Valid and valuable Workplace Skills Plans.
  • Improved skills and knowledge.
  • Lower training and development costs because development efforts are more focused.
  • Acquisition and use of information that can be used for purposes such as internal employee selection and placement.
  • Increased productivity as people are better matched to their positions.

Induction

Even in these days of technological solutions for everything, many companies will still see the need for induction training. But many organizations miss a great opportunity to maximize learning when designing their employee induction training. Many pick ‘talk and chalk’ formats drilling endless amounts of information to fresh-faced employees. Needless to say that it can be torture for all concerned.

At Oceana Training we have come up with a new way of looking at employee induction. More importantly, an approach to get the most of employee induction training.

[restabs responsive=”true”]
[restab title=”Tip #1″ active=”active”]
Change The Way You Look At Employee Induction

Many people look at employee induction as an event that begins on the first day of employment. We believe that induction is a longer journey. It should begin before the employee starts. It continues on the first days of employment and is ongoing after that point.

[/restab]
[restab title=”Tip #2″]

Decide What Information Needs To Be Passed To New Employee

It often seems like everything gets thrown into the induction training or that there is a fear that something is left out. We suggest that you list everything and then break this information into three categories.

a) Need To Know

b) Good To Know

c) Nice To Know

[/restab]
[restab title=”Tip #3″]

Decide How The Information Needs To Be Passed To New Employee

Here is where you can start to get clever. Some information can be provided to employees before they start. This can be sent to them or they can access the information online. A lot of this is “Good To Know” information like company information, organization charts and general information. A great way to check whether this information is to use a pop quiz on the first days of training. Let the new employees come up with the questions for each other and let their answers drive group discussions. This is also a great method to help build relationships between new employees.

The “Need To Know” information tends to be legal or health and safety type information that employees may even need to sign off on. This may still be lecture or ‘talk and chalk’ format but there should be less chance of information overload if information is provided in advance.

The “Nice To Know” information is again where you can get clever. We suggest that the best way to provide this information is to use group work with existing staff. At pre-arranged times let the new staff meet with existing staff to discuss these things. The informal aspect of this approach will greatly help build stronger teams, skills, etc.

[/restab]
[restab title=”Tip #4″]

How Do You Know That the Information Is Passed On To Employees

It is very obvious but has to be said – “you ask”.

Employee induction should never be a ‘tick-box’ exercise.

It is your opportunity to create strong positive memories that will create an even stronger organization.

[/restab]
[restab title=”Tip #5″]

A Worksheet For Employee Induction Training

What Information Needs To Be Passed To Employees

Need To Know
Good To Know
Nice To Know

[/restab]
[/restabs]

Performance Management

We support and partner with our Clients to become a high performer by facilitating, Designing, Developing, implementing and monitoring performance management systems. We also facilitate the development and design of job profiles and performance contracts.

  • Develop a performance management system that is results based and is integrated into the client Strategic Plan and Human Resource Policy;
  • Develop a framework for linking individual performance to departmental level objectives and to the overall strategic plan;
  • Develop a performance Assessment tool that will differentiate staff performance and form a basis for the creation of a performance-based pay and rewards system; and

Carry out a post-implementation performance evaluation audit to evaluate the effectiveness of the performance management framework.

Development of HR Policies and Procedures

Oceana HR professionals has deep expertise in the area of reviewing, developing and implementing people related interventions such as Human Resources Policies and Procedures, Performance Management Systems, Employment Equity Plans, Job Profiles, Job Descriptions, Human Resources Development Strategies and Employee Assistant Programmes. Furthermore, the company has carried out projects that involve conducting skills audit and organisational culture change, development of HRD Strategy and Plan, capacity building, training, facilitation skills and human resources in general.

