JOB PROFLING EXPERT [JP EXPERT]

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JOB PROFLING EXPERT JP EXPERT

• The THREE Steps of
• Job Profiling

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COMPLIANCE WITH THE NEW LABOUR LEGISLATIONCompli
ance with the new labour legislation when workers
are assessed or when their performance is audited
is of paramount importance

• Two vital implications in assessment and
  performance auditing
• The reasonable employer assesses workers and
  prospective workers in terms of job-related
  competencies only
• It is therefore an unfair labour practice
  to assess a worker on competencies or
  requirements that are not required by the job in
  question.
• The reasonable employer utilizes all reasonably
  available and applicable criteria when decisions
  have to be made about the future of workers and
  prospective workers
• To take such decisions on the basis of one
  or two criteria of ones personal choice only
  could therefore also amount to an unfair labour
  practice

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COMPLIANCE WITH THE NEW LABOUR LEGISLATION

(continued)Compliance with
the new labour legislation when workers are
assessed or when their performance is audited is
of paramount importance

• The following clause from the Employment Equity
  Act (Act 55 of 1988) applies in particular to all
  assessment
• Psychological testing and other similar
  assessment of an employee are prohibited unless
  the test or assessment being used
• (a) has been scientifically shown to be
  valid and reliable
• (b) can be applied fairly to all employees
• (c) is not biased against any employee or
  group
• The JP EXPERT / PIBSpEEx / CompIndex system has
  been develop to comply with all the above
  requirements, in particular with sub-clauses (b)
  and (c) above, which are of special importance in
  assessment and performance auditing of workers.

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Job Profiling The Three Steps

• Step 1 Horizontalization
• Step 2 Developing the Job Description
• Step 3 Verticalization
• (a) Broad banding
• (b) Fine tuning

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JP EXPERTTHE 71 SOURCE COMPETENCIES

• A Source Competency
• is a fountain that generates fuel or
  energy of a specific kind, called potential.
• Hence the potential to
• (a) conceptualize or for
• (b) hand-eye coordination or
• (c) to perform calculations etc.
• The following two questions are of vital
  importance here
• (1) How much potential is required in the
  particular job- or
• role-related area to ensure adequate
  job performance
• and
• (2) to what extent does each candidate meet
  each require-
• ment?

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Step 1 of Job Profiling Horizontalization

• Horizontalization requires the selection of the
  EIGHT situation-specific or job-related basic
  source competencies that are vitally important
  for success in the particular job.
• PUTTING THE JPI COMMITTEE TOGETHER
• (a) The 360º JPI Committee preferably
  includes at least FIVE members, viz.
• (1) The Incumbent (2) A Colleague (3)
  An HR Representative (4) A Supervisor
• (5) A Subordinate (6) A Union
  Representative (7) A Client (8) Etc.
• (b) Supply members with copies of the JPI
  Shortened and the JPI Answer
• Sheet
• (c) Read carefully through the instructions
  of the JPI (Shortened) with them.
• Make sure they thoroughly understand
  the procedure
• (1) No deviation from the set procedure
  is allowed. This fact must be
• emphasized
• (2) Members work individually and
  independently and without any
• discussion whatsoever
• (3) The basic profiling process by means
  of the Shortened JPI requires
• (i) The selection of the EIGHT
  most important basic competencies and
• (ii) The selection of the EIGHT
  next most important basic competencies

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Step 1 of Job Profiling Horizontalization
(Continued)Profiling a Specialized Area
additionally in the case of some Jobs
Approximately 20 of all jobs (usually the more
senior ones in the company) requires additional
profiling from ONE of the Specialized Areas
(Humanizing, Communication or Leadership)

• The project coordinator decides from the
  information provided by the JPI
• Committee, which ONE of the three
  specialized areas applies most to the
• particular middle management (or higher) job
  or role
• Specialized Areas
• Humanizing (typically applies to jobs in
  Counseling, Human Resources etc.)
• TWO competencies must be additionally
  selected from the JPI (Humanizing)
• if the job requires specialized skills in the
  area of human relations.
• Communication (for example in Public
  Relations, Liaison, Journalism etc. ) -
• FOUR communication competencies must be
  additionally selected from the
• JPI (Communication) if the job requires
  specialized communication skills.
• Leadership - FOUR leadership competencies
  must be additionally selected
• from the JPI Leadership if the job requires
  specialized leadership skills.

