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Organizational Analysis and Design

Effectively applies organization design principles and job evaluation techniques in analyzing and designing/redesigning the organization structure and jobs within the organization.
Level 1 Introductory: Demonstrates introductory understanding and ability and, with guidance, applies the competency in a few, simple situations. Can direct people to the appropriate source for further information.

BEHAVIORS

  • Identifies a variety of organizational structures and designs.
  • Assesses the impact of organizational structure on corporate performance.
  • Identifies different job evaluation methods.
  • Explains the concepts and principles in job evaluation, including job analysis, job description development and job rating.

QUESTIONS

  • Discuss a time when you evaluated job information to arrive at a classification level for a position.

Probing Questions

* What job evaluation techniques were available for you to use?

* Which technique(s) did you use for this exercise?

* What key factors did you analyze and evaluate?

* What did you prepare to substantiate your classification level decision?

* Were the manager and incumbent satisfied?

  • Describe a time when you studied several different organizational structures that could apply to a unit under review.

Probing Questions

* What was the nature of the structures that you considered?

* What factors led you to this choice?

* How did you identify the pros and cons of each in this situation?

* What did you determine was the most appropriate for the unit under review?

* Did the organization move forward with your recommendation? If not, why?

Level 2 Basic: Demonstrates basic knowledge and ability and, with guidance, can apply the competency in common situations that present limited difficulties.

BEHAVIORS

  • Evaluates jobs according to guidelines.
  • Uses diverse data gathering techniques when conducting job analysis (e.g., survey, interviews, work observation, etc).
  • Identifies changes in job activities and requirements.
  • Defines jobs, roles, and teams to support and facilitate results and performance.
  • Describes various organizational structures in detail, including the pros and cons associated with each structure.

QUESTIONS

  • Discuss a time when you analyzed job information to arrive at a position description/work description for a position.

Probing Questions

* What analysis techniques did you use?

* What was the end product of your job analysis?

* What supporting information did you provide to substantiate your recommendation?

* Was the manager/incumbent satisfied with your results?

* Was the position accepted as you prepared it?

  • Describe a time you reviewed changes to job activities?

Probing Questions

* What processes were available to you to carry this out?

* Which processes did you decide to use and why?

* What did your review show?

* What recommendation did you put forward?

* What was the outcome?

Level 3 Intermediate: Demonstrates solid knowledge and ability, and can apply the competency, with minimal or no guidance, in the full range of typical situations. Would require guidance to handle novel or more complex situations.

BEHAVIORS

  • Develops job mandates based on existing templates and specifications.
  • Explains the results of job evaluations to employees and managers.
  • Recommends action plans and areas for improvement in the job evaluation process
  • Identifies design criteria in evaluating a range of design options.
  • Produces organizational structures to support and facilitate the achievement of business objectives.
  • Assesses the ability of the organization to support the new organizational design.

QUESTIONS

  • Discuss a time you presented the results of an organization and classification review to the management team of that organization.

Probing Questions

* How did you present the benefits of the proposed new structure and classifications?

* What did you do to explain the negative elements of the review?

* What was your next step?

* What suggestions did you make to deal with negative perceptions of parts of the recommendation?

* Was the re-organization carried out?

  • Tell us about a time you suggested changes to how the organization reflected and evaluated some positions.

Probing Questions

* What lead to the identified need for change?

* What fundamental differences were you suggesting?

* What business issues did you identify that would be addressed by these changes?

* How did you gather support for the proposal prior to going for approval?

* Were your suggestions implemented?

Level 4 Advanced: Demonstrates advanced knowledge and ability and can apply the competency in new or complex situations. Guides other professionals.

BEHAVIORS

  • Resolves critical issues in job design and job leveling that affect organizational business strategies.
  • Resolves issues related to job evaluation methods.
  • Identifies overall business strategy implications for organizational design.
  • Evaluates organizational redesign initiatives.
  • Defines tasks, roles and skills/capabilities required for an entire organization.
  • Develops strategies for employee redeployment or outplacement

QUESTIONS

  • Describe a time when you created a strategy and implementation plan for a significant organizational redesign.

Probing Questions

* How did you determine where redeployment or reduction implications existed?

* What suggestions did you make for the internal movement of staff?

* How did your implementation plan treat those who would be outpaced?

* What elements of your strategy dealt with the impacts of the changes for those who remained?

* Did the strategy get implemented successfully?

  • Describe a situation where you dealt with an official complaint about the job evaluation method and the result of a review exercise for a number of similar positions.

Probing Questions

* How many positions were involved? What impact did the review evaluation have on those positions?

* What documentation did you prepare to defend your evaluation method and analysis?

* How was the issue resolved?

* What additional activities did you undertake to support the process and decision?

* What was the result?

Level 5 Expert: Demonstrates expert knowledge and ability, and can apply the competency in the most complex situations. Develops new approaches, methods, or policies in the area. Is recognized as an expert, internally and/or externally.

BEHAVIORS

  • Creates new methods/systems in job evaluation based on research and benchmarks with industry best practices.
  • Performs audits/evaluations of job evaluation systems.
  • Develops policies and processes to implement job evaluation systems.
  • Identifies critical organizational activities and current areas of strength and weakness to align organizational design decisions to short-term and long-term strategic goals.

QUESTIONS

  • Tell us about a time you produced a revised job evaluation that better-positioned parts of the organization to recruit high-level talent.

Probing Questions

* Why was it necessary to modify the job evaluation method?

* How did you determine that this change would yield the desired results?

* What did you do to deal with internal relativities?

* How did you garner support and buy-in from the management table?

* Did the revised evaluation get implemented? Did it do what you hoped?

  • When have you found yourself in a situation where it was necessary to move forward on an organization re-design in stages?

Probing Questions

* What factors influenced the recommendation to proceed in steps?

* How did you ensure that the strategic direction of the organization was not comprised by this approach?

* Who did you consult prior to surfacing this approach and why?