Job & Role Bench-marking Systems & Services

Imagine if the job could speak, if it could tell you exactly how it needed to be done, and done successfully with maximum results.

Job & Role Bench-marking Systems & Services - People and Business Insights
  • Imagine if it could tell you what type of skills were needed to engage effectively and productively with the KPI’s of the role,
  • Imagine, that this “talkative job” could tell you what type of thinking skills would be necessary to make the judgement calls needed in each of the key result areas that are priorities for the role,
  • And, just imagine for a moment that it could articulate the passions, values and motivators that those in the role need to have when the going gets tough, when persistence and resilience are needed to push through to the next level,
  • And if that wonderfully expressive “job” could round it out by by showing and explaining to you the behaviour, emotions and communication style needed to get excellent teamwork and collaboration in and around the role.

Now you know that I’m leading up to something here, and you’re absolutely right!

All of these things are available to you when you make a decision to get each and every key role directly contributing to the needs of your values, your mission and your business plan.

This leadership decision is known as “Job or Role Benchmarking, and is made so that …

  • Firstly, you keep those who don’t fit the demands of the job, away from the role, and
  • Secondly, being realistic in understanding that those whose skills, decision-making, motivation, communication and behaviour and who will work brilliantly and successfully in achieving most (… nobody’s 100% perfect, are they?) of the job description, time picture and expectations which make up the role’s accountabilities take time and effort to find. Time and effort that you can be remarkably efficient with, and can short-cut in some cases.
  • And don’t get tempted into the belief that you can change an individual massively, or give them “a chance” to somehow fit the role, if it’s blinding the obvious that they can’t. Remember, “You can’t train a fish to climb a tree!
  • It’s a strategic decision because, if you’ve got a commitment to get a winning team, with strategies and ongoing action in this arena, you can see where you’re going, and know what you need to get there, in advance! You will bring the best of the best to you and your business rather than the best of the rest!

This strategic awareness and concentration is usually avoided, either by design or default, simply because most managers get caught in the trap of recruiting in crisis – because they decide to put a (… “temporary”, best that they can do in a crunch”) “bum on a seat” in response to somebody leaving, or because the growth demands of the business have suddenly, sometimes urgently, shown a gap that must be filled A.S.A.P.

Our unique Job Bench-marking service allows you to 0 in on the exact skills, thinking, motivation, behaviour and communication that any role requires. These things affect outcomes in sales, customer service, management, specialist roles and general employment.

Identify Job to be Bench-marked

Identify Key Subject Matter Experts

Subject Matter experts Meet & Identify Key Accountabilities

Prioritise Key Accountabilities

Assign Approximate Percentage of Time per Week to be Spent on Each Key Accountability (Only Assign 75%)

All Subject Matter Experts Respond to Innermetrix Online Bench-marking

Subject Matter Experts Meet to Discuss Results and to Determine Realistic Scores According to Population Percentages

Produce Finalised Innermetrix Online Bench-marking questionnaire

Why "Job & Role Bench-marking Systems & Services"?

  • Qualitative and quantitative analysis and design of the role
  • Majority input from only those Currently or very recently successful in that exact role.
  • Ability to edit, shape & refine the role to the practical realities of the role in your business & marketplace
  • A library of benchmarks for comparison or integration
  • An ability to remove bias from the recruitment and selection process, concentrating on best fit
  • Exposure to “Lessons from the Masters” and their input. These are those doing the job superbly well.
  • Getting the role totally focused so that people can do the right thing at the right time &
  • The development of intellectual capital, IP and knowledge management expertise
  • Deep and authentic connection with the deliverables in the organisations business plan
  • An ability to remove time wasting activities, attitudes and interruptions from true success in the role
  • A fast track to real efficiency and effectiveness in the role, quicker than months of orientation or training
  • Professional recruitment & selection skills, to further enhance customisation and Interview preparation
  • The relief of knowing that you’re doing this strategically and professionally to get results
  • The thrill & the pride of designing, applying and realising success – collaboratively and individually
  • The professional and business satisfaction of achieving time and cost effectiveness
  • Pride, Achievement and the Presence and productivity of truly excellent employees & teams

Experience the relief & peace of mind of getting the right people for the right role

Some key figures for You

Australia Workforce Overview in July 2019

8.5% of the Australian workforce changed their employer or the business they operated in the year to February 2019, up from a record low of 7.7% in the year to February 2017.

The ABS estimates that 11.6 million Australian workers stayed in their current job and about 1.1 million Australian workers changed their employer or the business they operated in the year to February 2019. Although the absolute number of people changing businesses rose by about 70,000 in the year to February 2019, so too did the size of the entire workforce, and so the proportion of the workforce that
changed jobs rose only slightly, to 8.5% in February 2019.

  • All industries – Workforce (Feb 2019) = 12,740,400
  • Changed business in the past year = 1,078,300
  • Proportion of workforce that changed business in the past year = 8.5%

*Figures from The Australian Bureau of Statistics(ABS) & AI Group economics

Australia - People and Business Insights

Proportion of workforce in July 2019 that changed employer or business in the previous 12 months, by industry

Hospitality 17.9%
Rental & Real Estate 11.7%
Administrative Services 11.3%
Utilities 10.3%
Construction 9.7%
Other Services 9.4%
Retail trade 9.4%
Wholesale trade 9.3%
Professional Services 8.5%
All Industries 8.5%
Transport & Warehousing 8.3%
Arts and Recreation Services 8.0%
Financial & Insurance 7.6%
Manufacturing 7.0%
Mining 7.0%
I.T., Media & Telecoms 6.9%
Health Care 6.4%
Education & Training 5.9%
Agriculture 5.8%
Public Administration 5.3%

Turnover trends according to Australian HR Institute in 2018

Lack of career progression/opportunities 63.2%
Better pay elsewhere 48%
New career opportunity 44%
Poor relationship with supervisor/manager 41.1%
Lack of training and development opportunities 25.3%
Poor work/life balance 17.2%
Personal circumstances e.g. health 16.7%
Poor job design 13.8%
Permanently leaving the workforce 12.9%
Relocation of employee 11.8%
Lack of employee voice in the organisation 11.5%
Insufficient flexible work arrangements available 10.3%
Poor relationship with co-workers 7.2%
Physical work environment 6.6%
Other 16.1%

Many people are now accepting roles with an approach that the first 6 to 8 weeks is actually more like a job trial. One finding is the first 45 days of employment is a “high risk” period – a great amount of staff turnover (… as high as 20 percent) occurs during what we usually think of as the “honeymoon” period.

So what are the most common reasons for turnover?
  • The job was oversold by recruiters
  • A poor on-boarding experience eroded the newcomer’s confidence in the company
  • Lack of clarity surrounding job duties and expectations (… correlating with bad or unprepared managers)

To clarify, the components of turnover costs include expenses for in-house hiring, termination administrative, training and induction; as well as lost productivity from other employees filling in for vacant positions, in the early and final stages of employment.

And examination of turnover costs from respective accountancy group Price Waterhouse Coopers estimates, that the cost of turnover is anywhere from a departing employee’s annual salary to 2.5 times its’ equivalent.

Hiring the wrong people is a costly, and potentially fatal mistake for your organisation.

Experience the relief & peace of mind of getting the right people for the right role

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