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New Tools & Techniques:
360 Reviews and Job Description
         Management


      Presented by Mitch Stephens,
      HRTMS, Inc Founder and CTO
• Part 1: Company and Products Overview


• Part 2: 360/Multi-Rater Reviews


• Part 3: Job Description Management


• Questions and Wrap up
Based in North Carolina with offices in New Jersey

We offer an integrated, cost effective Talent
 Management suite:
 • TMS Performance - Performance management
 • TMS Compensation – Compensation Management


We offer the lowest TCO in the industry

We deliver solutions that meet 100% of your unique
 requirements
•   Web-based Performance Management system
•   Paperless reviews are routed and signed electronically
•   Support goal management
•   Competencies by position
•   Career development and planning
•   Position management
•   360/multi-rater
•   Even succession planning and learning management
HRTMS performance 360 reviews and job management webinar d
•   Web-based Compensation Management system that
    leverages your Excel spreadsheets
•   Online and Offline modes
    • Users can work online with the intuitive user interface, or download their
      Excel spreadsheets and work offline.

•   Supports merit, adjustment, promotion, bonus and all
    forms of variable comp and incentives
•   Any compensation plan, no matter how complex can be
    easily implemented without programming
HRTMS performance 360 reviews and job management webinar d
One-click view of the
Performance Review from
     Compensation!
HRTMS performance 360 reviews and job management webinar d
•   Also known as Multi-Rater Reviews
•   “360” Refers to the 360 Degrees in a circle
•   Individual is in the center of the circle

                                        Internal
                                       Customers




                                                         External
                    Peers
                                                        Customers


                                 Individual

                                                    Direct
                            Managers
                                                   Reports
1940
T-Groups         1955
           Esso Engineering       2007
                              90% of the F500
A holistic view of
                     the employee




                    Great
                   Potential
                   Benefits
   Increased                             Best method to
engagement and                          identify specific
ownership by all                          development
   reviewers                              opportunities
Goals lost to
                          complexity of
                             process



                                           Reviewers must be
The whole process
                                             normalized for
must be managed
                                           empirical measures


                          Many
                        Potential
  Data must be
                         Pitfalls
                                              Longitudinal
Analyzed and then
                                             correlations are
   Interpreted
                                               needed for
                                              repeatability



                     Poor instructions
                    make for poor raters
Goal                            Outcome

                                 Training, Development,
Behavior Change
                                 or Intervention

Performance Change               Training, Reassignment


                                 Retention, Promotion &
Talent Identification
                                 Succession Planning


  It is a paradox of human psychology that while people remember
                   criticism, they respond to praise.
•   Competencies must be correlated to effectiveness
•   Mixture of Quantitative and Qualitative data from
    all sources allows for real-time pseudo-correlation
•   Self-Reviews are most useful to employee
    interpretation
•   Regular skill audits and job description audits
    increase effectiveness.
•   Averages shouldn’t be trusted (Samples are too small)
•   Weighted Empirical Data (normalize by job and reviewer
    over time)
•   Investigate polarized feedback



         Data             Analysis         Interpretation
Who to Review       Ineffective until sufficient
                         contact with others
                                                       Diminishing effect after a
                                                        period of incumbency



                                                          Reviewers will need
   Who to Ask        Not every good employee will
                          be a good reviewer
                                                        instruction, context, or
                                                                training




 When to Review      Frequency based on outcome
                            not calendar
                                                      Synchronize with work cycles




   What to Ask        Subset the review to avoid
                             poll fatigue
                                                      Longitudinal correlation with
                                                      effectiveness & regular audit



                     Statistics, Normalization, and
Analyze &Interpret    Individual consideration of
                                   data
                                                      Train and support managers




 Act on Findings          Move directly to a
                          development path
                                                       Follow-up with reviewers
360° Reviews
             Manager                                compliment the
                                                    Manager’s
                                                    Performance
                                                    Review
                       Manager’s
                       Annual review for
                       Employee
Employee




                                                 In TMS
           Employee
           Sign-off
                                            Performance, the
                                           manager controls the
                                                 process
Step 1: Manager selects Reviewer, and sends a 360 Request

