The right to know the role of all stakeholders in an organization, it is essential to determine where you are going and how we’re doing

Recruited and selected a contingent of soldiers who are going for a special mission, it is necessary to determine what, when, how and what they will do certain functions or tasks to be undertaken by each of the members of the group. It is very important to define all the tasks that make the soldier Ayala, as well as the requirements that must have the General Gomez to lead the group. This leads us to address an issue of great importance in human resource management: description and analysis of charge.

WHAT IS IT?

The job descriptions is to list the tasks or responsibilities that make up a charge and that set you apart from others is the detailed enumeration of the tasks of the post (which you do in your work), the frequency of performance (how often perform the work), the methods used for implementation of tasks (how you do it) and the objectives of the office (why are you going to do).

Furthermore, the description of charges is directed towards the contents thereof, ie its intrinsic.

On the other hand, the study and analysis of charges determines all the requirements, responsibilities and conditions including the position requires to do the best possible way., Ie comprises the extrinsic aspects of the work or task that is going to do.

STRUCTURE ANALYSIS OF CHARGES

Requirements intellectuals: if you were manager of a company, not by the mind would you take as a secretary to a girl of eight years, since their knowledge is still not the most appropriate for the execution of that office has no experience, adaptability may be a bit tricky and skills are still not the best to perform such work.

Physical requirements: If you were a coach of a football team goalkeeper would never put a man who is missing an arm and is also blind. In this area of analysis of charges, it is very important for certain tasks, possess capacities for physical effort, a suitable visual ability, skill or ability to perform any work and physique in line with the task.

Implied Responsibilities: never would let the biggest thief of all time take care of your capital or your resources. At this point is very important to have good personal supervision by a boss, a special care for the material, tools or equipment with which it is working, no appropriation of money, securities or property of the company documents or transmitting sensitive information from it.

Working conditions: it is very important to work in a healthy environment in which the occupant of a position to adapt and perform at your best at work. It would be sensible to work on the edge of a precipice or to people that there may be more moody.

It is very important that the staff of a company is the most suitable for the wellbeing of the same

METHODS OF DESCRIPTION AND ANALYSIS OF CHARGES

Direct observation is always necessary to see if someone is doing its work with the best and the highest quality, and collect this information to analyze whether to any improvement or change, however the absence of direct contact with the person that is working, you can make the data not be as truthful as you can imagine.

Method of survey: here is very important to ask the manager to perform work to complete a questionnaire that specifies all the characteristics of his office, so as to get useful information to analyze it.

Method of interview is at this point that talking face to face an analyst position and an employee and accurate information is obtained through dialogue and direct approach. It is important that communication is clear and well directed.

Now to finish and as a conclusion, it is very important to determine what is being done, how, how often and why, and to establish whether the staff is the best way to achieve the objectives of a company because you never know unintentionally may be sleeping with the enemy ….

The description and analysis of charges have a direct bearing on productivity and competitiveness of enterprises, since they imply a direct relationship with the human resources that ultimately is the basis for the development of any organization. They are tools that enable the efficiency of personnel management in that they are the basis for it. A description and analysis of objections conscientious and judicious simplification result in other tasks of this branch of the organization

The job descriptions is a basic source of information for all human resource planning. It is necessary for the selection, training, workload, incentives and salary administration.

Is a process that is to list the tasks or responsibilities that make up a charge and that differentiate it from other positions that exist in an enterprise, is the detailed enumeration of the powers or duties of the office (what the occupant), the implementation schedule (when it does), the methods used to implement the functions or tasks (how do) and the objectives of the post (why do). It is basically an inventory of the significant aspects of the office and the duties and responsibilities that includes. All phases that run at work is the total charge. A charge is the meeting of all activities carried out by one person, which can be unified into a single concept and occupies a place in the formal organization. ”

Of course, job descriptions are useful, but can afford individual deviations. A new employee will want to know what is expected of him, and when the supervisor becomes aware of coordination problems between employees need to know what are the roles of each.

The description should, ideally, to distinguish between required and discretionary content of each post. Thus, it may be required, for example, each vendor submit a weekly report of their visits, while more experienced salesman and ability can use their discretion to inform management about the changing market conditions, its origins and possible corrective actions in the product line.

In summary, the description of charges is directed towards the content of the charge, ie, toward the intrinsic aspects of the charges.

The analysis of objections has to do with the extrinsic aspects, ie the requirements that the position requires the occupant.

It aims to study and determine all the requirements, responsibilities and conditions including that the charge required to perform it properly. This analysis is the basis for the evaluation and classification of the charges will be made for comparison.

There are different ways to group and organize the tasks and duties, and there will be variations depending on whether manual jobs, clerical, production, and others. The main categories of analysis that could be included are:

A) procedures, equipment and materials that the employee should know, typical problems and receive applications. b) Scope of responsibility, scope of discretion, “the period of control.” c) Rules on performance and workload. d) Relations; interfaces of office. e) Monitoring, relations of dependency. f) Period of qualification, testing and training. g) Working conditions, hazards. h) Promotion and career opportunities.

