Job Analysis & Descriptions,

Job Evaluation & Grades

Incorporated with Change
Management & Leadership
MASTER-CLASS

10th 13th March 2015 @ Sunbird Mount Soche Hotel ,

Blantyre, Malawi

This
This program
program is
is
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with 66
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HR points
points by
by
SABPP
SABPP

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Body in South Africa.

PENIEL -INTRODUCTION
PENIELisanaccredited,costcompetitiveandleadingtrainingandeducationprovider.WeareaBBBEELevel1
contributorandareregisteredwiththeSABPPasaproviderofEducationandTrainingforthedeliveryofthelearning
programs.

Ourapproachandrelatedexperienceplacesusinanidealpositiontorespondtoclientsneeds.AtPENIEL,weassist
individualsandorganisationsachievetheirgoalsbyenhancingtheirmanagement,leadershipandentrepreneurial
potential.Weapproacheducationholistically-intellectually,emotionallyandspiritually.Withover1,000conferences
andworkshops,fromover500ofthemostreputablelocalandinternationalorganisations,PENIELisoneofthefastest
growingeducationandtrainingorganizationinSouthAfrica.Thishasbeenpossibleonlythroughourabsolute
commitmenttoexcellenceandthehigheststandardsofqualityandservicedeliverytoourclients,staffandall
stakeholdersoverthepastfiveyears.

Course Objective
TheaimofJob Analysis & Description, Job Evaluation & Grades istoprovideasoundknowledgeofjobevaluation
skillsandanunderstandingofhowjobevaluationfitsintothebroadercontextofhumanresourcesmanagement,and
toprovidepracticalskillsintheapplicationofjobevaluationsystems.Mostemployerswanttoensurethattheycan
attract,retainandmotivatethebestemployeesandteams,andthisfour-daycoursewillcoverthekeyareasinjob
evaluationtoolsandtechniquesandbest-practiceprocessesforevaluatingjobsandplacingthemaccuratelyintoyour
overallgradestructure.Thiscoursewillexplorethedifferenttypesofjobevaluationsystemsthatareusedtodayand
giveyouadetailedfamiliarizationwiththeconceptofjobevaluationandanappreciationofthemostcommonlyused
best-practiceapproaches(suchasPatersongradingsystem,TASK,Mercer,Towers-Watson,etc.).Youwillgainhandsonpracticeinevaluatingjobs.ThiscourseissuitableforbothHRgeneralistsandremunerationspecialists,andtheaim
ofthisfour-daycourseistoenableyoutogetabetterunderstandingofhowtoevaluatejobs,andhowtodesigna
gradestructurethatwillhelpyoutoattract,motivateandretainemployees.Thecourseisalsosuitableformanagers
fromHR,finance,administrationandlinemanagersinterestedinjobdesignandjobevaluationandgrading.
TheaimofChange Management and Leadership istoprovideasoundknowledgeoftheconceptsandtheoriesof
changemanagementandtips/toolsonhowyoucanleadasuccessfulandrewardingorganizationalchangeinitiative.
Theguidefocusesontwostreams;theprocessorchangemodel,andthetransitionoremotionalimpactwhen
embarkingonachangeeffort.
Asleadersofchangeyouhaveacriticalroletoplayinensuringthatthechangeeffortissuccessful.AsPeniel,our
facilitatorwillprovideguidanceandsupporttoyouandyourteaminunderstandingthechangeprocess.Our
Organizational&EmployeeEffectivenesscoursewillprovidethediagnosticstools,programs,consultationandadvice
thatyoullneed.

PENIEL hasthereforeexpressedinteresttoruntheMasterclassinMalawiduetoourextensivecapacitybuilding
experiencegainedfromofferingtrainingandeducationsolutionstovariousinstitutionsinthePublicandPrivateSector.
AtPENIEL,weprideourselvesonourflexibilityinrespondingspeedilytospecificClientsneedsandcustomising
programmesaccordingly.Themainfocusofourtraininganddevelopmentprogrammesisencapsulatedinourpurpose
ofhumandevelopment.Assuchweinvestinresearchanddevelopmentintheseareaswhichwebelieveputsusat
theforefrontofhumantalentnurturing.