              Manager                                         Reviewer




                                         Accept or Declines
                                         Request…



Step 2: Reviewer Completes the 360 Review and Submits to Manager

                                                 Manager


                        Reviewer




 Step 3: Manager approves/rejects the 360 Review
•   360 function are under a single node
•   Manager gets full perspective of the 360 Activity
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
Accept/Reject the 360 Request
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
Reviewer Accepts
   Request…
HRTMS performance 360 reviews and job management webinar d
At this point, the 360
Review is created and
is available to edit by
     the reviewer
360s are edited using a
custom form (like other
performance reviews)

Security settings control
which fields the reviewer can
edit.
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
Review is marked as
completed (read-only)
Manager and accept or return the review
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
From the Tree view
   You can see a list of your employee‟s 360 reviews


From the Employee‟s Annual Performance review
   A list of 360 Reviews is shown in the form


Field by field comparison
   You can see a comparison of values from each reviewer


Analytics
 Can view graphical information about all reviews
HRTMS performance 360 reviews and job management webinar d
360 Reviews are shown in the
   Employee‟s Annual PR

    Double-click to view.
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
•   TMS Performance offers comprehensive 360
    integration
•   360 reviewers are selected by manager
•   Reviewers Accept or Decline the request
•   Custom forms can be used for 360 reviews (like
    other PRs)
•   Integrated workflow for 360 reviewers
•   Seamless viewing of 360 results in the final PR
•   Management tools gives the line-of-sight over
    the process
We will also have time at the end of the webinar for
 questions. Please submit them using the webinar
                    control panel.
HRTMS performance 360 reviews and job management webinar d
   HR.1.20: The hospital has a process to ensure that a person‟s
    qualifications are consistent with his or her job responsibilities
   HR.1.30: The hospital uses data from clinical/service screening
    indicators and human resource screening indicators to assess
    and continuously improve staffing effectiveness.
   HR.2.20: Staff members, licensed independent practitioners,
    students, and volunteers, as appropriate, can describe or
    demonstrate their roles and responsibilities, based on specific
    job duties or responsibilities, relative to safety
   HR.2.30: Ongoing education, including in-services, training, and
    other activities, maintains and improves competence
   HR.3.10: Competence to perform job responsibilities is assessed,
    demonstrated, and maintained.
   HR.3.20: The hospital periodically conducts performance
    evaluations.
Assess
                       Employee   • Show On-going
• Define Job
  Description                       improvement to
                  • Demonstrate     performance
                    Employee
                    Awareness
    Communicate                      Revise/Improve
    to Employee                      Job Description
•   To keep Job descriptions relevant and accurate

•   Meet legal requirements (notably JCAHO for healthcare

    companies)

•   Reduce the burden on the HR group

•   Delegate the responsibility to managers who supervise the

    positions

•   Have a secure, structured and auditable process
•   Use Word documents and email
    The usual problems arise with version control, security
     and accessibility.
•   Ignore the problem
    Many HR groups acknowledge that their job libraries are
     out of date
•   HR goes it alone
    HR departments lack knowledge about technical and
     specialized positions
Job Template
             Name, Description, Reports to, Supervises, Job code, minimum requirements

                                             Working Conditions




                       Core                                                 Job/Dept
                                                Absolutes
                      Values                                                 Specific
Categories




                                                                            Responds immediately
                          Courtesy                    Privacy and
                                                     Confidentiality        Established protocols


                    Service Accountability                                      Independent

                                                      Professional
                                                                                 Leadership
                                                      Appearance
                       Communication                                         Age-related needs


                                                   Responsibility and          Documentation
                          Positive
                                                     Commitment
                    Image/Professionalism                                            etc



                                                                          Competencies
                                                                        within the category
•   Used to group competencies
    • You can separate the core values from job specific skills


•   Edit rights
    • Mark as „not editable by manager‟ if HR should control
      the category


•   Scoring Rules
    • Category can be scoring or non-scoring.
    • Weighting for the category (e.g., 10% for core values)
•   Job competencies ratings usually contribute to the overall
    PR score.
    •   Most organizations use a combination of objective and subjective
        scoring