The analysis of objections is a structure that focuses on four areas of criteria: intellectual, physical, implied responsibilities, working conditions. Each of these four areas are divided specifications on several factors such as experience, for example, in the area of intellectual requirements. These factors are specified benchmarks for analyzing a large number of charges in an objective, they are real measuring instruments, built according to the nature of the charges in the company. If the nature of the charges to be tested varies, so it will vary not only specifications factors considered, but also the range of variation and behavioral characteristics.

There are several methods of description and analysis of charges, including: Direct observation of the worker performing the work; the questionnaires to workers and their line managers, the direct interview to the employee; mixed methods combining two or more of the foregoing. The latter have the potential to overcome the disadvantages of each method, thus making more reliable the study.

The description of fees is important because it is key issues, the what, how, when and why. These questions provide the basis for the limitation of a fee, allow to delimit all obligations and duties and powers that are elements of work and should meet the occupant.

It is vitally important because the analysis of charges through it: it follows, analyzes and develops occupational data relating to the charges, qualities necessary to fill the positions and characteristics of the occupant, which form the basis for vocational guidance, wage assessment, the use of workers and other personnel practices. Study assignments in industries, businesses and other organizations and produce descriptions of elements of the charges and the physical and intellectual requirements must have the occupant. Define, classify and correlate occupational data, develops guidance facilities for unskilled workers or who want to change position, and prepare interview procedures to facilitate placement of workers, using data to develop wage assessment systems and recommends changes in the classification charges, prepare charts, develops monographs (by describing patterns and industry trends) tests designed to measure occupational knowledge and skills of workers and occupational-related search performed

The job evaluation, as its name suggests is to know well the role of all stakeholders in an organization to determine where you are going and how you’re doing.

It is also a source of information for all human resource planning. It is necessary for the selection, training, workload, incentives and salary administration.

The description and analysis of charges have a direct bearing on productivity and competitiveness of enterprises, since they imply a direct relationship with the human resources that ultimately is the basis for the development of any organization. They are tools that enable the efficiency of personnel management in that they are the basis for it. A description and analysis of objections conscientious and judicious simplification result in other tasks of this branch of the organization

IS

The job descriptions is to list the tasks or responsibilities that make up a charge and that set you apart from others is the detailed enumeration of the tasks of the post (which you do in your work), the frequency of performance (how often perform the work), the methods used for implementation of tasks (how you do it) and the objectives of the office (why are you going to do).

Furthermore, the description of charges is directed towards the contents thereof, ie its intrinsic.

On the other hand, the study and analysis of charges determines all the requirements, responsibilities and conditions including the position requires to do the best possible way., Ie comprises the extrinsic aspects of the work or task that is going to do.

STRUCTURE ANALYSIS OF CHARGES

Requirements intellectuals: if you were manager of a company, not by the mind would you take as a secretary to a girl of eight years, since their knowledge is still not the most appropriate for the execution of that office has no experience, adaptability may be a bit tricky and skills are still not the best to perform such work.

Physical requirements: If you were a coach of a football team goalkeeper would never put a man who is missing an arm and is also blind. In this area of analysis of charges, it is very important for certain tasks, possess capacities for physical effort, a suitable visual ability, skill or ability to perform any work and physique in line with the task.

Implied Responsibilities: never would let the biggest thief of all time take care of your capital or your resources. At this point is very important to have good personal supervision by a boss, a special care for the material, tools or equipment with which it is working, no appropriation of money, securities or property of the company documents or transmitting sensitive information from it.

Working conditions: it is very important to work in a healthy environment in which the occupant of a position to adapt and perform at your best at work. It would be sensible to work on the edge of a precipice or to people that there may be more moody.

METHODS OF DESCRIPTION AND ANALYSIS OF CHARGES

Direct observation is always necessary to see if someone is doing its work with the best and the highest quality, and collect this information to analyze whether to any improvement or change, however the absence of direct contact with the person that is working, you can make the data not be as truthful as you can imagine.

Method of survey: here is very important to ask the manager to perform work to complete a questionnaire that specifies all the characteristics of his office, so as to get useful information to analyze it.

Method of interview is at this point that talking face to face an analyst position and an employee and accurate information is obtained through dialogue and direct approach. It is important that communication is clear and well directed.

About skills and competencies, please visit the channel of human resources.

RANKING METHOD OF FLEX O

The method of assessing charges for staging is to have the charges in order of increasing or decreasing relative to some standard of comparison, in other words is to rank each in conjunction with others, according to some general factor as “the difficulty of the job. “
is the most rudimentary method of job evaluation, since the comparison between the global and synthetic positions is without conducting any analysis or decomposition, therefore, the comparison tends to be superficial.

