JPI: Humanizing


JPI: Humanizing

1. This job evaluation should ideally be coordinated by a member of the human resources team acquainted with the particular job within the company, assisted by other staff members selected from all interest groups � inter alia, the person to whom the particular job reports, as well as other staff members with one or the other angle on the particular position, such as the previous or present incumbent, a subordinate who reports to the person in that job, a colleague who works in close collaboration with the person in the particular job, members of the affirmative action committee and the trade union who have one or the other angle on the job in question etc.

2. At least FIVE, preferably more committee members, should individually and independently complete the Job Profiling Inventory. Results must then be fed into the computer for evaluation and a final ranking. It is of the utmost importance that no discussions be allowed among JPI members. Each member completes his or her form independently and individually, without any prior consultation or discussions with any of the other members!!!  

3. Use the JPI (Humanizing) for the selection of TWO additional Humanizing competencies for a job that requires specialized ability in Humanizing skills.  

4. Follow the following instructions for the selection and ranking of the dimensions of the job by means of the JPI job evaluation procedure:

(a) First select from the total of EIGHT humanizing competencies in the JPI (2201=2208) the TWO competencies that, to your mind, are the most important humanizing competencies for success in the particular job. On your separate answer sheet, circle either a 4 or a 5 next to the number that refers to each of these TWO most important humanizing competencies you have selected, to indicate how important [5 = ESSENTIAL and 4 = IMPORTANT] you regard each one of these eight competencies.

(b) Then go back to the remaining SIX competencies in the humanizing list. Select the TWO next most important humanizing competencies for success in this job from the list. Next to each of these on your separate answer sheet, circle a 3, which indicates that these TWO next most important humanizing competencies are both regarded USEFUL.

Specialised Dimension Humanizing

2201 Empathy

Empathy refers to the potential or capacity to show concern, tolerance, sympathy for others� needs, concerns, values, views, attitudes etc.  

2202 [Emotional] Sensitivity

[Emotional] Sensitivity refers to the potential or capacity to understand and to appreciate why people are intolerant, concerned, down-hearted, moody, angry etc.  

2203 Tact

Tact refers to the potential or capacity to be courteous, diplomatic, comforting, and respectful when attending to the problems or difficulties people experience  

2204 People Development

People Development refers to the potential or capacity to appreciate people�s developmental needs in the workplace and to be concerned with the effective implementation and execution of such development

2205 Coaching

Coaching is the capacity to develop followers by providing them with simple and clear instructions, demonstrations and explanations and by systematically exposing them to planned but increasingly challenging tasks, combined with ongoing feedback, appraisal, counselling and other tangible rewards

 

2206 Interpersonal Objectivity

Interpersonal Objectivity refers to the potential or capacity to understand interpersonal matters for what they really mean or convey  

2207 Group Dynamics

Group Dynamics refers to the potential or capacity to develop an understanding of people on the basis of their uniqueness, inter alia, resulting from differences in gender, culture and religion, age, levels of sophistication, education and training, personal and group circumstances, extent of isolation or exposure, personal capacities and skills, which all work together towards diversity in values and views; and by so doing, to become enabled to predict and understand the social behaviour of people and groups  

2208 Diversity Facilitation (Diversity Interaction)

Diversity Facilitation refers to the potential or capacity to diversify the work team in terms of race, gender, culture, background, views and outlook and attitude towards work, life and a wide range of other daily matters, conditions and concerns

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