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Module 7: How to Support Employees Through Organizational Change

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Key Success Factors 5-8: Training and Skills Analysis

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How to Support Employees Through Organizational Change

Key Success Factors 5-8: Training and Skills Analysis

Key Element 5 – Design New or Varied Jobs for the Work Unit

Involving employee unions and representative bodies at the very earliest stages of workforce or job redesign ensures a smooth transition.

Unions should be invited to provide feedback on job analysis and proposals on roles, functions, numbers, accountability and reporting relationships.

Design New or Varied Jobs for the Work Unit (Continued)

The ideas listed below will help you review the roles within your organization prior to the implementation of change.

Tip 1

Review job descriptions and re-align roles with the mission, goals, outcomes and outputs required of the business units affected by the change program.

Tip 2

Conduct a functional analysis of the business unit, starting with the mission, new or varied goals, outcomes and outputs and working down to the responsibilities and accountabilities required to deliver services.

Tip 3

Look at the analysis as a whole and determine how the responsibilities and accountabilities can best be organized and assigned.

Tip 4

Look at predicted/desired activity in each area over a financial year.

Determine the optimum number of positions required to carry the workload allowing for leave, training and other overheads taking into account requirements for workplace health and safety and duty of care.

Tip 5

Design or review criteria against each position to get the right mix of skills to carry assigned responsibilities and accountabilities.

Key Element 6 – Modeling Skills of Employees in the Work Unit to New Jobs

The identify the current skills of your workforce, it is necessary to conduct a skills analysis.

To effectively match employees to available positions, it is essential to have an accurate employee skill record.

Ideas for Undertaking a Skills Audit:

Collect data from the functional analysis of the range of jobs into a database.

Sort the skills data into a priority order list i.e. most to least important.

The most fair and equitable way of auditing the skills of employees is to provide a self-assessment survey.

Ideas for Conducting a Skills Audit

The process below will help you conduct a successful skills audit:

Step 1

Collect data from the functional analysis of the range of jobs into a database.

Sort the skills data into a priority order list i.e. most to least important.

Step 2

Create a survey form from this data.

Develop a methodology for the survey including a process to ensure confidentiality of information.

Step 3

Consult with employee representatives as to the fairness and equity of the tool and the proposed process for collection of data.

Step 4

Develop a guide for employees to use in completing the survey.

Implement and facilitate the survey.

Step 5

Design or review criteria against each position to get the right mix of skills to carry assigned responsibilities and accountabilities.

Key Element 7 – Design a Process to Match Employees to Different Jobs and Roles

The ideas listed below will help you begin the process of matching employees to different positions that are available within the organization:

Identify the available jobs and their requisite skills.

Contact human resources department to determine positions that may be available outside of the department.

Make job vacancy information available to all affected employees.

Discuss the level of support the immediate supervisor can reasonably afford to give the employee.

Note which jobs the employee might reasonably be appointed to and aggregate all data to a local workforce/job profile.

Apply the Principle of 'Job Security' to the Job Matching Process

In order to apply job security to the job matching process, follow the below process:

Step 1

Current permanent employees, including those employees in deployment pools, receive the first preference for available jobs.

Step 2

Where jobs have not changed substantially, incumbent staff should be re-designated to jobs and may elect to undertake training to fill any skills gap.

Step 3

Where jobs are to change substantially, the jobs should be open to closed merit selection from the pool of staff identified in the matching process.

Step 4

Where a job in the same work unit or within one hour of the residence of the employee cannot be provided, travel allowance may be applied.

Step 5

Where a job cannot be found for a person in the district or branch and the person has not been able to secure a position, options should be discussed broadly with the employee and their representative to formulate an action plan for the employee.

Key Element 8 – Provide Training for Employees within a New Role

It is unlikely organizational change will succeed unless staff placed in new roles have access to training and development to assist them to perform effectively.

It is advisable managers factor training and development issues into the plan at the earliest possible stage.

The most fair and equitable way of auditing the skills of employees is to provide a self-assessment survey.

Ideas for Determining Training and Development Needs

In order to determine the training and development that you will need to employ within your organization, hold the following in account:

From the skills and job analysis, identify the key areas that require additional or updated skills.

Develop objectives and specifications to guide trainers to prepare and deliver training programs.

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