A. PROCEDURE.

The procedure is done by the prior definition of the upper and lower staging and assumes the following steps:

1. initially defined the criterion of comparison between the charges, for example, the complexity, importance with respect to the objectives of the company, etc.

2. With respect to the criterion chosen, we define the two extreme points in the staging:
The upper limit, ie, the position he holds as much as possible to the chosen criterion, for example, office complex or more important.
The lower limit, ie, the position that has the least amount of criteria chosen, for example, charge less complex or less important.
Having identified the two limits, the other charges will be in the range of variation established for them.

3. other positions are compared with each other, a position in charge, according to the approach and stepped in ascending or descending order with respect to the criterion.

METHODS predetermined categories

This method could be called the method of simultaneous setbacks. To apply this method is necessary to divide the charges will be compared in sets of charges, default categories, possess certain common characteristics. Next is the application of simple scaling in each of these groups or categories of objections.

Once defined the structure of the organization and carrying out the analysis of charges, this method starts with the prior definition of the categories of objections.

The categories are sets of positions with common characteristics and can be arranged in a hierarchy with default scale. It is very common that some organizations predetermine the following categories of charges:

LABOR CHARGES PER MONTH
Supervisory
Run (not supervisory)

LABOR CHARGES FOR HOURS

Special Features
Qualified
Unskilled or arms

In some organizations the charges are divided into three main categories:

CATEGORY 1

CHARGES NOT QUALIFIED

Working essentially routine, requiring little precision and limited experience.

CATEGORY 2

QUALIFIED OFFICERS

They require a certain intellectual potential and some general and specific experience in performing tasks of a certain variety and difficulty.

CATEGORY 3

OFFICES SPECIALIZED

They require analytical and creative mind to solve complex technical problems and develop methods.

Once you have determined the most appropriate number of categories for the organization, each category must be clearly defined in terms of level of responsibility and other requirements and common demands of each grade.

The definitions of the categories should be written and passed to establish a pattern or framework against which other charges are assessed and classified in the appropriate grade. Sometimes it is interesting to establish a reference position for each category, in order to facilitate the comparison process.

The criteria for selecting reference positions are the same as analyzed in the method of staging. Its purpose is to provide a practical means of classification of all positions in an organization, according to the definitions of the categories. This task is usually entrusted to a committee of job evaluation and the results obtained by the consensus of its participants.

The method of predetermined categories provides opportunities for an organization planned. It is more elaborate than the method of escalation and allows very easily, we add new charges to the structure. Although it offers advantages such as speed and administrative simplicity, qualitative methods are not always successful.

The job descriptions is a basic source of information for all human resource planning. It is necessary for the selection, training, workload, incentives and salary administration.

Is a process that is to list the tasks or responsibilities that make up a charge and that differentiate it from other positions that exist in an enterprise, is the detailed enumeration of the powers or duties of the office (what the occupant), the implementation schedule (when it does), the methods used to implement the functions or tasks (how do) and the objectives of the post (why do). It is basically an inventory of the significant aspects of the office and the duties and responsibilities that includes. All phases that run at work is the total charge. A charge is the meeting of all activities carried out by one person, which can be unified into a single concept and occupies a place in the formal organization. ”

Of course, job descriptions are useful, but can afford individual deviations. A new employee will want to know what is expected of him, and when the supervisor becomes aware of coordination problems between employees need to know what are the roles of each.

The description should, ideally, to distinguish between required and discretionary content of each post. Thus, it may be required, for example, each vendor submit a weekly report of their visits, while more experienced salesman and ability can use their discretion to inform management about the changing market conditions, its origins and possible corrective actions in the product line.

The job descriptions are geared towards the content of the charge, ie, toward the intrinsic aspects of the charges.

The analysis of objections has to do with the extrinsic aspects, ie the requirements that the position requires the occupant.

It aims to study and determine all the requirements, responsibilities and conditions including that the charge required to perform it properly. This analysis is the basis for the evaluation and classification of the charges will be made for comparison.

There are different ways to group and organize the tasks and duties, and there will be variations depending on whether manual jobs, clerical, production, and others. The main categories of analysis that could be included are:

A) procedures, equipment and materials that the employee should know, typical problems and receive applications. b) Scope of responsibility, scope of discretion, “the period of control.” c) Rules on performance and workload. d) Relations; interfaces of office. e) Monitoring, relations of dependency. f) Period of qualification, testing and training. g) Working conditions, hazards. h) Promotion and career opportunities.

The analysis of objections is a structure that focuses on four areas of criteria: intellectual, physical, implied responsibilities, working conditions. Each of these four areas are divided specifications on several factors such as experience, for example, in the area of intellectual requirements. These factors are specified benchmarks for analyzing a large number of charges in an objective, they are real measuring instruments, built according to the nature of the charges in the company. If the nature of the charges to be tested varies, so it will vary not only specifications factors considered, but also the range of variation and behavioral characteristics.

