REPORT #4:
Job Analysis GFS 10

GFS 10 Job Analysis
Manager of Compensation and Benefits
January 17, 2021

KNOWLEDGE AND BACKGROUND

An ability to read, write, count, and communicate with others. It can be learned in a few weeks.
An ability to do basic office, trade, or technical duties. This knowledge is either learned on the position or in specialized training which lasts a period of several weeks to a few months.
Vocational trade, technical or administrative skills or the ability to provide work direction to others. One or two years of work experience or specialized training is needed.
Advanced vocational trade, technical or administrative skills plus knowledge of a specific area of the Organization or first level supervision over vocational level workers. These skills are typically gained through two or more years of experience and/or through a two year Associate Degree or formal vocational training program.
The knowledge and application of theories and principles of a discipline. This is usually gained through at least four years of college (or its equivalent) and two to three years of experience and or the ability to provide in-depth expertise related to services or for policies and procedures in a functional area.
Integrate and apply complex principles of a science, art, or a recognized discipline, or to understand and manage complex operations, processes, or operation. Involves frequent use of theoretical concepts and approaches to plan and execute complex projects.
Technical mastery of a complex science, art or discipline and/or interpretation and application of theories and principles from several fields of study or operation. Involves frequent use of theoretical concepts and approaches to plan and execute complex projects.
Significant experience in managing others and applying organization specific know-how in order to achieve key operating results and or expertise in one or several technical or business administration disciplines gained through extensive experience (8 years+); or post graduate study and three to four years of related work experience.
Technical mastery of a complex discipline and /or application of theories and principles from several fields of study or operation at a level recognized as an expert by peers within the organization or Technical mastery of more than one complex science, art or discipline at a level recognized throughout the industry as an expert.

DECISION MAKING

Decisions are for own job. Occasionally interacting with co-workers in own department. If decisions were made inappropriately it would cause minor delays, inefficiencies, or expenses but overall objectives would still be accomplished.
Decisions are made in conjunction with others within my department. If decisions were inappropriate or inadequate it would cause moderate delays, inefficiencies or expenses and may affect scheduling in other organizations, but overall objectives would still be met.
Decision are made for a small team of department co-workers, if decisions made were inadequate or inappropriate there would be considerable delays, inefficiencies or expenses would occur, resulting in compromises, readjustments, and/or added resources in order to attain objectives.
Decisions are made for a large team consisting of members from more than one department. If decisions were inadequate or inappropriate it would result in considerable impact and affect major programs, developments, or organizations objectives impairing organizational objectives.
Decisions are made for a major division of the organization and if decisions were inadequate or inappropriate it would result in failure to attain organizational objectives impacting profitability and or effectiveness and seriously impair current and future organizational objectives.
Decisions are made for the organization and if decisions were made inadequate or inappropriate it would result in a serious impact to key stakeholders inside the organization.
Decisions made impact key stakeholders both inside and outside the organization and if inadequately or inappropriately could impact the health and wellness of significant populations.

PLANNING, ALLOCATING RESOURCES AND MONITORING

Plan and work for myself in order to meet individual goals and objectives. Resource budget is developed by others and monitoring consists of inspecting forms, correspondence, and other written materials to determine whether required information is present and or accurate.
The job requires scheduling subordinates work in order to meet defined output requirements such as delivery schedule service demands, quotes or other such targets and the position requires specifying requirements as an input to budget development and obtaining supervisory approval for deploying resources. The position requires checking accuracy of calculations, methods, procedures, approaching and or determining if policy has been followed.
Determining requirements within a prescribed operating plan in order to develop objectives for allocation of resources by two or more departments and develops a budget for an organizational unit including personnel requirements and allocating resources within budget limit to accomplish objectives. Monitoring complexity consists of compiling information such as filling out forms, recording information , coding information and occasionally investigating sources of information.
Planning requires the development of plans for an organization at least the size of a division to meet major goals such as new product development, market share, return on assets and/or major capital expenditures.
Develops plans that integrates plans of more than one division to achieve organizational goals and the management of financial planning and control for an organization at least the size of a division. Monitoring is on a multi-year basis where outcomes are difficult to project.
Develops strategies and plans for the entire organization on a multi-year period and where outcomes will be difficult or nearly impossible to project.

CONTACTS AND COMMUNICATIONS

Little or no contacts with others, except with own supervisor and little or no confidential information or data is involved.
Contacts with other persons within the department on routine matters or occasional contacts with other departments, or outside the organization furnishing or obtaining factual and or confidential information and data where the effect of any disclosure would probably be negligible or where the full import is not apparent and where the communications requires only ordinary courtesy and tact.
Regular contacts with subordinates, other departments, furnishing or obtaining which is often confidential information such as product costs, individual wage and salary rates, or schedules which, if disclosed, might have adverse internal or external effect, discussing controversial subjects and/or supervisory matters, requiring tact to avoid friction and obtain cooperation; or contacts outside the organization where improper handling may affect results but the primary responsibility rests with the next higher level of supervision.
Outside and/or inside contacts involving carrying out organization policy, programs, and confidential information of major importance such as development or research projects, or profit margins which, if disclosed, may be detrimental to the organizations interests and influencing others where improper handling will have market effects on operating results; or contacts involving dealing with persons of substantially higher rank on matters requiring explanation, discussion, persuasion and obtaining approvals. Considerable tack is required.
Outside and inside contacts requiring a high degree of diplomacy and the ability to deal with and influence persons in all types of positions where the performance of duties involves full and complete access to reports, records, plans and programs of the organization, where the utmost integrity is required to safeguard the organization.