Job Analysis and Descriptions

Course Overview
Establishingandmanagingaframeworkforjobanalysis,andunderstandingalltherolesinanorganisation,anddescribingthose
rolesthrougheitherjobprofilesorjobdescriptionsaresomeofthecriticalcornerstonesofanyHRdepartment.Itiscrucialto
designanddefinetherightjobrolesthatsupporttheorganisationsgoalsandbusinessobjectives.Thepurposeofjobanalysisis
toestablishanddocumentwhattheroleofajobiswithinanorganisation,typicallythroughgatheringdataonthatjobandthen
summarisingthatdatainajobdescription.Jobanalysisisaprocesstoidentifyanddetermineindetailtheparticularjobduties
andrequirementsandtherelativeimportanceofthesedutiesforagivenjob.

Case Methodology
Youwillbeprovidedwiththeinformationaboutthekeytoolsforperformingjobanalysis,developingandwritingjobdescriptions
andjobprofiles.Youwillhaveanopportunitytotestvariousideasandtoestablishwhatmayworkforyou.Youwillbegiven
accesstovarioustoolsandtechniques,aswellasinformationonthelatesttrendsanddevelopmentsofbest-practice.This
coursewillinvolveworkinginteamsonpracticalcasestudiestogaindetailedhands-onexperienceusingthevarioustoolsand
techniquesforjobanalysisthatwillbediscussedthroughoutthecourse.

Case Studies
Thiscourseisdesignedtobeofhighpracticalvaluetodelegates.Itwillincludecasestudiesdesignedaroundvarious
companies
basedOverseasandMalawi.

Course Outline

Understanding
The Main Components Of Job Analysis

Whatisjobanalysis,thepurposeofjobanalysisandthe
differentmethodologies?
Jobanalysisinterviewmethodsandinterviewoutcomes
Whataspectsofajobareanalysed
Frequentlyusedtermsanddefinitions

Using Job Analysis To Understand Job Roles And

Accountabilities
Introduction,andtheimportanceofmissionandvision
Organisationstructuresandthebuildingblocksofjobdescriptions
Thefourmainprinciplesofjobanalysis
Howtoanalysethejobroleandjobaccountabilities
Whatarethedifferentoutputsofjobanalysis?
Formatsofrolesummary,accountabilitystatement,job
descriptionandjobprofile

Linking Job Analysis to Performance Management

Settinggoalsandobjectives
UnderstandingKRAsandKPIs
Linkingaccountabilitiestoperformanceobjectives
ObjectivesthatareSMART

Using Job Profiles in Other Areas of HR

Linkageofjobanalysistogradestructuresandremuneration
Otherusesofjobprofiles(suchasrecruitment,training,succession
planning,organisationaldesignanddevelopment)

Establishing A Job Analysis Framework

Whatisajobanalysisframework?
Step-by-stepguidetobuildingajobanalysis
frameworkandquickreferenceguide
Tipsforconductingaproductivemeetingonjob
analysis

Step-By-Step Guide to Developing Job

Descriptions
Currentbest-practiceprocessforwritingjob
descriptionsInvolveyouremployeesFormatofajob
descriptionandtheorderofwritingajobdescription
Describingaccountabilitiesandknowinghowtoidentify
thekeyaccountabilities
Qualitycheckonjobdescriptions

Linking Job Analysis to Competency Libraries

Whatisacompetencyandwhyusecompetencies?
Howmanycompetenciesarerelevantandhowto
selectthekeycompetencies
Illustrativesummaryofcompetenciesanda
competencylibrary

How to Communicate Results of Job Analysis to Employees

PurposeofjobdescriptionsCommunicationswiththeemployee
Performancemanagementandobjectivesetting
Importanceofjobdescriptionsandjobanalysisinperformance
Management