There are several methods of description and analysis of charges, including: Direct observation of the worker performing the work; the questionnaires to workers and their line managers, the direct interview to the employee; mixed methods combining two or more of the foregoing.

These have the potential to overcome the disadvantages of each method, thus making more reliable the study.

The description of fees is important because it is key issues, the what, how, when and why. These questions provide the basis for the limitation of a fee, allow to delimit all obligations and duties and powers that are elements of work and should meet the occupant.

It is vitally important because the analysis of charges through it: it follows, analyzes and develops occupational data relating to the charges, qualities necessary to fill the positions and characteristics of the occupant, which form the basis for vocational guidance, wage assessment, the use of workers and other personnel practices. Study assignments in industries, businesses and other organizations and produce descriptions of elements of the charges and the physical and intellectual requirements must have the occupant. Define, classify and correlate occupational data, develops guidance facilities for unskilled workers or who want to change position, and prepare interview procedures to facilitate placement of workers, using data to develop wage assessment systems and recommends changes in the classification charges, prepare charts, develops monographs (by describing patterns and industry trends) tests designed to measure occupational knowledge and skills of workers and occupational-related search performed.

The methods are:

METHOD OF FACTORS FOR COMPARISON:

It is an analytical technique, because the charges are compared in detail with assessment factors.

The creation of the factor comparison method is attributed to Eugene Benge, who initially proposed five generic factors, namely:

Requirements intellectual · Ability required · Requirements physical · Responsibility · Conditions of work. The factor comparison method requires the following steps to be developed after the analysis of positions: 1. Choice of assessment factors. The benchmarks are factors, ie real instruments that allow comparison staggered positions to evaluate. The choice of assessment factors depend on the types and characteristics of the charges will be assessed. The basic idea of this method is to identify short and broader factors, to provide simplicity and speed in comparison. 2. Defining the meaning of each evaluation factor. The better the definition of the factors, the greater the precision of the method. 3. Election of officers of reference to facilitate comparisons of the other posts.

The reference positions are chosen to facilitate the handling of the assessment factors. 4. Phasing of evaluation factors. each position is evaluated by scaling the assessment factors. Suppose that the reference positions chosen are the receptionist and the cleaners.

FLEX ORDER FACTORS

Cleaners

RECEPTIONIST

1

Physical requirements

Skills required

2

Working conditions

Disclaimer

3

Skills required

Requirements intellectuals

4

Disclaimer

Physical requirements

5

Requirements Individual

Working conditions

5. Setbacks are independent for each factor in the assessment of factors relevant charges. 6. Taking as reference base charges, the factors should be positioned and balanced in their individual contribution to the total, so that the total amount of wages earned by reference to a split and can be considered in absolute terms for each factor. 7. Assembling a staggering array of factors d evaluation. Now the task is to compare the results obtained in the evaluation of factors with those obtained in the original scaling factor. In practice this task is not easy.

The simplest is to assemble a staggering array of factors in which each evaluation factor is doubled and staggered according to their importance in positions of reference. 8. Comparative scale of charges. The next step is to transform the matrix of staging and assessment of factors on a comparative scale of charges. Through this scale, each charge is spread out over each of the factors or through comparison of the factors, and then add the values in dollars or percentage to have the overall evaluation of the position.

METHOD OF EVALUATION POINTS: This method was created by the U.S. Merrill R. Lott and is the most refined and used in the methods for the assessment of charges. It is a quantitative technique in which are assigned numerical values (points) to each element or aspect of the office and get a total value of the sum of numeric values. The method of evaluation points are based on a prior analysis of charges and requires the following steps: 1. choice of assessment factors. The identification of the factors is directly related to the types of positions to be evaluated.

More than individual factors, we speak of four groups of factors:
a. Intellectual requirements
b. Physical requirements
c. Responsibilities involved
d. Working conditions These four groups typically involve the following factors:

EVALUATION FACTORS

A. INTELLECTUAL REQUIREMENTS

1. Basic Instruction
2. Previous experience
3. Initiative and resourcefulness

B. PHYSICAL REQUIREMENTS
1. physical effort required
2. visual mental concentration or

C. LIABILITY FOR

1. Supervising staff
2. Material or equipment
3. Methods or processes
4. Confidential information

D. WORKING CONDITIONS

1. Work environment
2. Risks.

2. weighting of evaluation factors weighting of evaluation factors is in accordance with their relative importance, once they are not identical in their contribution to the performance of roles, requiring compensatory adjustments. 1. assembly point scale. Is the attribution of numerical values (points) to various degrees of each factor. Generally, the lowest level of each factor (grade A) corresponds to the value of the percentage weighting. That is, the weighted values serve as a basis for evaluating point scales for each factor and will be the point value for the grade of each factor. Set numerical values (points) for the grade of each factor, the next step is the allocation of points to grades B, C, D and so on.