MANAGEMENT OF CHANGE

Few changes must be reacted to during the normal course of one to three years. Events are easily foreseen, allowing a timely and planned work schedule. Make adjustments to my work, which are raised and determined by my supervisor.
Some or little change – Some changes must be reacted to over the course of one year. Events are usually foreseen, allowing a planned work schedule most of the time, with some shifts in priorities and activities. Reassess the service my position provides to the organization? I am expected to work with my supervisor on this reassessment.
Moderate change – Changes must be reacted to quarterly. Events are often unforeseen, requiring significant shifts in daily priorities and activities. Reassess the service my position provides for the organization? I am expected to design and implement changes. Events are usually unforeseen, making the planning of work exceedingly difficult.
Frequent change – Changes must be reacted to monthly. Response to and Management of Change: Indicate the highest level of change management required in this position. Evaluating the impact of a particular event on your department and determining how your department responds to that event.
Fluid environment – Non-stop changes must be reacted to on a daily or weekly basis. Evaluating the impact of a particular event on your organization and determining how your organization responds to that event.

CREATIVITY AND INNOVATION

Creative or innovative thought is not required in this job.
Little innovative thought is required to perform this job and works within procedures, methods and activities that are well established and creative/innovative thought such as innovating new products, services, methods, or procedures are not required and not an important part of this positions role.
Develops ideas that have impact on this job and creates new methods, services, programs or technology within established policies and procedures however innovation is not an important part of this positions role.
Develops ideas that result in improvements to existing programs, services or processes which is a moderate part of the positions role.
Develops ideas that result in the creation of new programs, services or processes and is a moderately important part of the positions role.
Creates completely new methods, services, programs or technology without any precedents or standards available for reference.
Innovates programs, services, processes, or products impact the entire organization and is a significant part of the role.
Innovation impacts the industry and is a majority of the positions responsibilities.

PROJECT MANAGEMENT REQUIREMENTS

Not applicable, you do not participate in formal project teams.
Your position requires participation in formal project teams within a department or function.
Your position requires leading parts of projects (e.g., directs a sub-team or evaluation of a specific issue) that involve several departments or functions.
Your position requires management of projects that involve several or most offices and/or locations.
Your position requires the management of multiple large projects involving the entire organization.

SUPERVISORY REQUIREMENTS

No supervisory responsibility.
Part-time immediate supervision of, or direction of several employees performing the same or directly related work most of the time as those supervised.
Immediate supervision over a unit, section, or department where most of the time is spent assigning, reviewing, checking work, eliminating ordinary difficulties, where procedures are standardized.
Direct supervision of two or more departments through subordinate supervisors involving responsibility for results.
General supervision of a function or several departments through subordinate managers, involving responsibility for results.
Direct and coordinate the operations of a function within a division or several major division organizational units, through subordinate managers who in turn are responsible for supervision over individual departments.
Direct and coordinate the operations of a major function for a division or several organizational units within a division. Organize work, set up standards of performance, formulate and interpret related policy.
Direct and coordinate the operation of several major functions or divisions. Organize work, establish performance standards, assist in the formulation and interpretation of “organization/group-wide policy” and establish function or division policies and controls.
Direct and coordinate the operations of a varied multi-location organization and obtain the desired results by working through presidents.
Direct and engage not only your organization but coordinate and engage individual organizations that are not formally part of your organization.

LEADERSHIP AND MANAGEMENT REQUIREMENTS

No organizational responsibility
Part-time immediate leadership of, or direction of several employees performing the same or directly related work most of the time as those supervised. No responsibility for cost, methods, or personnel.
Immediate leadership over a unit, section, or department where most of the time is spent assigning, reviewing, checking work, eliminating ordinary difficulties, where procedures are standardized; or act as an understudy to a position evaluated higher on this factor.
Direct supervision of two or more departments through subordinate supervisors involving responsibility for results in terms of cost, methods and personnel.
General supervision of a sub/sub function or several departments through subordinate managers, involving responsibility for results in terms of costs, methods, and personnel.
Direct and coordinate the operations of a sub-function within a division or several major division organizational units, thorough subordinate managers who in turn are responsible for supervision over individual departments.
Direct and coordinate the operations of a major function for a division or several organizational units within a division. Organize work, establish performance standards, assist in the formulation of and interpretation of
Direct and coordinate the operation of several major functions or divisions. Organize work, establish performance standards, assist in the formulation and interpretation of
Direct and coordinate the activities of the top management echelon who, in turn, are directing and coordinating the operation of the organization
Direct and coordinate the operations of a varied multilocation organization and obtain the desired results by working through presidents or senior executives.