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Step 2 of Job Profiling The Job Description

• Step 1 of Job Profiling (Horizontalization)
  provided
• Eight source competencies (compulsory for ALL
  jobs)
• and additionally for approximately 20 jobs at
  senior levels
• TWO humanizing or
• FOUR communication or
• FOUR leadership competencies
• from the area of Specialized Source Competencies.
  
• Step 2 of Job Profiling (Job Description) now
  allows
• (1) listing of each job outcome (functional
  activity or job task) under the relevant source
  competency and
• (2) listing of all minimum performance
  prerequisites for each job outcome or functional
  competency.

JOB 1 LABOURER SOURCE COMPETENCY Hand-eye Coordination MINIMUM PERFORMANCE PREREQUISITES Someone must show him how to do it JOB OUTCOME The person has to push a wheelbarrow from the storeroom to the gate and back
JOB 2 MEDICAL DOCTOR SOURCE COMPETENCY Hand-eye Coordination MINIMUM PERFORMANCE PREREQUISITES MB.,Ch.B. JOB OUTCOME The person has to remove tonsils in a hospital for children
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Step 2 of Job Profiling The Job Description
(continued)

• CAUTION!!!!
• JOBS WITH EIGHT BASIC PLUS TWO OR FOUR
  ADDITIONAL SPECIALIZED SOURCE COMPETENCIES
• In such cases, do not simply add the
  additional Specialized Source Competencies to the
  EIGHT basic ones to constitute a job profile
  comprising 82 10 or 84 12 source
  competencies for the job!!!!
• Job outcomes relating to Specialized
  Competencies have to be listed in the job
  description under each of the EIGHT basic
  competencies where each one fits in best

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Step 3 of Job ProfilingVerticalization

• Verticalization determines the level of
  complexity at which the activities of the job
  or role have to be performed to ensure
  minimum acceptable level of compliance with
  the requirements of the job.
• How to Verticalize the Job or Role
• (1) Broad Banding requires completion of the
  Technical Specification Form
• (which can be done on-screen, if
  preferred) from information provided
• by the JPI Committee to the profiling
  coordinator.
• (2) Fine tuning
• In the unlikely event that a broad
  banded job does still not meet the
• grading requirements, fine tuning
  (within restricted limits) can be
• performed by means of a tailor-made
  situation-specific questionnaire
• that can be printed from the system
  once broad banding for the job or
• role has been duly executed.
• N.B. The latter procedure is,
  however, not recommended and should
• preferably be avoided.
• Level of Complexity is expressed by JP
  EXPERT in terms of
• NQF level and
• Job grade, which is then translated into
  equivalents on some selected grading systems

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CREATING THE MULTI-CRITERIA ASSESSMENT OR
AUDITING PACKAGE

• Once Step 1 (Horizontalization) and Step 2
  (Verticalization) have been completed, it is
  possible to create a situation-specific
  assessment (PIBSpEEx) or auditing (CompIndex)
  package for the job, comprising the following
  tools
• 
  FOR THE EVALUATION OF
• 1. CRITERION 1 Real work performance
• 2.. CRITERION 2 Rating of performance by
  supervisors and others
• 3. CRITERION 3 Self-rating of performance prior
  to testing or auditing
• 4. CRITERION 4.1 PIBSpEEx assessments
• 4. CRITERION 4.2 Performance auditing by means
  of CompIndex
• 5. CRITERION 5 Self-rating of performance
  following on testing or
• 
  auditing
• 6. CRITERION 6 Ratings by external referees
• 7. CRITERION 7 Qualifications
• 8. CRITERION 8 Experience
• 9. CRITERION 9 Interviewing

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THE MULTI-CRITERIA PERFORMANCE REPORTThe
following report can be generated for each
candidate from results obtained with two or more
of JP EXPERTs nine criteria
Test the scores obtained with each of the
criteria for each of the eight competencies for
significance against the applicable range. Scores
lower than the lower limit discriminate
negatively (unduly) against the candidate.
Scores higher than the upper limit , (unduly)
flatters the candidate. Scores falling within
the range are the significant ones.
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LIST OF 38 BASIC SOURCE COMPETENCIES

