Order ID:89JHGSJE83839 | Style:APA/MLA/Harvard/Chicago | Pages:5-10 |
Instructions:
Coordinate Compensation and Benefits Activities of An Organization
administrative information Job title: records Clerk department: loan operations reports to: loan operation manager Job number: 11
date of Job analysis January 21, 2015
expiration date January 2018
Job Summary returns all consumer paid loan documents to customers. Supervises the daily activities of two clerks.
essential functions Performed receives monthly files for accounts that have been paid in full and require the return of contracts, mortgage documents, auto titles, and other documents. answers telephone and e-mail inquiries from customers or loan officers concerning documents. maintains file on temporary automobile titles until permanent title is received. files permanent automobile titles, contracts, mortgage documents, and other documents in customer files on a daily basis. Supervises two file clerks who maintain correspondence and other general files. Performs file clerk duties as needed. Performs other duties, as required, on a temporary basis, to maintain section or depart- mental operations and services.
Job Specifications education high school diploma preferred, but not required experience Six months or more in a financial institution and familiarity with various loan documents Skills required Working knowledge of microsoft Word and excel ability to enter data at a rate of 35 words per minute
Figure 4-6 Job description/ Specification example
98 Part 2 • Staffing
their occupational definition. To facilitate classification, detailed occupations are combined to form 461 broad occupations, 97 minor groups, and 23 major groups. Detailed occupations in the SOC with similar job duties, and in some cases skills, education, or training, are grouped together. The federal government updates job descriptions for all U.S. workers every 10 years. The 2010 SOC replaced the 2000 system. The SOC’s substantive structural changes are based on actual changes in the nature or organization of work activities being performed in the economy. The update also provides an opportunity for professional organizations and labor groups to seek recognition or a higher profile for their members’ occupations by gaining a separate listing or reclassification. Most current occupations will be unaffected except perhaps for a change in the description’s wording. Some representative SOC descriptions for HR professionals may be seen in Table 4-3.29
The Occupational Information Network (O*NET) The Occupational Information Network (O*NET) is a comprehensive database of worker attributes and job characteristics, which is administered by the U.S. Department of Labor’s Employment and Training Administration and developed in collaboration with a variety of private and public companies. It is the nation’s primary source of occupational information. It is a flexible, easy-to-use database system that provides a common language for defining and describing occupations. Its flexible design also captures rapidly changing job requirements. It provides the essential foundation for facilitating career counseling, education, employment, and training activities by containing information about knowledge, skills, abilities; interests; general work activities; and work context.30 Portions of the information included in an O*NET descrip- tion for a Human Resources Specialist may be seen in Table 4-4.
job analysis for team Members Historically, companies have established permanent jobs and filled these jobs with people who best fit the job description. The jobs then continued in effect for years to come. In many firms today, people are being hired as team members. Whenever someone asks a team member, “What
Standard Occupational Classification (SOC) http://www.bls.gov/soc/2010/ soc_alph.htm
Provides an alphabetical list of SOC occupations.
O*NET Online http://www.onetonline.org/
O*NET Online has detailed descriptions of the world of work for use by job seekers, workforce development and HR professionals, students, researchers, and more!
Objective 4.12
Summarize job analysis for team members.
table 4-3
representative SOc descriptions for hr. Professionals
13-1071 Human Resources Specialists
Perform activities in the human resource area. Includes employment specialists who screen, recruit, interview, and place workers. Excludes “Compensation, Benefits, and Job Analysis Specialists” (13-1141) and “Training and Development Specialists” (13-1151).
Illustrative examples: Staffing Coordinator, Personnel Recruiter, Human Resources Generalist
11-3111 Compensation and Benefits Managers
Plan, direct, or coordinate compensation and benefits activities of an organization. Job analysis and position description managers are included in “Human Resource Managers” (11-3121).
Illustrative examples: Wage and Salary Administrator, Employee Benefits Director, Compensation Director
13-1141 Compensation, Benefits, and Job Analysis Specialists
Conduct programs of compensation and benefits and job analysis for employer. May specialize in specific areas, such as position classification and pension programs.
Illustrative examples: Employee Benefits Specialist, Retirement Plan Specialist, Job Analyst
11-3131 Training and Development Managers
Plan, direct, or coordinate the training and development activities and staff of an organization.
Illustrative examples: Labor Training Manager, Employee Development Director, E-Learning Manager
17-2111 Health and Safety Engineers, Except Mining Safety Engineers and Inspectors
Promote worksite or product safety by applying knowledge of industrial processes, mechanics, chemistry, psychology, and industrial health and safety laws. Includes industrial product safety engineers.