2. Mounting job evaluation manual. Once the assembly point scale, we proceed to define the meaning of each of the assessment factors. This mounting job evaluation manual, a sort of guide or standard for comparison between different degrees of each factor and their respective point values. Each factor has a manual page. STEP

3: Group SIMILAR POSITIONS IN GRADES PAY

Method descriptive phrases:

This method is slightly different from the method of forced choice, only because it requires the choice of mandatory sentences. The evaluator noted only phrases that characterize the performance of the subordinate (A “” or “S”) and those that actually show the opposite of their performance (sign “-” or “N”).

Let me explain the method of forced choice, so they can complement …

Forced Choice Method.

The forced-choice method (Forced choice method) is a performance evaluation method developed by a team of U.S. technicians during the Second World War for the selection of officers of the armed forces of their country that they should be promoted. The army wanted to achieve an evaluation system to neutralize the effects of halo, subjectivism and protectionism own graphic scale method, used previously did not allow for effective results, and the forced-choice method, applied experimentally allowed satisfactory results, and after several companies adapt and implement it.

Features Forced Choice Method: The method of forced choice is to evaluate the performance of individuals using descriptive phrases of alternative types of individual performance. In each block or set of two, four or more is applied to the evaluated employee performance. This involves the designation of “forced choice.” The nature of the sentences can vary greatly, however, there are two forms of composition:

A) are building blocks of positive meaning phrases and two negative meaning. In judging the employee, the supervisor or assessor chooses the phrase that best fits and then the least in line with the performance evaluated.

B) The blocks are only four words of positive significance. In judging the employee, the supervisor or assessor chooses the phrases that best meet the performance evaluated.

In the form of blocks of positive and negative meaning, the supervisor or the evaluator are able to perceive and identify phrases that may add points could thus, with some subtlety, distort the outcome of the evaluation. However, in the form of blocks of meaning only positive, the presence of sentences with a single positively-led evaluation very difficult, leading to the supervisor or assessor to reflect and ponder on each block and select the most descriptive phrases of effective performance the evaluation. Thus, they avoid personal influences common to any process of personal assessment. In fact, the experience between the two forms above, the second presents the best results. It is also noted that, in general, the assessor usually choose to resist the negative phrases to define the performance of their subordinates. The phrases that make up the sets or blocks are not chosen randomly, but should be reasonably selected by a statistical proce
dure aimed at verifying their compliance with existing criteria in the company and its ability to discriminate, through two indices: the applicability index and discrimination index.

Advantages of Forced Choice Method: The forced-choice method has the following advantages:

1. Gives more reliable and free of subjective influences and personal, as it eliminates the effect of generalization. (Halo effect).

2. Its application is simple and requires no intensive preparation or sophisticated of the sample.

Disadvantages of Forced Choice Method: The method of forced choice also has the following disadvantages:

1. Its development and implementation are complex, requiring careful and time-consuming approach.

2. The method is essentially comparative and discriminative and presents overall results, it discriminates only good employees, medium and weak, without giving further details.

3. When used for development of human resources, requires a complement of information on training needs and so development potential.

4. Leave the assessor without any notion of the outcome of the assessment with respect to their subordinates.
 The methods are:

METHOD OF FACTORS FOR COMPARISON:

It is an analytical technique, because the charges are compared in detail with assessment factors.

The creation of the factor comparison method is attributed to Eugene Benge, who initially proposed five generic factors, namely:

Requirements intellectual · Ability required · Requirements physical · Responsibility · Conditions of work. The factor comparison method requires the following steps to be developed after the analysis of positions: 1. Choice of assessment factors. The benchmarks are factors, ie real instruments that allow comparison staggered positions to evaluate. The choice of assessment factors depend on the types and characteristics of the charges will be assessed. The basic idea of this method is to identify short and broader factors, to provide simplicity and speed in comparison. 2. Defining the meaning of each evaluation factor. The better the definition of the factors, the greater the precision of the method. 3. Election of officers of reference to facilitate comparisons of the other posts.

The reference positions are chosen to facilitate the handling of the assessment factors. 4. Phasing of evaluation factors. each position is evaluated by scaling the assessment factors. Suppose that the reference positions chosen are the receptionist and the cleaners.

FLEX ORDER FACTORS

Cleaners

RECEPTIONIST

1

Physical requirements

Skills required

2

Working conditions

Disclaimer

3

Skills required

Requirements intellectuals

4

Disclaimer

Physical requirements

5

Requirements Individual

Working conditions

5. Setbacks are independent for each factor in the assessment of factors relevant charges. 6. Taking as reference base charges, the factors should be positioned and balanced in their individual contribution to the total, so that the total amount of wages earned by reference to a split and can be considered in absolute terms for each factor. 7. Assembling a staggering array of factors d evaluation. Now the task is to compare the results obtained in the evaluation of factors with those obtained in the original scaling factor. In practice this task is not easy.