• The 38 Basic Source Competencies and their areas
  of Functional Competence
• POTENTIAL ATTAINMENT
• Constructs assessed prospectively
  Competences audited retrospectively
• by means of PIBSpEEx psychometric by
  means of Competency Index (Comp-
• tests to be administered only by psy-
  Index)
• chologists or psychometrists
• SOURCE COMPETENCY (Input)
  FUNCTIONAL COMPETENCE (Output)
• Conceptualization 100 Relationship
  identification skills
• Memory 200 Memory (Remembering skills)
• Calculations 300 Calculations skills
• Observance (Mental Alertness) 400 Attention
  skills
• Assembling 500 Assembling Skills
• Clerical 600 Clerical skills
• Comparison 700 Classification skills
• Perception 800 Visual Attention skills
• Environmental Exposure 900 General Knowledge
  (skills)
• Insight 1000 Understanding skills
• Self-acceptance 1100
• Socialization
  1200

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LIST OF 38 BASIC SOURCE COMPETENCIES (continued)

• The 38 Basic Source Competencies and their areas
  of Functional Competence
• POTENTIAL ATTAINMENT
• Resolution 1 Avertion 1501 Resolution 1
  Avoidance skills
• Resolution 2 Contest 1502 Resolution 2
  Competition skills
• Resolution 3 Negotiation 1503 Resolution 3
  Negotiation skills
• Resolution 4 Compliance 1504 Resolution 4
  Compliance skills
• Resolution 5 Compromise 1505 Resolution 4
  Compromising skills
• Reading Comprehension 1600 Reading skills
• Listening Potential 1700 Listening skills
• Self-actualization (Assertiveness) 1800
• Social Type 1 Demonstrative 1901 Social
  Skills Expressive
• Social Type 2 Samaritarian 1902 Social
  Skills Supporter
• Social Type 3 Evaluating 1903 Social Skills
  Analyst
• Social Type 4 Persevering 1904 Social Skills
  Driver
• Risk-taking 2000 Risk-taking skills
• Conformity / Nonconformity (Integrity) 2100
  Conformity / Nonconformity Preferences
• Linguistic Proficiency 2500 Language skills
• Hand-eye Coordination 2600 Hand-eye
  Coordination skills

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LIST OF 38 BASIC SOURCE COMPETENCIES (continued)

• The 38 Basic Source Competencies and their areas
  of Functional Competence
• POTENTIAL ATTAINMENT
• Vocabulary 3000 Vocabulary (skills)
• Spelling 3100 Spelling skills
• Frustration Tolerance 3200
• Creativity 3300
• Stress Management Potential 2800
• 2900 Type A/B behaviour 2900

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PIBSpEEx FULLY COMPLIES WITH THE REQUIREMENTS OF
ACT 56 OF 1974
The validity and reliability of the PIBs have
been systematically and comprehensively
researched in various contexts. The test
developers should be congratulated for the
variety and extent of the validity and
reliability studies included in the manual. An
advantage of the PIBs is that situation-specific
norms can be computer-determined. This is a great
plus factor, which could increase the fairness of
the decisions made in selection contexts.
(Acting registrar, Professional Board for
Psychology, letter dated 1 November 1999, to
Potential Index Associates cc)

• The PIBSpEEx scales are duly classified by
  the Psychometrics Committee of the Board for
  Psychology of the HPCSA.
• The PIBSpEEx scales are subjected to ongoing
  independent research by credible institutions
  such as the University of Pretoria.
• Predictive validities range from 0.70 to 0.94 and
  test reliabilities from 0.58 to 0.92.
• (Research studies available on request)

State-of-the-art with PIBSpEEx is its
unique computerized facility that generates
situation-specific norms (from corporate down to
job level) in every environment to which
PIBSpEEx is introduced. This - at least
partly accounts for its high predictive
validities.
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• LIST OF 33 SPECIALIZED SOURCE COMPETENCIES
• HUMANIZING (skills)
• POTENTIAL ATTAINMENT
• 
  2201 Empathy
• 
  2202 Emotional
  Sensitivity
• 2203
  2203 Tact
• 
  2204 People
  Development
• 
  2205 Coaching
• 
  2206
  Interpersonal Objectivity
• 
  2207 Social
  Dynamics
• 2208
  2208 Diversity Facilitation

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• LIST OF 33 SPECIALIZED SOURCE COMPETENCIES
  (continued)
• COMMUNICATION (skills)
• POTENTIAL ATTAINMENT
• 
  2301 Excellence
  Orientation
• 
  2302 Customer
  Orientation
• 
  2303 Innovation
• 
  2304 Feedback
• 
  2305
  Presentation
• 
  2306
  Negotiation
• 
  2307 Liaison
• 
  2308 Analytical
  Thinking
• 
  2309 Judgment
• 
  2310
  Organizational Alertness
• 
  2311 Nonverbal
  Perception
• 
  2312 Personal
  Development
• 
  2313 Written
  Communication