Job Evaluation and Grades

Course Overview
AfundamentalcomponentofrewardmanagementandHRisagradeandsalarystructure,andtheseareoftentakenforgranted.
Ratherthanmakechanges,HRandrewardprofessionalstrytofittheeverchangingneedsoftheiremployeesintoagrade
systemthatmaynothavebeenreviewedformanyyears.Inanincreasinglycompetitiveenvironment,whenyouwanttoattract
andretainthebestindividualemployeesandhigh-performers,havinganeffectiveandfairjobevaluationandgradingsystemis
crucialtounderpinbest-practicerewardpoliciesanddeliverpay-for-performance

Course Methodology
Youwillbeprovidedwiththeinformationyouneedtoestablishajobevaluationsystemandmakechangestoyourgrading
structure.Youwillhaveanopportunitytotestvariousideasandtoestablishwhatmayworkforyou.Thiscoursewillinvolve
workinginteamsonpracticalcasestudiestogaindetailedhands-onexperienceofevaluatingjobsusingthevarioustoolsand
techniquesthatwillbediscussedthroughoutthecourse.

Course Outline
Introduction
Roleofgradingandsalarystructuresincompensationandreward
Howgradingandsalarystructureshavedeveloped.

The Role of Job Evaluation

Determiningcomparativejobsizeandinternalrelativities
Understandingjobsandhowtoeffectivelyplacejobsinthecorrectgradehierarchy
Thecommongoldenrulesofalljobevaluationsystems
Understandingthestepapproachtojobsize(single-stepordouble-steporbroad-banded)

Commonly Used Best-Practice Proprietary Systems of Job Evaluation

OverviewoftheHayGroupGuideChartandProfileMethodofJobEvaluation
OverviewoftheMercerInternationalPositionEvaluationIPEMethodology)
OverviewoftheTowers-WatsonGlobalGrades
Summaryofothercommonlyusedjobevaluationsystemsanddifferentmethods
Comparisonsacrossdifferentjobevaluationsystems

Determining Grades and Overall Grading Structure

Establishingagradingstructuretofitorganizationalrequirements
Gradesbaseduponjobevaluationmethods
Determininghowmanygradesandsettinggradebreaks
Definingagradeandthedifferentspreadofgrades(single-step,double-step,broad-band)
Theprosandconsofbroad-bandingindifferentorganizationalcultures
BenchmarkinganddesigningagradestructurecomparedtootherCompanies
Latesttrendsonjobfamilygradestructuresandskills-basedgrading.

Job Evaluation Processes

Placingjobsappropriatelyinthehierarchicalgradingstructure
Traditionalcommitteesandjobevaluationpanels
Hub-and-spokemethodcenteredaroundHR
UniversaljobevaluationquestionnairesandComputerAidedJobEvaluation(CAJE).

Implementing a New Job Evaluation System and Grading Structures

TheroleofmanagementinimplementationandtheroleofHRandrewardexperts
Guidanceonmakingchangesthatensuressuccessfulimplementation
Communicatingthegradestructurestoemployees
Changingexistinggradestructuresandtransitionmethods
Measuringsuccessandongoingreviewprocesses
Preventinggradedrift

Managing and Maintaining Grading Structures

Designingsalaryrangesandpaysdifferentialsbetweengrades
ManagingdevelopmentofemployeesandX-1principle
Managingprogressionwithinagradestructure
Managingpromotionsandupgradesthroughagradestructure
Copingwithemployeeswhoreachthemaximumoftheirgradepay-scale.

Change Management and Leadership

ThisMasterclassisdesignedtoprovidedelegateswithaconceptualframeworkaddressingthestrategicimportanceofmanaging
changeandleadershipinvariousNGOsector,privateandgovernmentorganizations.Uncertainty,complexityandrapidly
changingorganizationalenvironmentscreatethenecessityfororganizationstorespondtoandeffectivelydealwithturbulence
andinstability.Thecapabilityofanorganization'shumanresourcestoadapttosuchconditions,adoptandsuccessfullyusenew
practices,technologiesanddevelopwaysofperformingorganizationaltasksisvitaltoproactiveandsustainablehumanservice
organizations.ManagingchangeandLeadershipareessentialtotheseprocesses.Organisationalchangeisineffectivewithout
strongleadership.ManagingchangerequiresanunwaveringcommitmentfromtheCEO,topmanagementorchangeleader.
ThiscomprehensiveMasterclasswillfocusonaddressingthechangeleadership/changemanagementissuesassociatedwith
deliveringsuccessfulcontinuousimprovementtransformation.TheMasterclasspurposeistoprovidedelegateswithadditional
insight,tools,andtechniquesthatcanenhancetheimplementationoftheirprogrammes.

