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Putting the right people in the
right job is a top priority at Interregna
 It’s also a top priority for our clients;
who need to put together teams who can work together in highly
competitive environments.
Here, Robert Kenwrick, an HR specialist placed by Interregna
at a major telecoms group, shows how, by evaluating their jobs
using a computer-assisted job evaluation tool, could lead, ultimately,
to a more competent, and less expensive workforce!
“One of the most challenging tasks
facing any manager is placing the right people in the right
jobs. A wrong move can
mean lost productivity for the company, high turnover, lower
worker morale, and sometimes, troublesome law-suits, brought
by disgruntled employees.
It is usually rewards (and particularly so-called “fat-cat
pay”) which hits the headlines, but the hard work of pay
management happens closer to the shop floor, in evaluating the
core competencies of every individual in the workforce. This
mapping and charting process is particularly relevant when two
companies merge. In such a case, two sets of job descriptions
fitting the new organisation have to be melded together, and,
for the organisation to be successful, the more competent people
from each organisation need to be identified and appointed. More
than likely, different salary policies also have to be merged,
taking into account the different values in each corporate culture.
The good news is that continuous research in this field has
led to a fairly pragmatic way of executing HR consolidation.
The starting point, particularly in a merger, is to match the
new organisational structure to the business model. Since the
newly created business will have a different business focus,
it makes sense for the new job evaluation scheme to underpin
any new objectives.
Job descriptions for the new organisation need to be defined,
probably by the HR team, supported by line managers. The jobs
are then evaluated by trained evaluators, using the new job evaluation
scheme and a market-related graded salary structure developed.
In parallel with this activity, competency
profiles need to be established for all members of staff in
the two organisations
so as to establish those individuals that are most likely to
succeed in the various job roles. Moving forward, each ‘best-fit
person’ is migrated to the new pay scales. At this time
procedures should be established for the recruitment of new staff.
Of course, this sounds simple in theory.
But studies of some 286 competency models over the last 30
years have resulted in
the construction of a generic competencies dictionary identifying
20 competencies which capture 80 to 95 per cent of the distinguishing
characteristics of superior performance. (‘Competence at
Work – Models for Superior Performance’ by Lyle & Signe
Spencer).
This dictionary has been further developed into a software tool
which supports the job evaluation process. Additional modules
support performance-related pay and identlfy potential equal
pay problems as well. In other words, the software ensures fairness
whilst rewarding outstanding contribution. Using the dictionary,
the HR consultant can help any client identify those distinguishing
characteristics of superior performance amongst staff relevant
to the core business, often resulting in improvements in their
performance and in all-round business performance.
On a recent Interregna assignment, the job
evaluation review produced potential savings of £17 million.
As the group moves forward, it is likely that this tried-and-tested
methodology
will be used to achieve these savings, whilst rewarding those
staff who put in the greatest effort.
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