•   Competencies ratings should include:
        • Core competencies common to all employees
        • Specific job responsibilities


•   Generic job descriptions
    • May reduce the effectiveness of the performance review
        • Especially true for specialized positions like nurses who require
          ratings for specific skills.
        • May not be able capture skills deficiencies and training requirements
Some competencies
 can be yes/no, or
    Met/Unmet
HRTMS performance 360 reviews and job management webinar d
This is the HR administrator view of editing
                             Job Templates
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
View Job templates
   by Manager
Managers using this
    template
 Employees assigned to
   selected template
In this demo, we will show how the administrator assigns a
template to a manager who will make changes and resubmit
back to the administrator.
Submits Back to HR
• HR Assigns                              • HR Reviews
  Template to                               changes
                   • Manager
  manager            updates the Job
                     Descriptions
                                                HR Finalizes
     E-mail Sent                                 changes
     to Manager
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
This Template is now
being reviewed by the
 manager (Chapman)
We now will see the manager‟s perspective
  (He would have received an email requesting
                revisions to the job template)
This is the home page
  for the manager.
The assigned template
   appears in the list.

Manager selects the item.
HRTMS performance 360 reviews and job management webinar d
Core Values Category is
        Read-only
(this is managed by the
        HR group)
Dept/Job Specific Skills
     are editable.
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
Once complete, the
manager returns the
template back to HR
HRTMS performance 360 reviews and job management webinar d
No more templates for the
   manager to review
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
The HR manager now reviews the changes
made by the manager and accepts/rejects
                them.
Indicates that the
Templates is pending
        review
This screen shows the
line-by-line changes
made to this template
Shows the before and
     after text.
Admin can modify this
        here
HRTMS performance 360 reviews and job management webinar d
Administrator can return
 Template to manager if     Save and Finalize if
more revisions are needed    everything is OK.
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
HRTMS performance 360 reviews and job management webinar d
•   For HR Group
    Manage Job Descriptions using a web-based system
    Easily locate the responsible manager for a position
    Delegate job descriptions to a manager
    Review changes and accept/reject each item
    Assign Employees to Job templates
•   For Managers
    View job descriptions
    Review the current employee assignments
    Revise jobs and resubmit back to HR
HRTMS performance 360 reviews and job management webinar d
Thank You

To Contact HR TMS or either of today’s presenters, please use:

Mitch Stephens: HRTMS Founder and President
    mitch@hrtms.com

Jim Haviland: Marketing Director
    jim@hrtms.com
   21st-Century Job Descriptions, Harvard Business
    Review
   360 Support Critical to Effectiveness, Talent
    Management
   360-Degree Feedback Revisited: The Transition
    From Development to Appraisal
   Competency-Based Job Description
    Administration Guide, University of Medicine and
    Dentistry of New Jersey
   The Promise of 360-Degree Feedback, Talent
    Management
   What Great Managers Do, Harvard Business
    Review

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HRTMS performance 360 reviews and job management webinar d