HR Services and Products


<strong>What is job profiling?</strong>
<p class="justify">Imagine a job description that is contemporary and dynamic and actually helps employees align their day-to-day activities, priorities, and development goals with the organisation’s needs and strategy. That’s what we call a “Job profile.”</p>
<p class="justify">Job profiling include job outcomes and performance metrics, core responsibilities, and technical and behavioural competencies — all captured on a one-page “at a glance” document.</p>
<p class="justify">The purpose of a job profile is to define, at a high-level, the function, accountabilities, and requirements of a position as well as serve as the source documents for key talent management applications namely.</p>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Job evaluation</li>
<li>Organisation review</li>
<li>Recruitment</li>
<li>Job procedures and performance standards</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Performance and progress reviews</li>
<li>Development of training programmes, career pathing and manpower planning</li>
<li>Development of specific plans for individual induction training</li>
</ul>
[/col]
[/cols]
<strong>Oceana Process</strong>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Conduct interviews and write a Job Profile for every job in the organisation</li>
<li>Review existing Job Profiles and update them through an interview process</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Train employers in the process of job profiling, so that they keep the skill within their organisation – "teaching the man to fish" as such</li>
</ul>
[/col]
[/cols]
Job Profiling
<strong>What is Job Grading / Evaluation?</strong>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Job evaluation is a method of determining the relative worth or importance of a job within an organisation</li>
<li>It compares jobs by going beyond the most immediate identifier, the job title, and establishing the different qualities and responsibilities that make up each job</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>There is no single best approach. Schemes with particular characteristics have been developed for both the public and private sectors</li>
</ul>
[/col]
[/cols]
<strong>We can help you to…</strong>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Determine how jobs relate to each other;</li>
<li>Manage jobs as your organisation grows; and</li>
<li>Choose a suitable job evaluation process: informed by our work with the major proprietary schemes, but not constrained by commercial considerations. We are not promoting a JE scheme of our own</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Determine appropriate starting salary for a new position?</li>
<li>Identify typical career paths within the organisation?</li>
</ul>
[/col]
[/cols]
<strong>Oceana Process</strong><br />
<strong>Analytical schemes (jobs are broken down into common characteristics or factors)</strong>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Points rating: the main elements of jobs are analysed according to the level at which they are present.</li>
<li>Levels are allocated a points score and the points are totalled to give a job score.</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Factor comparison: independent factors, similar to those above, are assessed, but points are not allocated.</li>
</ul>
[/col]
[/cols]
<strong>Non-analytical schemes (jobs are considered as a whole)</strong>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Job ranking: sorted by importance or difficulty, based on scope and autonomy, but without the rigour or consistency of the points factor method.</li>
<li>Ranked jobs form a hierarchy, which may be broken down further into an arbitrary series of grades.</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Paired comparisons: jobs are compared with each other and awarded points depending on greater, equal or lesser value.</li>
<li>Points added to create a rank order, which can be subdivided into grades if required.</li>
</ul>
[/col]
[/cols]
Job Grading and Salary Restructuring
<p class="justify">Change is a constant in many of our lives. All around us, technologies, processes, people, ideas, and methods often change, affecting the way we perform daily tasks and live our lives. Having a smooth transition when change occurs is important in any situation and your participants will gain some valuable skills through this workshop.</p>
<p class="justify">The Change Management workshop will give any leader tools to implement changes more smoothly and to have those changes better accepted. Our aim is to provide an understanding of how change is implemented and some tools for managing their reactions to change.</p>
<p><strong>CHANGE MUST INVOLVE THE PEOPLE - CHANGE MUST NOT BE IMPOSED UPON THE PEOPLE</strong></p>
<p class="justify">Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.</p>
<p class="justify">Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc</p>
<p class="justify">Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.</p>
<p class="justify">You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.</p>
<p class="justify">The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.</p>
<p><strong>Change management principles</strong></p>
[cols]
[col class="1/2"]
<ol style="list-style-type:decimal;color:#ffffff;">
<li>At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).</li> 
<li>Understand where you/the organisation is at the moment.</li> 
<li>Understand where you want to be, when, why, and what the measures will be for having got there.</li> 
</ol>
[/col]
[col class="1/2 last"]
<ol start="4" style="list-style-type:decimal;color:#ffffff;">
<li>Plan development towards above No.3 in appropriate achievable measurable stages.</li> 
<li>Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.</li>
</ol>
[/col]
[/cols]
Change Management and Transformation
<p class="justify">Organisational climate survey can be defined as a diagnostic tool designed to measure the perceptions, feelings and expectations that people have about their employer and the place where they work.</p>
<strong>Climate survey objectives</strong>
The objectives of conducting a climate survey seeks to achieve the following:
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>The survey is a dipstick which gathers opinions from individual employee responses on their perceptions and feelings about the effectiveness of their individual work groups and the whole organisation in the terms of general dimensions such as job satisfaction, working relations, job security etc.</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>To provide valuable feedback to staff and management regarding the information collected and analysed.</li>
<li>To be able to come out with interventions that will assist in improving the current status.</li>
</ul>
[/col]
[/cols]
<p style="margin-top:10px;"><strong>Why is conducting a climate survey important ?</strong></p>
<p>Employee climate survey helps to answer important questions such as:</p>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>What will assist towards the retention of employees ?</li>
<li>What works well for the organisation ?</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>What contributes to positive employee morale ?</li>
<li>How can the organisation assist their employees to do their jobs better ?</li>
</ul>
[/col]
[/cols]
