Job Description and Evaluation of Job Positions Ansi Shundi, Albania

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Job DescriptionandEvaluation of Job
PositionsAnsi Shundi, Albania

• Building a Professional Civil Service in
  KosovoPristina, 26-27 June 2008

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30 minutes for

• Job description
• Structural and functional organization
• Evaluation of job positions
• Importance of these processes
• Used techniques
• Recommendations

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The intercommunion
Who?
How?
How much?
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The Job Description

• Is the definition of duties, which are expected
  to be accomplished by a job position, within the
  structure of an institution 
• Everybody talks, everybody realizes the
  importance, but only a few of them implement it.
• Clear division amongst the objectives of every
  single employee.
• Division of duties in the institution
• Mission materialization of the institution

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The determination of objectives
Mission of the institution
Objectives of the department
Individual objectives- PP
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The identification of job positions
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The identification of job positions
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Noticed problems

• The job description is compiled only at the
  moment of the recruitment.
• The job analyst ( manager of personnel) has an
  entirely secondary role.
• There is a lack of quantitative analysis of jobs
  volume to list the need for the increase of job
  positions.

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Functional and organizational structure

• Basically, it is started from the function, in
  order to come up to the structure.
• The structure can be set up based on the required
  quantitative job analysis for the function
  realization.
• The aim is to preserve a limited and standardized
  number of organizational units.

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Rules and supervision

• There are strict rules for the minimal number of
  employees in one unit.
• The number of employees, dependently, influences
  on the officials salary
• Controls through budgetary limits
• Controls by a specialized central unit

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The Situation in Kosovo

• There are no strict rules about structures
  drafting.
• There is no analyzing and audit unit
• There is a diversity of organizational units
• There is no regular managing report
• There is an over position among the structures,
  not only among the institutions, but also inside
  the same institution.

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The appropriate managing space

• Units with standardized and manual functions of
  consolidated work.
• Units with supervising and policymaking
  functions, where it is necessary for continual
  intervention.
• New requests of integrated processes
• ?

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The evaluation of job positions

• It serves for the determination of the relative
  value of the concrete job position, in proportion
  to other positions
• Quantifies the required human resources for the
  functions accomplishment, that are foreseen by
  the job position.

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Major used methods

• The method of listing the duties
• The method of classification (benchmark)
• The method of point evaluation

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The method of listing the duties

• It is the simplest method
• It is used in small and medium institutions
• It is done by a group of managers
• It has a limited extension in the corresponding
  institution

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The method of classification (benchmark)

• The job evaluation is done for some typical
  positions
• The evaluated positions belong to all hierarchic
  levels
• All the other positions compare to the evaluated
  positions and then get into the category that
  they match most.

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The method of point evaluation

• It is an analytic method
• It does not make a mutual comparison of the
  positions
• Some common factors are determined and then
  evaluated with points for each position
• The total number of points determines the value
  of the job position

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Benchmark or point evaluation
Benchmark
Benchmark
Point evaluation
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Comparison

• The benchmark is a controlled system with strict
  rules
• There are a few exceptions
• The positions of the same level are equally
  evaluated in all institutions
• Point evaluation authorizes managers to define
  the salary inside the institution
• Requires a consolidated practice to be applied

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The Situation in Kosovo

• The salary differences are very small among the
  hierarchic positions
• The coefficients value is small
• With promotions in career, only the
  responsibilities are gained alternative rewards
  are required
• There is an attempt of applying additions to
  salaries, but it is done in a non-coordinated
  way.

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The Situation in Kosovo 2

• Structure increasing in the high hierarchic
  levels
• The proportion of managers and dependants is 11
• The establishment of Executive Agencies for staff
  stimulation effects

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The situation in Kosovo 3

• Total chaos with job titles and applied
  coefficients
• More than 950 coefficients
• Ad hoc determination of coefficients without
  being based on any strict criteria
• The most problematic part executive positions

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Recommendations

• Simple system with less levels within each class
• The increase of the difference between the
  hierarchic, consecutive positions
• It is applied in a small number of institutions
  and it expands gradually
• Including all ranks in the nominal salary

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Recommendations 2

• Strengthening central institutions that control
  equal implementation of rules
• Rules determination for the drafting of
  structures
• The establishment of a strict procedure for the
  approval of job dismissals
• The combination of job objectives fulfillment
  with career promotion system
• The difference between institutions according to
  their importance

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Thank you

• ansi.shundi_at_cpmconsulting.eu