The simplest is to assemble a staggering array of factors in which each evaluation factor is doubled and staggered according to their importance in positions of reference. 8. Comparative scale of charges. The next step is to transform the matrix of staging and assessment of factors on a comparative scale of charges. Through this scale, each charge is spread out over each of the factors or through comparison of the factors, and then add the values in dollars or percentage to have the overall evaluation of the position.

METHOD OF EVALUATION POINTS: This method was created by the U.S. Merrill R. Lott and is the most refined and used in the methods for the assessment of charges. It is a quantitative technique in which are assigned numerical values (points) to each element or aspect of the office and get a total value of the sum of numeric values. The method of evaluation points are based on a prior analysis of charges and requires the following steps: 1. choice of assessment factors. The identification of the factors is directly related to the types of positions to be evaluated.

More than individual factors, we speak of four groups of factors:
a. Intellectual requirements
b. Physical requirements
c. Responsibilities involved
d. Working conditions These four groups typically involve the following factors:

EVALUATION FACTORS

A. INTELLECTUAL REQUIREMENTS

1. Basic Instruction
2. Previous experience
3. Initiative and resourcefulness

B. PHYSICAL REQUIREMENTS
1. physical effort required
2. visual mental concentration or

C. LIABILITY FOR

1. Supervising staff
2. Material or equipment
3. Methods or processes
4. Confidential information

D. WORKING CONDITIONS

1. Work environment
2. Risks.

2. weighting of evaluation factors weighting of evaluation factors is in accordance with their relative importance, once they are not identical in their contribution to the performance of roles, requiring compensatory adjustments. 1. assembly point scale. Is the attribution of numerical values (points) to various degrees of each factor. Generally, the lowest level of each factor (grade A) corresponds to the value of the percentage weighting. That is, the weighted values serve as a basis for evaluating point scales for each factor and will be the point value for the grade of each factor. Set numerical values (points) for the grade of each factor, the next step is the allocation of points to grades B, C, D and so on.

2. Mounting job evaluation manual. Once the assembly point scale, we proceed to define the meaning of each of the assessment factors. This mounting job evaluation manual, a sort of guide or standard for comparison between different degrees of each factor and their respective point values. Each factor has a manual page. STEP

3: Group SIMILAR POSITIONS IN GRADES PAY

Method descriptive phrases:

This method is slightly different from the method of forced choice, only because it requires the choice of mandatory sentences. The evaluator noted only phrases that characterize the performance of the subordinate (A “” or “S”) and those that actually show the opposite of their performance (sign “-” or “N”).

Let me explain the method of forced choice, so they can complement …

Forced Choice Method.

The forced-choice method (Forced choice method) is a performance evaluation method developed by a team of U.S. technicians during the Second World War for the selection of officers of the armed forces of their country that they should be promoted. The army wanted to achieve an evaluation system to neutralize the effects of halo, subjectivism and protectionism own graphic scale method, used previously did not allow for effective results, and the forced-choice method, applied experimentally allowed satisfactory results, and after several companies adapt and implement it.

Features Forced Choice Method: The method of forced choice is to evaluate the performance of individuals using descriptive phrases of alternative types of individual performance. In each block or set of two, four or more is applied to the evaluated employee performance. This involves the designation of “forced choice.” The nature of the sentences can vary greatly, however, there are two forms of composition:

A) are building blocks of positive meaning phrases and two negative meaning. In judging the employee, the supervisor or assessor chooses the phrase that best fits and then the least in line with th
e performance evaluated.

B) The blocks are only four words of positive significance. In judging the employee, the supervisor or assessor chooses the phrases that best meet the performance evaluated.

In the form of blocks of positive and negative meaning, the supervisor or the evaluator are able to perceive and identify phrases that may add points could thus, with some subtlety, distort the outcome of the evaluation. However, in the form of blocks of meaning only positive, the presence of sentences with a single positively-led evaluation very difficult, leading to the supervisor or assessor to reflect and ponder on each block and select the most descriptive phrases of effective performance the evaluation. Thus, they avoid personal influences common to any process of personal assessment. In fact, the experience between the two forms above, the second presents the best results. It is also noted that, in general, the assessor usually choose to resist the negative phrases to define the performance of their subordinates. The phrases that make up the sets or blocks are not chosen randomly, but should be reasonably selected by a statistical procedure aimed at verifying their compliance with existing criteria in the company and its ability to discriminate, through two indices: the applicability index and discrimination index.

Advantages of Forced Choice Method: The forced-choice method has the following advantages:

1. Gives more reliable and free of subjective influences and personal, as it eliminates the effect of generalization. (Halo effect).

2. Its application is simple and requires no intensive preparation or sophisticated of the sample.

Disadvantages of Forced Choice Method: The method of forced choice also has the following disadvantages:

1. Its development and implementation are complex, requiring careful and time-consuming approach.

2. The method is essentially comparative and discriminative and presents overall results, it discriminates only good employees, medium and weak, without giving further details.

