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Organizational Diagnosis

Tools for Job Analysis & Evaluation

It is already well-known the importance of planning, managerial and developing systems coherent with contextual variables such as: type of business, corporate strategy and structure.
As a matter of fact, if we compare the implementation of an integrated HR management system to building up a house, the diagnosis process will represent the basis to raise stronger walls on, up to the roof.

 

Eventually, it has been given a lot of definitions concerning organizational models  and we have seen “networks” models taking over the bureaucratic and mechanic ones, providing for new and alternative way of conceptualizing the meaning of organizational diagnosis; indeed, the post-industrial society, defined also as the “knowledge and information” era, the globalization and an even more flexible economy have all contributed to make radical changes in our socio-economic and organizational environment.

Great emphasis has been given, in past times, to stable structure and objective anchorages but now we assist, on the one hand, at the overtake of more soft variables such as: culture, competences, organizational climate, intangible assets, and to a growing use of job evaluation systems, on the other.
So, why running an organizational diagnosis through job evaluation and job analysis systems?

To answer properly we should make distinction between the three different levels involved in the process:

  • The Organization, as the first level on which it is possible to analyse, feign, forecast any changes imposed from external and even more competitive market;
  • The DPO, as the integration entity because it is the interface between external customers (mkt, CCNL, CIA) and internal ones (compensation for the working services rendered);
  • The single resource as the variable more sensitive to internal equity, organizational transparency, to external benchmarking.

Our Solution

The main point of organizational diagnosis process is the valuation of the structure as the “map” showing connections and relationships between activities, processes, duties, competences and responsibility within the organization.

NEXT CONSULTING® methodology for job analysis and evaluation, named Quick Job®, is a CAJE (Computer Aided Job evaluation), a type of technological support already diffused in the Anglo-Saxon organizational culture.

To be competitive you should be able to keep up with all contextual changes an so it is important to get used to “learn” from such changes; quick job is the solution  because it is able to ensure:

  • Flexibility and customization according to any company’s business and competitive arena,
    User-friendliness,
  • Comparable results with other methodologies currently in use,
    The creation of personalised bandings according to CCNL/CIA to preserve contractual coherence.

Moreover, Quick Job® is a job evaluation model based on  factorial analysis leading back to three main broad classification categories:

  • Set of managerial and professional know-how, working experience to carry out what is required from each specific job position,
  • Set of capacities and problem solving abilities,
  • Accountability for the economic volume managed.

Know how & experience applied to the context
in which the relation currently takes place
Educational level – Working experience – Relations

Managerial breadth and professional depth
applied to the organizational structure managed

Activities performed – Number of people managed

Complexity
Constraint in proposing – mental processes

Results
Economic volume managed – Influence on volume – Constraint in acting


Each variable contribute analytically to the computation of the weight of each organizational position.

This methodology considers each variable as independent one from the other so the evaluator has no constraints in the process and has to think at each factor as standing alone, instead of causally related; therefore Quick Job® provides for an infinite set of possibilities for the evaluation, using the same factor for top mangers as well as employees and for professionals.

Different Availability Levels

Quick Job® is available to HR&OD and to the organization at all in different ways according to specific needs, corporate policies for information sharing, certification of results and the degree of process integration.

So we may sort out three different offers:

  • Product or services: it represents the primary supply to satisfy  the specific needs of the HR&OD, to merely manage this application internally;
  • Processes: it allows the distribution of the ranking produced to different users within the organization (Ferrero case study);
  • Portal: provides for the distribution of job evaluation methodology as a process to the different users of the same portal; the logic behind is that of using interdependent informations concerning the structure, resources and all the other HR management activities and processes.
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