  • 1. New Tools & Techniques: 360 Reviews and Job Description Management Presented by Mitch Stephens, HRTMS, Inc Founder and CTO
  • 2. • Part 1: Company and Products Overview • Part 2: 360/Multi-Rater Reviews • Part 3: Job Description Management • Questions and Wrap up
  • 3. Based in North Carolina with offices in New Jersey We offer an integrated, cost effective Talent Management suite: • TMS Performance - Performance management • TMS Compensation – Compensation Management We offer the lowest TCO in the industry We deliver solutions that meet 100% of your unique requirements
  • 4. Web-based Performance Management system • Paperless reviews are routed and signed electronically • Support goal management • Competencies by position • Career development and planning • Position management • 360/multi-rater • Even succession planning and learning management
  • 6. Web-based Compensation Management system that leverages your Excel spreadsheets • Online and Offline modes • Users can work online with the intuitive user interface, or download their Excel spreadsheets and work offline. • Supports merit, adjustment, promotion, bonus and all forms of variable comp and incentives • Any compensation plan, no matter how complex can be easily implemented without programming
  • 8. One-click view of the Performance Review from Compensation!
  • 10. Also known as Multi-Rater Reviews • “360” Refers to the 360 Degrees in a circle • Individual is in the center of the circle Internal Customers External Peers Customers Individual Direct Managers Reports
  • 11. 1940 T-Groups 1955 Esso Engineering 2007 90% of the F500
  • 12. A holistic view of the employee Great Potential Benefits Increased Best method to engagement and identify specific ownership by all development reviewers opportunities
  • 13. Goals lost to complexity of process Reviewers must be The whole process normalized for must be managed empirical measures Many Potential Data must be Pitfalls Longitudinal Analyzed and then correlations are Interpreted needed for repeatability Poor instructions make for poor raters
  • 14. Goal Outcome Training, Development, Behavior Change or Intervention Performance Change Training, Reassignment Retention, Promotion & Talent Identification Succession Planning It is a paradox of human psychology that while people remember criticism, they respond to praise.
  • 15. Competencies must be correlated to effectiveness • Mixture of Quantitative and Qualitative data from all sources allows for real-time pseudo-correlation • Self-Reviews are most useful to employee interpretation • Regular skill audits and job description audits increase effectiveness.
  • 16. Averages shouldn’t be trusted (Samples are too small) • Weighted Empirical Data (normalize by job and reviewer over time) • Investigate polarized feedback Data Analysis Interpretation
  • 17. Who to Review Ineffective until sufficient contact with others Diminishing effect after a period of incumbency Reviewers will need Who to Ask Not every good employee will be a good reviewer instruction, context, or training When to Review Frequency based on outcome not calendar Synchronize with work cycles What to Ask Subset the review to avoid poll fatigue Longitudinal correlation with effectiveness & regular audit Statistics, Normalization, and Analyze &Interpret Individual consideration of data Train and support managers Act on Findings Move directly to a development path Follow-up with reviewers
  • 18. 360° Reviews Manager compliment the Manager’s Performance Review Manager’s Annual review for Employee Employee In TMS Employee Sign-off Performance, the manager controls the process
  • 19. Step 1: Manager selects Reviewer, and sends a 360 Request Manager Reviewer Accept or Declines Request… Step 2: Reviewer Completes the 360 Review and Submits to Manager Manager Reviewer Step 3: Manager approves/rejects the 360 Review
  • 20. 360 function are under a single node • Manager gets full perspective of the 360 Activity
  • 37. Reviewer Accepts Request…
  • 39. At this point, the 360 Review is created and is available to edit by the reviewer
  • 40. 360s are edited using a custom form (like other performance reviews) Security settings control which fields the reviewer can edit.
  • 45. Review is marked as completed (read-only)
  • 46. Manager and accept or return the review
  • 49. From the Tree view You can see a list of your employee‟s 360 reviews From the Employee‟s Annual Performance review A list of 360 Reviews is shown in the form Field by field comparison You can see a comparison of values from each reviewer Analytics Can view graphical information about all reviews
  • 51. 360 Reviews are shown in the Employee‟s Annual PR Double-click to view.
  • 55. TMS Performance offers comprehensive 360 integration • 360 reviewers are selected by manager • Reviewers Accept or Decline the request • Custom forms can be used for 360 reviews (like other PRs) • Integrated workflow for 360 reviewers • Seamless viewing of 360 results in the final PR • Management tools gives the line-of-sight over the process
  • 56. We will also have time at the end of the webinar for questions. Please submit them using the webinar control panel.
