Competency-Based Job Descriptions

1. WELCOME Competency-Based Job Descriptions

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

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

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

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

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

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

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

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

10. Benefits of Competency-based HR Management

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

12. Traditional JDs vs CBJDs

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

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

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

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

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

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

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

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

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

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

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

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

26. Competency-based Interviewing Questions to Ask • Open questions • Probing questions • Comparative questions Questions to Avoid • Closed questions • Leading questions • Double questions

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