Observation

Observation means studying role holders at work, noting what they do, how they do it, and how much time it takes. This method is most appropriate for routine administrative or manual roles, but it is seldom used because of the time it takes.

Role analysis as part of a performance management process

As explained in more detail in Chapter 33, the basis of performance planning and review processes is provided by a role profile. To develop a role profile it is necessary for the line manager and the individual to get together and agree the key result areas and competencies. The questions are similar to those that would be put by a role analyst, but for line managers can be limited to the following:

● What do you think are the most important things you have to do? 

● What do you believe you are expected to achieve in each of these areas? 

● How will you – or anyone else – know whether or not you have achieved them? 

● What do you have to know and be able to do to perform effectively in these areas? 

● What knowledge and skills in terms of qualifications, technical and procedural knowledge, problem-solving, planning and communication skills, etc do role holders need to carry out the role effectively?

This process requires some skill, which needs to be developed by training followed by practice. It is an area in which HR specialists can usefully coach and follow-up on a one-to-one basis after an initial training session.

Role profile content 

Role profiles are set out under the following headings:

● Role title. 

● Department. 

● Responsible to. 

● Responsible to role holder. 

● Purpose of the role – defined in one reasonably succinct sentence that defines why the role exists in terms of the overall contribution the role holder makes. 

● Key result areas – if at all possible these should be limited to seven or eight, certainly not more than 10. Each key result area should be defined in a single sentence beginning with an active verb (eg, identify, develop, support), which provides a positive indication of what has to be done and eliminates unnecessary wording. Describe the object of the verb (what is done) as succinctly as possible, for example: test new systems, post cash to the nominal and sales ledgers, schedule production, ensure that management accounts are produced, prepare marketing plans. State briefly the purpose of the activity in terms of outputs or standards to be achieved, for example: test new systems to ensure they meet agreed systems specifications, post cash to the nominal and sales ledgers in order to provide up-to-date and accurate financial information, schedule production in order to meet output and delivery targets, ensure that management accounts are produced that provide the required level of information to management and individual managers on financial performance against budget and on any variances, prepare marketing plans that support the achievement of the marketing strategies of the enterprise, are realistic, and provide clear guidance on the actions to be taken by the development, production, marketing and sales departments.

● Need to know– the knowledge required overall or in specific key result areas of the business and its competitors and customers, techniques, processes, procedures or products. 

● Need to be able to do – the skills required in each area of activity. 

● Expected behaviour – the behaviours particularly expected of the role holder (behavioural competencies), which may be extracted from the organization’s competency framework.