Many hiring systems, and particularly those in the public sector, limit professional development by
allowing advancement only when a job opening occurs. This type of system does not readily recognize the
professional development that typically occurs as one matures in his or her job. The result is that employees
perceive they have limited opportunities for advancement, which in turn impacts employee morale, staff
retention, teamwork, and organizational effectiveness.
This presentation discusses the efforts of one laboratory to address this problem by improving classification
and compensation systems through the development of a job progression system. The basic premise of the
effort was that advancement should be based on competency and not artificially constrained by limited
openings. The process to develop the system was an extension of the participative management philosophy
of the utility. An employee task force worked with an employment specialist from the human resources
department and an industrial psychologist to develop a recommendation that was submitted to the
laboratory director.
Study objectives were to:
provide opportunities for advancement based on competency;
address internal equity issues;
update existing job descriptions; and, develop a professional career ladder. The final recommendation defined four levels for the laboratory chemists, biologists, and microbiologists:
journey or apprentice level;
fully proficient, able to work independently;
lead scientist, fully proficient in all tests; and,
expert, career path alternative to supervision/management.
Progression through the system was based on both years of experience and demonstrated proficiency
requirements. The years of service requirements were:
three years from Level I to Level II;
four additional years from level II to level III; and,
eight additional years from level III to level IV.
The demonstrated proficiency requirement was defined as a minimum of six months continued success at
the task. Demonstrated proficiency requirements included technical skills plus "citizenship" criteria like
customer service, teamwork, problem solving, and responsibility for one's own professional development.
Documented benefits of the new system included a clear understanding of expectations, more perceived
equity in promotions, improved morale as measured by an annual staff survey, and improved retention of
trained staff and expertise. During a ten-year period that included implementation of job progression and a
continuous quality improvement effort, the laboratory documented a four-fold increase in productivity
compared to a two-fold increase in staff and budget. Challenges faced during the process included budget
justification, maintaining rigor in the system, calibration between different managers, and changing staff
expectations over time.
Includes extended abstract only.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 190 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 1 |
| Published : | 11/01/2002 |
