Training Solutions:

Our Job profiling process involves a fully qualified facilitator who collaborates with an organization representative job profiling committee consisting of a minimum of 5 members who are familiar with the job or role.

Job profiling consists of listing the tasks and activities as well as minimum performance prerequisites required of the job. The system then compiles a package of job-related assessments.

By matching the job profile information with individual candidate assessment score results, you can make reliable decisions about -

•  selection and recruitment
•  training and development
•  program development needs
•  affirmative action
•  succession planning
•  career planning
•  organization development

The Job Profiling Process

Step 1: Create a Job Profile

Determining of the EIGHT job-related competencies of the Job or Role The job should first and foremost be evaluated in terms of its Areas of Behaviour and Labour Execution

(ABLE), in order to determine its vital competencies for successful job performance. In matching prospective candidates with the job or role (or even prospective students with the particular course and what it entails). The Job Profiling Committee selects the EIGHT job-related competencies.

Why EIGHT job-related competencies?

A job that calls for the execution of outcomes relating to more than eight core competencies, reaches beyond the limits of human capacity.

Step 2: Creating the Job description

The job description is compiled. The Job Description committee work as a team and in consultation with one another in listing the job outcomes as well as the minimum performance prerequisites of the job.

Step 3: Determining the NQF level, the job’s Complexity (JCG) and Intricacy (JIG) grades

Determining the level of complexity at which the activities of the job have to be performed to ensure acceptable job outcomes provides;

(a) NQF levels in terms of both qualifications and job complexity
(b) Job complexity level or Job Grade
(c) Job intricacy level or extent to which physical and other environmental
    conditions contribute to job complexity.

Step 4: Mapping the Education and Training outcomes of the job

Traditional workplace “philosophy” tended to draw a distinction between: (a) Those at the helm of the company who were in fact “the brains” behind all operations and who did all the “thinking” for everyone else in the company, from top to bottom within the organizational pyramid; and (b) those who had to follow instructions from the tip of that pyramid down to the very bottom of the structure.

The main aim with training and development in these new terms is to supply the “hands” that do the job with a critical, continually thinking and creative brain, so to say. The hand-and-brain unit should therefore develop an outcomes-directed approach. Instead of relying on instructions from above in order to solve the crisis, hand-and-brain should apply its own mind continuously on an on-the-spot basis to the following critical question: How much of what must be done in what way for what purpose to satisfy what in terms of which tangible objectives towards what end?

Critical cross-field education and training outcomes are aimed at strengthening his or her hands by providing ongoing, lifelong outcomes-based training and development The 7 + 5 critical cross-field education and training outcomes that are presently suggested as the tools towards this end are, in essence, generic and apply across all workplaces to all jobs.

Each member works independently and without any consultation with any of the other members of the committee in allocating weights to each of the EIGHT competencies of the job on the basis of how they relate to the twelve critical cross-field education and training outcomes (in terms of their relative importance).

The Critical Cross-field Education and Training Outcomes can now be utilised to establish the clustering of training requirements for the job in question. The outcome of this exercise serves as a guide to the Training Department on how to put together a training and development programme geared to meet the performance requirements of this job.

It simultaneously paves the way for a needs analysis.
The final Job Description contains the following information:

1. Two sets of NQF levels, viz., the first set is based on the qualifications required for the job and the second set is based on the real complexity of the job
2. Sebenza job grades, comprising:
1. Job Complexity Grade (JCG). The system also links its JCG to the equivalent grades on Peromnes, Paterson, Hay, Equate and Task; and
2. Job Intricacy Grade (JIG), an additional grade unique to Sebenza that indicates the level and severity of the intricacy added to the job by environmental conditions such as noise, visibility, ventilation, temperature, etc.;
3. Job outcomes (the required functional outputs) within each of the EIGHT competencies;
4. Performance prerequisites (level of competence) required in the case of each job outcome;
5. Environmental conditions relating to this job;
6. The overall physical-cum-mental effort ratio of the job;
7. Information on any additional fine-tuning of the JCG, if and when applicable;
8. Detailed job profiling information relating to issues such as qualification and certification requirements, training requirements pre- and post appointment etc.