  • 58. HR.1.20: The hospital has a process to ensure that a person‟s qualifications are consistent with his or her job responsibilities  HR.1.30: The hospital uses data from clinical/service screening indicators and human resource screening indicators to assess and continuously improve staffing effectiveness.  HR.2.20: Staff members, licensed independent practitioners, students, and volunteers, as appropriate, can describe or demonstrate their roles and responsibilities, based on specific job duties or responsibilities, relative to safety  HR.2.30: Ongoing education, including in-services, training, and other activities, maintains and improves competence  HR.3.10: Competence to perform job responsibilities is assessed, demonstrated, and maintained.  HR.3.20: The hospital periodically conducts performance evaluations.
  • 59. Assess Employee • Show On-going • Define Job Description improvement to • Demonstrate performance Employee Awareness Communicate Revise/Improve to Employee Job Description
  • 60. To keep Job descriptions relevant and accurate • Meet legal requirements (notably JCAHO for healthcare companies) • Reduce the burden on the HR group • Delegate the responsibility to managers who supervise the positions • Have a secure, structured and auditable process
  • 61. Use Word documents and email The usual problems arise with version control, security and accessibility. • Ignore the problem Many HR groups acknowledge that their job libraries are out of date • HR goes it alone HR departments lack knowledge about technical and specialized positions
  • 62. Job Template Name, Description, Reports to, Supervises, Job code, minimum requirements Working Conditions Core Job/Dept Absolutes Values Specific Categories Responds immediately Courtesy Privacy and Confidentiality Established protocols Service Accountability Independent Professional Leadership Appearance Communication Age-related needs Responsibility and Documentation Positive Commitment Image/Professionalism etc Competencies within the category
  • 63. Used to group competencies • You can separate the core values from job specific skills • Edit rights • Mark as „not editable by manager‟ if HR should control the category • Scoring Rules • Category can be scoring or non-scoring. • Weighting for the category (e.g., 10% for core values)
  • 64. Job competencies ratings usually contribute to the overall PR score. • Most organizations use a combination of objective and subjective scoring • Competencies ratings should include: • Core competencies common to all employees • Specific job responsibilities • Generic job descriptions • May reduce the effectiveness of the performance review • Especially true for specialized positions like nurses who require ratings for specific skills. • May not be able capture skills deficiencies and training requirements
  • 65. Some competencies can be yes/no, or Met/Unmet
  • 67. This is the HR administrator view of editing Job Templates
  • 76. View Job templates by Manager
  • 77. Managers using this template Employees assigned to selected template
  • 78. In this demo, we will show how the administrator assigns a template to a manager who will make changes and resubmit back to the administrator.
  • 79. Submits Back to HR • HR Assigns • HR Reviews Template to changes • Manager manager updates the Job Descriptions HR Finalizes E-mail Sent changes to Manager
  • 83. This Template is now being reviewed by the manager (Chapman)
  • 84. We now will see the manager‟s perspective (He would have received an email requesting revisions to the job template)
  • 85. This is the home page for the manager.
  • 86. The assigned template appears in the list. Manager selects the item.
  • 88. Core Values Category is Read-only (this is managed by the HR group)
  • 89. Dept/Job Specific Skills are editable.
  • 92. Once complete, the manager returns the template back to HR
  • 94. No more templates for the manager to review
  • 99. The HR manager now reviews the changes made by the manager and accepts/rejects them.
  • 100. Indicates that the Templates is pending review
  • 101. This screen shows the line-by-line changes made to this template
  • 102. Shows the before and after text. Admin can modify this here
  • 104. Administrator can return Template to manager if Save and Finalize if more revisions are needed everything is OK.
  • 108. For HR Group Manage Job Descriptions using a web-based system Easily locate the responsible manager for a position Delegate job descriptions to a manager Review changes and accept/reject each item Assign Employees to Job templates • For Managers View job descriptions Review the current employee assignments Revise jobs and resubmit back to HR
  • 110. Thank You To Contact HR TMS or either of today’s presenters, please use: Mitch Stephens: HRTMS Founder and President mitch@hrtms.com Jim Haviland: Marketing Director jim@hrtms.com
  • 111. 21st-Century Job Descriptions, Harvard Business Review  360 Support Critical to Effectiveness, Talent Management  360-Degree Feedback Revisited: The Transition From Development to Appraisal  Competency-Based Job Description Administration Guide, University of Medicine and Dentistry of New Jersey  The Promise of 360-Degree Feedback, Talent Management  What Great Managers Do, Harvard Business Review