TheMasterclassaimsto:
exploreleadershiprolesrequiredinthechangingcontext
realignandrecalibrateselfwithnewknowledge,concepts,andtoolsThe
workshopwillprovideaplatformforkeyrole-holderstoreflectuponthenew
directions,action,choices,andstrategiesforimplementation.
TheMasterclasswilluseamixofpedagogicaltools:
Casestudies
Roleplays
Presentationsandlecturediscussions
Participantspresentations

Change Management & Leadership

TABLE OF CONTENTS
INTRODUCTION__________________________________________________________________1
WHATISCHANGEMANAGEMENT?_______________________________________________________2
CHANGESTARTSWITHAVISION________________________________________________________3
CharacteristicsofanEffectiveVision:
WhataboutaStrategy?
COMMONOBSTACLESTOCHANGE__________________________________________________4
OVERVIEWOFTHELEADERSROLEFORMANAGINGCHANGE___________________________5
WHYDOCHANGEEFFORTSFAIL?___________________________________________________6
EightErrorsCommontoOrganizationalChangeEffortsandTheirConsequences__________7
ROLESANDRESPONSIBILITIESFORCHANGE_________________________________________8
WHERETOSTART?_______________________________________________________________9
CHANGEMANAGEMENTMODEL___________________________________________________10
EIGHTSTEPSTOEFFECTIVECHANGEMANAGEMENT___________________________________11
Stepone:IncreaseUrgency
Steptwo:BuildtheGuidingTeam
Stepthree:GettheVisionRight
Stepfour:CommunicateforBuy-In
Stepfive:EmpowerAction
Stepsix:CreateShortTermWins
Stepseven:DontLetUp
Stepeight:MakeChangeStick
COMMUNICATIONSTRATEGY______________________________________________________12
BuildingaStrategy
InvolvingKeyStakeholdersinCommunicationsEfforts
DeterminingMessageContent
IdentifyingMostEffectiveCommunicationChannels
AdvantagesandDisadvantagesofCommunicationChannels
EnsuringFollow-Up
MANAGINGTHEEMOTIONSINCHANGE_____________________________________________13
BridgesThreePhasesofTransitions
Phase1:Ending,Losing,LettingGo
Phase2:TheNeutralZone
Phase3:TheNewBeginning
AdditionalTipstoAddressingResistance
TEAMCHARTERGUIDELINES/CHECKLIST___________________________________________14
CHANGEASSESSMENTANDPLANNINGTEMPLATE____________________________________15
COMMUNICATIONSSTRATEGYTEMPLATE___________________________________________16
COMMUNICATIONSTIPS:_________________________________________________________17
MANAGERSCHECKLISTFORCOMMUNICATINGCHANGE_______________________________18

Facilitator Profile
Job Analysis and Descriptions, Job
Evaluation and Grades- Expert
CharteredHumanResourcePractitioner
RegisteredIndustrialPsychologist
Agloballywell-knownspecialistinthetopicofHumanResource,
ManagementConsultingandLeadership

Dr.Mario Denton MBA; M.Econ; PhD Also registered Industrial Psychologist

PHASE ONE: OBTAINING CORPORATE EXPERIENCE-LEARNING THE ROPES
Has17yearsexperienceinhumanresourcesmanagementinthecorporateworld,startedwithSANLAMandmovedontoMETROPOLITANLIFEinOrganisational
DevelopmentandendthisphaseasGroup Manager:HumanResourcesPROTEAASSURANCE