3. When used for development of human resources, requires a complement of information on training needs and so development potential.

4. Leave the assessor without any notion of the outcome of the assessment with respect to their subordinates.

JOB:

Set of tasks performed by one person. “The total work assigned to an individual worker, consisting of a specific set of duties and responsibilities.

The total number of jobs in an organization equals the number of employees plus vacancies “(American Compensation Association, 1992).

TASK: A unit of work “discreetly organized” (which can be assigned to a job or other), with a beginning and an end, clearly defined by an individual to achieve the goals of a job. Act or sequence of events clustered in time, to contribute to a specific outcome, for the achievement of a goal … (Fine & Wiley, 1971).

MicroMove: The lowest work activities, which include such basic movements such as reach, drop, drop, etc..

ELEMENT: A set of two or more micro-movements, which are usually deemed to be a more or less complete, as would: lift, carry and place an article.

POSITION: The set of all tasks to be performed by a worker. A charge may consist of several tasks such as typing, filing and taking dictation or may be formed by a single task.

OCCUPATIONAL LEVEL: Level of worker according to the hierarchy of the organization (managers, employees, skilled workers, general workers).

First some basic definitions:

Work Study: This refers generically true work study techniques and in particular the study of methods and work measurement used to examine human work in all contexts and are systematically investigate all the factors that influence efficiency and economics of the situation studied in order to make improvements.

Measurement of work: It is the application of techniques to determine the time it takes a skilled worker in carrying out a task according to a predetermined performance standard.

Study methods: It is the systematic recording and critical examination of the ways to carry out activities to make improvements.

I recommend you read the definitions of occupational level, job, position, role, task, and grabbing element for you to soak up what is assessed by studying a fee.

Work study has two very important and quite different:
Find a better way to perform a task.
Determine how much to take on that task.
Thus, the study of work consists of two interrelated techniques. The first, the study of methods, considers how to do a job, the second measurement of work, aims to find out how long it takes to run it.

In the study of methods are seven essential steps: Select the task that must be studied. Define the objectives. Record all relevant facts. Critically examine the facts. Develop a better method. Set the new method. Keep the new method.

The purpose of the measurement work is to study long they should take the job. This information can be used for two main purposes: First, it can be used retrospectively to assess past performance. Secondly, you can use to look forward, to set future goals. Time is not the same type than real time. Is the average time that a task can be completed by a competent person in their work. Not the best worker, but by an average worker. Includes adequate space for relaxation and contingencies.

For example, milk a cow is an optimal time since the udders are washed with warm water until you enter the order automatically. It was decided that time should be for example 20 seconds, so that the operator must flush with the left while using the right to take work items (hose, order …). The study of methods helps us to be 20 seconds or more or less to be later in the transaction. Methods The study tells us how to perform the task (first holding the hose with the right …). The work measurement tells us that such operations should be normal in 20 seconds.

The relationship between the study of work and remuneration, be it salary or incentive, is direct and very important, while more complicated work, that is, the more preparation and qualification required by the individual who develops the work greater will be the compensation and the better you do, (for example, if the person milking takes less than 20 seconds and improves production) then it deserves to win the incentive.

METHOD OF FACTORS FOR COMPARISON:

It is an analytical technique, because the charges are compared in detail with assessment factors. The creation of the factor comparison method is attributed to Eugene Benge, who initially proposed five generic factors, namely:

1. Requirements
intellectuals.

2. Skills required.

3. Physical requirements ·

4.Responsabilidad

5. Working conditions.

The factor comparison method requires the following steps to be developed after the analysis of positions: 1. Choice of assessment factors. The benchmarks are factors, ie real instruments that allow comparison staggered positions to evaluate. The choice of assessment factors depend on the types and characteristics of the charges will be assessed. The basic idea of this method is to identify short and broader factors, to provide simplicity and speed in comparison. 2. Defining the meaning of each evaluation factor. The better the definition of the factors, the greater the precision of the method. 3. Election of officers of reference to facilitate comparisons of the other posts. The reference positions are chosen to facilitate the handling of the assessment factors. 4. Phasing of evaluation factors. each position is evaluated by scaling the assessment factors.

Suppose the reference positions chosen are the receptionist and the cleaners.
ORDER OF FACTORS cleaners FLEX RECEPTIONIST
1 Physical requirements Skills required
2 Working conditions Disclaimer
Requirements Skills required three intellectuals
4 Liability Physical requirements
5 Individual Requirements Working conditions

5. Setbacks are independent for each factor in the assessment of factors relevant charges. 6. Taking as reference base charges, the factors should be positioned and balanced in their individual contribution to the total, so that the total amount of wages earned by reference to a split and can be considered in absolute terms for each factor. 7. Assembling a staggering array of factors d evaluation. Now the task is to compare the results obtained in the evaluation of factors with those obtained in the original scaling factor. In practice this task is not easy. The simplest is to assemble a staggering array of factors in which each evaluation factor is doubled and staggered according to their importance in positions of reference. 8.