Notes de l'éditeur

  1. Jim: Next we will consider 360 reviews both from the theoretical and best-practices realm and from the HRTMS method for supporting them.
  2. 360 reviews or multi-rater reviews involve considering the opinions not just of an employee’s direct superior, but from a collection of individuals that the employee encounters as part of his or her work, often including a self-review. 360 refers to the 360 degrees of the circle of constituents that surround the employee with the employee in the center.
  3. 360 reviews have been around for quite some time, but have only recently become a staple of HR methodologies.WWII the German Military pioneered T-groups or sensitivity training (ironically)1950s Corporate: EssoThe advent of electronic polling capabilities in the 90s created an explosion of implementations of some form or other of 360 reviews Estimates by various sources suggest that 90% of the Fortune 500 and 50% of all US corporations use some form or degree of multi-rater reviewNow for a review of current research and best practices in 360 reviews
  4. In a 2001 issue of Educational Leadership, author Karen Dyer said: "The 360-degree feedback process can be a powerful tool, but only if it is used wisely and judiciously.”The theoretical benefits are many, but they are not easily achieved.There is an opportunity to capture a much richer view of each employee, to really identify opportunities for behavioral improvements, job-specific skills improvements, and best of all to identify those people who are quietly having a very positive impact on the organization. Studies have also shown that the process, handled properly, can have a very positive effect on the sense of community in the organization, of ownership - and this has ripple effects in retention, productivity and creativity
  5. The problem is that there are many ways to minimize or completely blow the positive effects of 360 reviews – doing more harm than good. Of course this is why we develop software, but more on that in a second. These are just some of the problems noted in the research. There is a geometric increase in interactions with each additional reviewer as the data must be collected, managed, analyzed considered and reported onThe data collected from all these sources can be suspect or divergent unless proper context is given.You need to consider employees, reviewers and your questions longitudinally to develop a meaningful understanding of their correlationsHaving more people involved in the review process requires that more people be trained in the review process and criterion and rubricAnalysis and interpretation Guidelines – need to be properly developed, communicated and auditedManage the feedback process – it is only data
  6. For many reasons, 360 reviews are more susceptible to the foibles of performance reviews and human psychology than any other kind. Done poorly, you can give an employee the sense that he or she is being ganged up on, ambushed. Most critically, 360 reviews are damaging if there is a punitive air about them. For every measure, there must be a policy approach to determining and then coping with short-comings. The message here is that the individual is a valued member of the organization and we are all committed to their success.
  7. The 360 review process will not cover for an ill-conceived competency construct, in fact it may expose it’s deficiencies faster. Unless there is a considered approach to aligning competencies with operations and strategy, it will be difficult to know what to do with 360 data and it may lead to the wrong people getting the wrong training resources.
  8. The 360 review data needs to be considered like any other set of data. Chances are you won’t have enough reviews on any one employee to have a sample size that makes traditional statistical analysis helpful. You need to look for outliers in the data and understand them or cope with the appropriately.
  9. There is a particularly effective time in the lifespan of an employee to use the 360 review. And now Mitch will talk about how we have developed our tool to support these concepts
  10. Job descriptions are an anchor to a successful talent management program. The balance of competencies, criteria, tasks and outcomes define the primary context for what will and will not get accomplished…to the extent that they are also the basis for assessment of job performance.However, There are two overarching reasons that we were driven to create a special tool for managing job descriptionsThe accreditation requirements imposed by JAHCOThe explosion of highly-technical and specific job descriptions
  11. JCAHO or the Joint Commission has clear expectation for the minimum requirements that all accredited facilities must meet and focuses on the population served and legal compliance for clinical positions, Competency-based rather than criteria-basedHealthcare has witnessed an explosion of specific job classifications making compliance a challenge, but a necessary one.
  12. The fact is, the Joint Commission requirements represent our best thinking on job description management whether you are concerned with patient safety or organizational effectivenessThere is little doubt that many areas of work are becoming ever more specialized. Particularly in highly technical fields, the specifics of credentials, empirically measurable competencies, and ever-changing lists of software and hardware experience that make evolving teams effective are outside the realm of information that a busy HR department can keep on top of. Likewise, line managers are unlikely to remain highly attuned to the legal and policy issues that make up HR’s day. There are myriad article and papers that call for clear expectations as an integral part of job satisfaction and peak performance, but clearly this can only be achieved anymore with a tight collaboration between technical line managers and HR.