PHASE TWO: ESTABLISHMENT OF BUSINESS SCHOOL ACADEMIC- SHARPENING THE SWORD

From1997-2007teachinginOrganizationBehaviourandalsoInternationalHumanResourceManagement,PeopleandChangeManagement,HighImpactLeadership,
ManagementConsulting,EmotionalIntelligence,ExecutiveCoachingattheUniversityofStellenbosch,GraduateSchoolofBusiness.
PresentedPeopleManagementpractices44timesconsecutivelytoMBAstudentswithoutbeingabsentforevenonedayandtrainedaround3000participantsinEmotional
Intelligence
Academicprojectmanagerandcoordinatorfor22internationalgroupsdoingtheirinternationalelectivesattheUSB
TheareaofAdvancedLeadership,MakingHumanCapitalthedifferentiatingfactorFacilitatingperpetualandcomplexchangeforREIMSFrance(11times),Universityof
Antwerpen,,UniversityofCapeTown,DortmundandLeipzigHHLGermany(8times)AarhusDenmark,Graz,Austria,Maastricht,UniversityofIndonesia,Universityof
CentralOklahomaandtheUniversityofCuttingtonLiberia.,Europa-UniversittViadrinaFrankfurt(Oder),BangaloreManagementAcademyinBangaloreand
Poddar/WellingkerCollegeinIndia,Leipzig,Mauritius,Marseilles
InternationalpapersandconferencesinLondon,Amsterdam,Oxford,Antwerp.GenevaSwitzerland,Australia,Shanghaiandpublishedninebooks,sixinternational
articles,twocasestudiesandachapterinabook,hassuccessfullybeingthestudyleader/supervisorfor160completedMBAresearchprojects

PHASE THREE: TAKING UP THE CHALLENGE OF VISITING LECTURER, BUSINESS CONSULTANT AND EXECUTIVE COACH- PRACTICE WHAT YOU PREACH
Part-timelecturerwithDepartmentofIndustrialPsychology&PeopleManagementFacultyofManagement,UniversityofJohannesburg,HHLLeipzigGermanyforMaster
andMBAstudentsandEuromed

Strong Message Business Consultancy:Iamaveryexperiencedbusinessconsultantbothinprivateandpublicsectorandrecognisedimpactplayerinorganizational

effectivenessandrenewalandhavebeeninvolvedinseveralmajorstrategicandcorporateinitiatives.Havedonebusinessconsultancyfororganisationsincludingbutnot
limitedtoSanlam,Santam,FirstNationalBank,EbenDongesHospital,Oceana,DepartmentofHealthOverbergRegion,WesternCapeDepartmentofEducation,SCIR,
APLCartons,CapeUnionMart,DesmondTutuTBCentre,ConsolGlass,SPAR,Barloworld.XSTRATA,TigerBrands,SANavy,Nedcor,OldMutual,FNB,DEBeers,
Government,Kumba,Clickatell,CocaColaSabco,KarstenBoerderye,WaterandSanitationofCityofWesternCape.

HavedonetraininginCairo,Egypt,beingtrainedasaCharacterFirstConsultantinOklahomaandhavedonethistraininginNamibia,Ghana,Uganda,Nigeria,Malawi,
doneapresentationonthe29thFCCIMarketplaceconferenceinDenver,USA,train400studentsincludingexecutivestudentsinKumasiGhana,talkingtotheCrown
BoardinNigeria,attendingastrategicthinkingsessioninToronto,CanadaandFCCIconferenceinNaples,Florida,HaggaiAdvancedLeadershipProgramme,Maui,
Hawaii,trainedasaFacultymemberinSingaporefortheHaggaiInstitute,lecturinginMauionpersonalleadershipandgoalsetting3times
Closing comments
My passion is people and the energy potential they have.

Welookforwardtotakingyouthroughourverystimulatinganddynamicprogrammes,aswellasdiscussingyourneedsintheareasofPeopleandChangeManagement.

LetsmakePeopleManagementthedifferentiatingfactorinourorganisations.

Job Analysis and Descriptions, Job Evaluation and

Grades, Change Management & Leadership.
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