Illustrative examples: Product Safety Engineer, Fire Protection Engineer, Industrial Safety Engineer
Source: http://www.bls.gov/soc/2010/soc.
ChaPter 4 • StrategiC Planning, human reSourCe Planning, and Job analySiS 99
is your job description?” the reply might well be “Whatever.” What this means is that if a project has to be completed, individuals do what has to be done to complete the task.
With team design, there are no narrow job descriptions. Today, the work that departments do is often bundled into teams. The members of these teams have a far greater depth and breadth of skills than would have been required in traditional jobs. Formerly, there might have been 100 separate job classifications in a facility. With team design, there may be just 10 or fewer broadly defined roles of teams. Another dimension is added to job analysis when teams are considered: Job analysis may determine how important it is for employees to be team players and work well in group situations.
Jobs are changing by getting bigger and more complex. The last duty shown on the job descrip- tion, “And any other duty that may be assigned,” is increasingly becoming the job description. This enlarged, flexible, complex job changes the way many tasks are performed. Managers cannot sim- ply look for individuals who possess narrow job skills. They must go deeper and seek competen- cies, intelligence, ability to adjust, and ability and willingness to work in teams. Today more than ever, people go from project to project and from team to team. Job definitions become blurred, and titles become almost meaningless as job descriptions have become even more all-encompassing. Basically, what matters is what you know and how well you apply it to the business.
taBle 4-4
human resources Specialist
Tasks
Prepare or maintain employment records related to events such as hiring, termination, leaves, transfers, or promotions, using human resources management system software.
Interpret and explain human resources policies, procedures, laws, standards, or regulations.
Hire employees and process hiring-related paperwork.
Inform job applicants of details such as duties and responsibilities, compensation, benefits, schedules, working conditions, or promotion opportunities.
Address employee relations issues, such as harassment allegations, work complaints, or other employee concerns.
Maintain current knowledge of Equal Employment Opportunity (EEO) and affirmative action guidelines and laws, such as the Americans with Disabilities Act (ADA).
Knowledge
Personnel and Human Resources—Knowledge of principles and procedures for personnel recruit- ment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.
English Language—Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Clerical—Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology.
Administration and Management—Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
Skills
Active Listening—Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Speaking—Talking to others to convey information effectively.
Reading Comprehension—Understanding written sentences and paragraphs in work related documents.
Oral Comprehension—The ability to listen to and understand information and ideas presented through spoken words and sentences.
Oral Expression—The ability to communicate information and ideas in speaking so others will understand.
Written Comprehension—The ability to read and understand information and ideas presented in writing.
Source: http://online.onetcenter.org/
100 Part 2 • Staffing
job analysis and the Law Effective job analysis is essential to sound HR management as an organization recruits, selects, and promotes employees. Although the law does not require that companies use job analysis, successful defense against claims of alleged violations of the following laws may depend on the appropriate use of job analysis:
Competencies and Competency Modeling The term competency has become an increasingly important topic in HR practice because of the changing nature of work. Competencies build on the use of knowledge, skills, and abilities, which we describe with job analysis, to describe work. Competencies refer to an individual’s capability to orchestrate and apply combinations of knowledge, skills, and abilities consistently over time to perform work successfully in the required work situations. Traditionally, as we have seen, work has been described by many dimensions including knowledge, skills, and abilities. Indeed, although this is largely still the case, HR professionals have embraced the ideas of com- petencies as the field has increasingly taken on strategic importance.
Oftentimes, HR professionals’ identification of competencies is derived from an analysis of the overall strategic statements of companies. For example, GE emphasizes three strategic goals for corporate growth: Globalization, Product Services, and Six Sigma (quality improvement). GE’s top management relies on four core competencies to drive business success, which they call the four “Es”: high Energy, the ability to Energize others, Edge (i.e., the ability to make tough calls), and Execute (i.e., the ability to turn vision into results).
Apart from the work of many private consulting firms, the U.S. Department of Labor’s Employment and Training Administration developed a framework for describing competencies and for building competency models. Competency modeling specifies and defines all the competencies necessary for success in a group of jobs that are set within an industry context. Figure 4-7 shows the basic framework for the Department of Labor’s competency model structure. According to the U.S. Department of Labor:
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Introduction
45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Literature Support 91-84 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met. |
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Average Score 50-85% |
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided. |
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration. |
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met. |
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Poor Quality 0-45% |
37-1 points The background and/or significance are missing. No search history information is provided. |
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration. |
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met |
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Coordinate Compensation and Benefits Activities of An Organization |
Coordinate Compensation and Benefits Activities of An Organization