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• LIST OF 33 SPECIALIZED SOURCE COMPETENCIES
  (continued)
• LEADERSHIP STYLE (skills)
• POTENTIAL ATTAINMENT
• TRANSFORMATIONAL SKILLS
• 
  2401 Visioning
• 
  2402
  Participative Management
• 
  2403
  Effort Focusing
• 
  2404
  Transparency
• 
  2405
  Empowerment
• 
  2406
  Big Picture Thinking
• TRANSACTIONAL SKILLS
• 
  2407
  Goal Setting
• 
  2408
  External Motivation
• 
  2409
  Decisiveness
• 
  2410
  Applied Strategic Planning
• 
  2411
  Action Planning
• 2412
  
  2412 Organizing

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FORMS AND REPORTS
1. The following answer sheet can be printed
from the JP EXPERT software programme for use
with the Shortened Job Profiling Inventory
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2. Whereas all jobs are profiled on the Shortened
JPI, only approx. 20 jobs (the more senior ones)
are also additionally profiled on ONE
of the the three specialized areas, viz. the
specialized area that applies most to the
particular job. The following answer sheets
are used for this purpose. All JPI
answer sheets are printed on one page
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3. PIBSpEEx / CompIndex The following is an
example of the kind of assessment / competence
tests that can be printed directly from the system
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4. The PERFORMANCE INDICATOR REPORT
plots the respondents performance
on the tailor-made test battery for the
job against each of the job
competencies (PIBSpEEx) or required competences
(CompIndex) by means of the
following 5-point scale
TEST PERFORMANCE INTERPRETATION KEY STRENGTHS 5
Prominent Strength 4 Backup
Strength DEVELOPMENTAL AREAS (DA) 3 Prominent
Developmental Area
2 Background
Developmental Area
WEAKNESS 1 Weakness
PLEASE NOTE Performance of
3 could be regarded as the acceptable (ideal)
average.
INTERPRETATION KEY STRENGTHS 5 Prominent
Strength 4 Backup Strength DEVELOPMENTAL
AREAS (DA) 3 Prominent DA 2 Background
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5. RANKING REPORT
The various candidates are now ranked in
order of their average performance. This
report allows decision-makers to take calculated
decisions about who to appoint. It might happen
that the person with the highest average is
not the one that gets appointed. An inspection
of candidates performance may proof that one of
the other candidates performed more in line
with the ranking order of importance of
the competencies (or competences) for the job.
That might consequently render him or her more
suitable for the job than applicant(s) with
higher averages.
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6. JOB GRADING AND NQF REPORT

• Two grades are provided, viz.
• A Job Complexity Grade (CG), which is then
  translated into its job grade equivalents on
  other grading
• systems (Peromnes, Paterson, Task,
  Equate and Hay) and
• A Job Intricacy Grade. This latter grade is
  unique to JP EXPERT and is an indication of
  the extent to
• which physical conditions and mental
  strain serve to complicate work conditions.
• NQF levels (Skills Rating, Knowledge Rating and
  Activity Rating) are also provided.