<p class="justify">When an organisation has a clearer understanding of their current status in relation to employee perceptions they are able to come up with interventions that will close the gaps and improve their status. Overly this will result in happier, engaged and more productive employees which will in turn lead to organisational effectiveness.</p>
<p><strong>Benefits of Organisational Climate Survey</strong></p>
1. Satisfied
2. Better Services
3. Satisfied Customers
Climate Surveys
<strong>What is a Skills Audit ?</strong>
<p class="justify">A skills audit is essentially a process for measuring and recording the skills of an individual or group. The main purpose for conducting a skills audit in an organisation is to identify the skills and knowledge that the organisation requires, as well as the skills and knowledge that the organisation currently has.</p>
<p class="justify">Skills audits are also usually done to determine training needs so an organisation can improve its skills and knowledge. However skills audits are also completed for other reasons such as restructuring and deployment. A skills audit gathers more information than simply your current qualifications level. It firstly identifies the skills matrices for the organisation and then delves into what the current competencies are of each individual against this predefined set of skills required to fufill a specific role.</p>
<p class="justify">The outcome of the skills audit process is a skills gap analysis. This information will enable the organisation to improve by providing the appropriate training and development to individuals to cater for the identified skill gaps. The skills audit process will also provide information which can be used for purposes such as internal employee selection and to ensure that the correct person is deployed in each position.</p>
<strong>Benefits of Skills Audits in the Workplace</strong>
<p>Therefore the key benefits of a skills audit are:</p>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Valid and valuable Workplace Skills Plans.</li>
<li>Improved skills and knowledge.</li> 
<li>Lower training and development costs because development efforts are more focused.</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Acquisition and use of information that can be used for purposes such as internal employee selection and placement.</li> 
<li>Increased productivity as people are better matched to their positions.</li>
</ul> 
[/col]
[/cols]
Skills Audit
<p class="justify">Even in these days of technological solutions for everything, many companies will still see the need for induction training. But many organizations miss a great opportunity to maximize learning when designing their employee induction training. Many pick 'talk and chalk' formats drilling endless amounts of information to fresh-faced employees. Needless to say that it can be torture for all concerned.</p>
<p class="justify">At Oceana Training we have come up with a new way of looking at employee induction. More importantly, an approach to get the most of employee induction training.</p>
[restabs responsive="true"]
[restab title="Tip #1" active="active"]
<strong>Change The Way You Look At Employee Induction</strong>
<p class="justify">Many people look at employee induction as an event that begins on the first day of employment. We believe that induction is a longer journey. It should begin before the employee starts. It continues on the first days of employment and is ongoing after that point.</p>
[/restab]
[restab title="Tip #2"]
<p><strong>Decide What Information Needs To Be Passed To New Employee</strong></p>
[cols]
[col class="1/2"]
<p class="justify">It often seems like everything gets thrown into the induction training or that there is a fear that something is left out. We suggest that you list everything and then break this information into three categories.</p>
[/col]
[col class="1/2 last"]
<p>a) Need To Know</p>
<p>b) Good To Know</p>
<p>c) Nice To Know</p>
[/col]
[/cols]
[/restab]
[restab title="Tip #3"]
<p><strong>Decide How The Information Needs To Be Passed To New Employee</strong></p>
[cols]
[col class="1/2"]
<p class="justify">Here is where you can start to get clever. Some information can be provided to employees before they start. This can be sent to them or they can access the information online. A lot of this is "Good To Know" information like company information, organization charts and general information. A great way to check whether this information is to use a pop quiz on the first days of training. Let the new employees come up with the questions for each other and let their answers drive group discussions. This is also a great method to help build relationships between new employees.</p>
<p class="justify">The "Need To Know" information tends to be legal or health and safety type information that employees may even need to sign off on. This may still be lecture or 'talk and chalk' format but there should be less chance of information overload if information is provided in advance.</p>
[/col]
[col class="1/2 last"]
<p class="justify">The "Nice To Know" information is again where you can get clever. We suggest that the best way to provide this information is to use group work with existing staff. At pre-arranged times let the new staff meet with existing staff to discuss these things. The informal aspect of this approach will greatly help build stronger teams, skills, etc.</p>
[/col]
[/cols]
[/restab]
[restab title="Tip #4"]
<p><strong>How Do You Know That the Information Is Passed On To Employees</strong></p>
<p>It is very obvious but has to be said - "you ask".</p>
<p>Employee induction should never be a 'tick-box' exercise.</p> 
<p>It is your opportunity to create strong positive memories that will create an even stronger organization.</p>
[/restab]
[restab title="Tip #5"]
<p><strong>A Worksheet For Employee Induction Training</strong></p>
<p>What Information Needs To Be Passed To Employees</p>
<p>Need To Know<br/>Good To Know<br />Nice To Know</p>
[/restab]
[/restabs]
Induction
<p class="justify">We support and partner with our Clients to become a high performer by facilitating, Designing, Developing, implementing and monitoring performance management systems. We also facilitate the development and design of job profiles and performance contracts.</p>
[cols]
[col class="1/2"]
<ul class="lists list-portfolio">
<li>Develop a performance management system that is results based and is integrated into the client Strategic Plan and Human Resource Policy;</li>
<li>Develop a framework for linking individual performance to departmental level objectives and to the overall strategic plan;</li>
</ul>
[/col]
[col class="1/2 last"]
<ul class="lists list-portfolio">
<li>Develop a performance Assessment tool that will differentiate staff performance and form a basis for the creation of a performance-based pay and rewards system; and</li>
</ul>
[/col]
[/cols]
<br />
<p class="justify">Carry out a post-implementation performance evaluation audit to evaluate the effectiveness of the performance management framework.</p>
Performance Management
<p class=justify>Oceana HR professionals  has deep expertise in the area of reviewing, developing and implementing people related interventions such as Human Resources Policies and Procedures, Performance Management Systems, Employment Equity Plans, Job Profiles, Job Descriptions, Human Resources Development Strategies and Employee Assistant Programmes.  Furthermore, the company has carried out projects that involve conducting skills audit and organisational culture change, development of HRD Strategy and Plan, capacity building, training, facilitation skills and human resources in general.</p>
Development of HR Policies and Procedures