In our third installment of the Job Benchmarking Process, we will discuss assessing the JOB. In our previous posts, we have expounded on the first two building blocks of job benchmarking. Thus far, we’ve examined:
- Identify the job and gather stakeholders and subject matter experts
- Define and prioritize key accountabilities
Identifying the job and gathering stakeholders and subject matter experts explores the initial step in the job benchmarking process – pinpointing the job that needs benchmarking and assembling a team of experts that have in depth knowledge of the job from a day to day and supportive perspective to break down the actual requirements for the job.
Next, the experts will confer to establish the key accountabilities required for success in the position. The team will discern between the baseline “must-have” versus the “nice-to-have” accountabilities and present those findings to senior management.
Assessing the JOB
The next step in the process is for the carefully chosen subject matter experts to take an online assessment to assess what is required of the JOB in terms of competencies, behaviors and motivators. Using the key accountabilities, the SMEs take the assessment with the JOB in mind, not their own competencies, behaviors or motivators. The results of these SME job reports are aggregated to create the final JOB benchmarking report.
The JOB benchmarking profile is reviewed by each of the SMEs as well as the hiring manager to ensure the profile is accurate for the selection of the ideal candidates and be successful in their new role. The senior leaders can use the benchmark profile to determine if existing employees and potential external candidates are a good fit for the role.
In our final post for this series, we will delve further into the last job benchmarking building block – Compare Talent to the Job Benchmark.