WELCOME CompetencyBased Job Descriptions The YMCA received funding

WELCOME Competency-Based Job Descriptions

The YMCA received funding from the RLP and Labour Mobility Division of LAE to hire Emerit Consulting to develop the Competency Based Job Description Training Program to help with the ongoing problem: People without jobs Jobs without people

Background Current hiring practices may be a barrier to linking qualified workers to meaningful employment. This workshop will provide instruction on how to develop competency-based job descriptions (CBJD) using Recognized Prior Learning (RPL) methodologies. RPL is the process of assessing and utilizing appropriate evidence-gathering methods and tools. In this context, the development of job descriptions will focus on the practical application and use of the tool and its relation to all facets of HR management

What problem are we solving? EMPLOYER ? ? ? CAREER PRACTITIONER JOB SEEKER

What are Competencies? Observable and measurable skills and knowledge that are required to perform a job. SKILLS KNOWLEDGE Abilities needed to perform job duties. Areas of specialty or expertise to perform effectively Technical and non technical For example: nursing, finance, history

Defining Competency Prevailing Definitions The capability of applying or using knowledge, skills, abilities, behaviors, and personal characteristics to successfully perform critical work tasks, specific functions, or operate in a given role or position. David Mc. Clelland 1973 A description of what individuals have to do and know to perform various tasks or jobs. Canadian Labour Force and Development Board (1995) “The skills and knowledge required of a competent worker”

Competencies vs Tasks Job competencies include the skills and knowledge required for success in a position. Tasks are the specific duties, actions or responsibilities that a successful job incumbent must perform. KEY DIFFERENCE Competencies Tasks are the skills and knowledge that a new hire brings to the job are performed once on the job

Types of Competencies Essential Employability Skills Organizational or Core Competencies People Competencies Leadership Competencies Functional Competencies Administrative Competencies

Competency-based HR Management Supports the integration of human resources planning with business planning Allows organizations to assess the current human resource capacity based on identified competencies Targeted human resource strategies, plans and programs can be developed to address and close gaps in competencies › › Hiring and staffing Learning Career development Succession management

Benefits of Competency-based HR Management Organization Employees Contributes to employee retention Provides clear job requirements Develops employees for a Succession Plan Identifies skills needed to develop more to move up in the organization Identifies relevant training for job levels; supports training needs analysis Identifies whether a performance issue can be attributed to an employee or to other organizational factors Provides measures for performance required to meet organization’s goals Brings fairness and objectivity into the performance assessment process Ensure effective employee selection; ‘hire for attitude, train for skill’ Employees will know what the job truly entails during the hiring process

Role of the Job Description Change Management HR Planning Career & Succession Planning Recruitment & Selection Job Evaluation Compensation and Benefits Performance Management Training & Development

Traditional JDs vs CBJDs Traditional Job Descriptions Competency-Based Job Descriptions Focus on tasks and duties, knowledge, skills, abilities, education and required certifications, and on-the-job behaviours Account for observable skills and on-thejob behaviours Define responsibilities Describe responsibilities and how they are tied to competencies Focus on individual performance Link individual performance to organizational performance Work is not described consistently Work is described consistently using a common vocabulary Identify Essential and Non-Essential Functions Employees are not able to align their skills and competencies with their job, identify performance expectations, nor see how they contribute to strategic goals Employees can align their skills and competencies with their job, identify performance expectations and see how they contribute to strategic goals

CBJD Components 1 2 3 Job Title Department Reporting Structure Position Summary Main Duties & Responsibilities Required Qualifications Required Competencies Physical Demands

Essential Skills READING TEXT WRITING DOCUMENT USE COMPUTER USE MONEY MATH SCHEDULING, BUDGETING MEASUREMENT, CALCULATION DATA ANALYSIS ORAL COMMUNICATION NUMERICAL ESTIMATION !? JOB TASK PLANNING DECISION MAKING PROBLEM SOLVING FINDING INFORMATION CRITICAL THINKING

Developing a CBJD Identify Main Duties and Responsibilities Section serves as the foundation of the job description Expressed as competencies within the job description as they encompass the related skills, knowledge and abilities that enable a worker to act effectively in a job or situation Steps for Developing Main Duties and Responsibilities Section 1 Brainstorm Tasks 2 Identify knowledge, skills, abilities, personal attributes 3 Develop main duties and responsibilities