Comparative scale of charges. The next step is to transform the matrix of staging and assessment of factors on a comparative scale of charges. Through this scale, each charge is spread out over each of the factors or through comparison of the factors, and then add the values in dollars or percentage to have the overall evaluation of the position.

METHOD OF EVALUATION POINTS: This method was created by the U.S. Merrill R. Lott and is the most refined and used in the methods for the assessment of charges. It is a quantitative technique in which are assigned numerical values (points) to each element or aspect of the office and get a total value of the sum of numeric values. The method of evaluation points are based on a prior analysis of charges and requires the following steps: 1. choice of assessment factors. The identification of the factors is directly related to the types of positions to be evaluated. More than individual factors, we speak of four groups of factors: a. B. intellectual Requirements C. Physical requirements D. Responsibilities involved Working conditions These four groups typically involve the following factors: EVALUATION FACTORS A. INTELLECTUAL REQUIREMENTS 1. Basic training in February. Previous experience in March. Initiative and resourcefulness B. PHYSICAL REQUIREMENTS 1. physical effort required 2. mental or visual concentration C. LIABILITY 1. Supervising staff 2. Material or equipment 3. Methods or processes 4. D. Confidential Information WORKING CONDITIONS 1. Work environment 2. Risks. 2. weighting of evaluation factors weighting of evaluation factors is in accordance with their relative importance, once they are not identical in their contribution to the performance of roles, requiring compensatory adjustments. 1. assembly point scale. Is the attribution of numerical values (points) to various degrees of each factor. Generally, the lowest level of each factor (grade A) corresponds to the value of the percentage weighting. That is, the weighted values serve as a basis for evaluating point scales for each factor and will be the point value for the grade of each factor. Set numerical values (points) for the grade of each factor, the next step is the allocation of points to grades B, C, D and so on. 2. Mounting job evaluation manual. Once the assembly point scale, we proceed to define the meaning of each of the assessment factors. This mounting job evaluation manual, a sort of guide or standard for comparison between different degrees of each factor and their respective point values.

An occupational profile is a description of the skills that a professional or worker must have to perform a job efficiently.

Another short definition is:

“The description of occupations in the sector employer and that are or are expected to be played by the graduate of a program or worker.” Trying to establish a relationship-based cargo-liability as well as components, attitudes, skills and abilities required for the performance of office.

An occupational profile, a description is also widely used in educational institutions, which describes the skills students acquire at the end of their academic work.

The creation of an occupational profile can be considered a part of the analysis and description of positions, and that from the business needs, occupational profiles are created as an element in the selection and analysis of personnel.

Types of profiles:

Professional Profile: The profiles of possible careers that can perform certain functions:

For example: Position: Business Manager: Professional Profile: Graduates in Business Administration with a specialization in sales ….

Occupational Profile: The following tracks will be trained on … and you can …

For example: The employee must be able to:

Design, develop and implement process automation in industries …
Analyze, adapt and create technology in the field of Industrial Automation …
Provide advice to the industry.
Provide advice to the State in the definition of development and modernization plans …
and you can …
Have independence to perform these functions.
Move freely.
X Use resources of the company.
Attitudinal Profile: It consists of determining ethical skills, creative and emotional person. (High ethical evaluation, leadership, emotional intelligence out …)

Example: To perform with expertise in their professional work:

You must have a spotless ethical and respect the values of the company.
Accountable for their actions or attitudes.
Be polite etc … (it all depends on what the company you want).
Usually within the professional profiles in the university were different qualities in different spheres of knowledge.

BUSINESS PROFILE (An example of profiles of university graduates)

The graduate will be trained for using his training to be creative, innovative and optimize resources in pursuit of harmonious coexistence with nature for a better quality of life.

Human: ethics and vision, involved in the operation of plans and programs aimed at seeking a development without undermining the natural resource base available.

Administrative: management capacity and environmental performance to the different entities: Local, Regional, National and International, in environmental terms, and those that required by law.

Technical: to participate in defining viable alternatives in the various development processes.

Social: with a great sense of managing relations with stakeholders, especially community members.

OCCUPATIONAL PROFILE

Professional trained to serve on the promotion and development of programs for natural resource management, control, protection and preservation of the environment.

Supporting the management of participation in management and implementation of plans, programs, projects and policies of environmental development, municipal law enforcement, regional and national levels.

Offices on the technical administration of enterprises with a new projection of environmental dynamics, public and private, of the different sectors of production, water, sewage, energy, road development, urban planning, tourism, among others.

Adopt environmental funding sources, national and international, for the recovery and conservation of natural resources.

Implement projects, urban and rural, oriented toward the pursuit of sustainable development.

Support and facilitate education and training of educators in the dynamic environment

On analysis, recruitment and selection there is enough information, please visit the Human Resources Channel GestioPolis.com.