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6. GRADING AND NQF REPORT (Continued) SUMMARY OF
THE JOB IN TERMS OF NQF LEVELS OF COMPLEXITY
The information referred to on the previous slide
is now extended by the addition of the overall
NQF level of the job as well as a description of
the job in terms of the complexities that apply
to the particular NQF level.
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7. JOB DESCRIPTION The Job Description is the
responsibility of the job-holder assisted by at
least ONE or more of (a) the person to whom the
job reports (b) a colleague who works in close
collaboration with the job-holder and (c) a
subordinate, if any.
Job descriptions are directly done on the
computer. The selected job-related source
competencies are listed in the left upper window
(see the above example). Highlight these
competencies one at a time. Use lower left
window (outcomes for selected dimensions) to
list all the functional competencies or job
outcomes or tasks that relate to the
particular source competency. Thereafter use
the middle left window to list the
corresponding minimum prerequisite(s) for the
particular task (also see Slide 6, Step 2 Job
Profiling). This menu also facilitates the
integration of the Specialized Competencies into
the job description
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8. THE COMPLETE JOB DESCRIPTION The complete Job
Description includes the following information
Job Description continued overleaf
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8. THE COMPLETE JOB DESCRIPTION (continued)
Each of the job-related competencies is listed,
defined and followed by its minimum performance
prerequisites and duly listed job outcomes /
tasks / functional competences
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8. THE COMPLETE JOB DESCRIPTION (continued)
An outline of the Environmental Conditions
that apply to the job completes the Job
Description. This latter part determines the Job
Intricacy Grade (JIG) i.e., the extent to
which environmental conditions (physical and
mental) contribute to complexity of job
performance.
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9. THE CRITICAL CROSSFIELD EDUCATION AND TRAINING
OUTCOMES OF THE JOB This form must be completed
by more than one - preferably at least FIVE
- JPI committee members. The results are then
captured. The outcome provides a blue-print for a
training and development programme by means
of which job-holders could be duly trained and
developed in terms of the requirements of the
Skills Development Act.
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10. PERFORMANCE APPRAISAL SCORING SCALE
PASS PASS 1 PERFORMANCE IN TERMS OF KEY
DIMENSIONS
The tailor-made assessment and performance
auditing package for the job includes the
Supervisors Rating of Performance form that
allows a 360 degree rating of the incumbents
performance in the job by, for example, the
supervisor a colleague a subordinate etc. (at
least three staff members who work in close
collaboration with the worker that is
rated). Ratings are furthermore strictly based
on performance relating to job requirements
only.
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10. PERFORMANCE APPRAISAL SCORING SCALE
PASS PASS 1 PERFORMANCE IN TERMS OF KEY
DIMENSIONS (continued)
The above report compares the job-holders
performance with any previous set of ratings
performed on him or her for the same job making
it possible to determine any positive or negative
changes in the incumbents performance - and
thus to determine the need for any
intervention in terms of the Skills Development
Act..
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10. PERFORMANCE APPRAISAL SCORING SCALE
PASS PASS 1 PERFORMANCE IN TERMS OF KEY
DIMENSIONS (continued)
The second part of the table indicates each
competency by number and by title (I.e., 200
Memory / Memory Skills etc.). It also
indicates the extent to which the most
recent performance rating deviates positively ()
or negatively (-) from a comparable previous
rating.
An index of average performance that can be used
to calculate percentage increase or bonus
justified by the job-holders performance, if
required, concludes the report.
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10. PERFORMANCE APPRAISAL SCORING SCALE PASS
(continued) PASS 2 PERFORMANCE IN TERMS OF SET
JOB TARGETS (management by objectives)
An important requirement with PASS 2 is
that the (usually) 2 to 4 tangible objectives
of the job be determined and formulated for
entry into this facility. A job that does not
contribute to the bottom line, viz. profit, is in
fact not really a job, but a parasite that only
serves to drain the companys resources.
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10. PERFORMANCE APPRAISAL SCORING SCALE
PASS PASS 2 PERFORMANCE IN TERMS OF SET JOB
TARGETS (management by objectives) continued
The PASS 2 report gives an indication of how the
respondent performs in terms of the vital
tangible objectives of the job
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THE VITAL ADVANTAGES OF PASS

• PASS 1
• 1.1 Gives and indication of how the
  job-holder performs in terms of the source
  competences and functional requirements of the
  job
• 1.2 Provides invaluable information for
  purposes of
• (a) training and development (in terms of
  the Skills Development Act)
• (b) career pathing
• (c) succession planning
• PASS 2
• 2.1 Can be utilized to verify the extent to
  which PASS 1 performance ratings are objectively
  applied viz. free from any raters prejudice
• 2.2 Ensures control over productivity in the
  company by setting fair standards of
• performance for all workers
• 2.3 It optimizes standards of performance
  (and production) and serves as a permanent
  window on the performance of each job-holder
  in the company in terms of the tangible
  objectives of the job
• 2.4 It ensures adequate feedback to each
  worker in terms of the level of accept-ability
  of his or her performance and amounts to
  tangible proof of ongoing feedback in cases of
  disciplinary action against non-performers.

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TEAM EXPERT Determining the Shape and
Disposition of Teams
Team XprT takes a team member less than 10
minutes to complete. It gives an indication of
the state of the team in terms of the 10
universal elements applicable to all teams. Team
XprT is also an invaluable tool for use with team
building exercises
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Contact Details
For more information and system demonstrations
Contact
Dr. Pieter Erasmus on 011 956 6507 082 415
5214 Psi Systems on 011 782 8117
or