Developing a CBJD Identify Tasks A unit of work or set of activities needed to produce a result Start with an action verb Should be observable and measurable Brainstorm a list of Tasks required of the job incumbent. Ask the employer/job incumbent ‘What do you do during the time from the time you arrive to the time that you leave? ’

LEVEL 1 Know, Recall, Remember Arrange Define Describe Duplicate Identify Label List Match Memorize Name Order Outline Recognize Relate Recall Repeat Reproduce Select State LEVEL 2 Comprehend, Understand Classify Convert Defend Describe Discuss Distinguish Estimate Explain Express Extend Generalize Identify Indicate Infer Locate Paraphrase Predict Present Recognize Report Rewrite Review Select Summarize Translate LEVEL 3 Apply Adjust Apply Change Choose Compute Demonstrate Discover Dramatize Employ Illustrate Interpret Manipulate Modify Operate Practice Predict Prepare Produce Relate Schedule Show Sketch Solve Update Use Write LEVEL 4 Analyze Appraise Breakdown Calculate Categorize Compare Contrast Criticize Diagnose Diagram Differentiate Discriminate Distinguish Examine Experiment Identify Illustrate Infer Model Outline Point out Prioritize Question Relate Research Select Separate Test LEVEL 5/6 Synthesize, Create Transform Arrange Assemble Categorize Collect Combine Comply Compose Construct Create Design Develop Devise Explain formulate Generate Negotiate Plan Prepare Rearrange Reconstruct Relate Reorganize Resolve Revise Rewrite Set up Summarize Synthesize Tell Write LEVEL 5/6 Evaluate Appraise Argue Assess Attach Choose compare Conclude Contrast Defend Describe Discriminate Estimate Evaluate Explain Judge Justify Interpret Relate Predict Rate Select Summarize Support Translate Validate

Developing a CBJD Identify KSAPs refer to the: Knowledge Skills Abilities and Personal Attributes required by a worker to perform a job KSAPs can be developed for each brainstormed Task

Developing a CBJD Identify Main Duties and Responsibilities • Tasks and identified KSAPs can be clustered into functions/competency areas • Task statements and KSAPs can form Duty Statements • Percentage of time spent can be assigned to Duty Statements

Developing a CBJD Identify Competencies • For each of the Major Duties and Responsibilities (and relying on the Tasks and KSAPs for guidance), Competencies can be developed • Example competencies include: o Essential Employability Skills o Organizational/Core Competencies

Developing a CBJD Develop Job Summary and Reporting Requirements Job Summary: • Outlines the basic purpose of the job within the organization and why the job exists. • Job developer should ask the employer – ‘Why does this job exist in your business? ’ Reporting Requirements: • To whom the job incumbent reports to • Who reports to job incumbent (if applicable

Sample Job Summaries The Administrative Assistant supports the overall organizational team by providing administrative support and ensuring the satisfaction of our longterm, committed customer base. As the first person that customers see when walking in the door of our establishment, the Administrative Assistant is the face of our organization and plays a critical role in ensuring our customers’ needs are met.

Sample Job Summaries The Kitchen Helper plays an integral role in the restaurant operation by contributing to the efficient and effective delivery of customer services through accurate and efficient food preparation, cleaning, sanitizing and dishwashing. The tasks performed by the Kitchen Helper have a direct impact on overall customer satisfaction and continued patronage at the restaurant. The Kitchen Helper is an integral part of the food service team.

CBJD in the Broader Context CBJDs help employers find the ‘right person’ for the ‘right job’. Employers need to also look for the opportunity within the candidate. CBJD is just one tool and one step in a holistic HR recruitment plan. Other important factors for achieving the right fit include: › Where and how the jobs are advertised › How the interview is conducted › How candidates are treated in the recruitment process › On-boarding process › Diverse and Inclusive Hiring Practices

Competency-based Interviewing Key Concept Assessing candidates based on the competencies that they possess (i. e. the skills, knowledge, abilities and personal attributes) rather than the credentials that they possess Asking questions that allow the candidate to expand upon their competencies by providing real-life examples and explanations.

Competency-based Interviewing Questions to Ask 1. 2. 3. Open questions Probing questions Comparative questions Questions to Avoid 1. 2. 3. Closed questions Leading questions Double questions

Next Steps Continue to work with Employer This is done one-on-one or in Groups Reoffer the Training -More than 20 people completed the training in Jan, 2016 -8 people were trained to facilitate a Train-the-Trainer Training dates will be set in the near future for the 2 day CBJD Training Program