SYSTEMIZATION
OF WORK
Systemization of
work is not only a formal demand of the Employment
Relationship Act regulating the employment of workers
and contracts of employment but it is also about the
linking of micro organization of work with people and
their tasks. A suitable systemization of work influences
the review of required knowledge, skills and
psycho-physical abilities for work and is also the basis
for the definition of responsibilities and empowerment
at work. It increases the productivity of employees at
work and - linked to the management by objectives -
serves to be one of the levers for maintaining a
competitive advantage of the company. In addition to
that, it is the basis for a correct evaluation of work
positions and database of work data – equally important
in small, middle-sized and large organizations.
The advising is
directed to the following areas:
-
defining the
role of systemization of work,
-
defining
organizational infrastructure for projecting a
transparent systemization of work positions,
-
establishing
the effect of various concepts of company
organization on the systemization of work,
-
defining
systemization in a dynamic business environment,
-
creating
methodological starting-points and lists for the
preparation of systemization of work,
-
adapting the
systemization to different developmental periods of
the company,
-
defining
tasks, making an inventory of the contents of work,
-
creating
descriptions of work (computer support passes over
to the clients),
-
unified
defining of data and their meaning for the creation
of payment system structure,
-
providing a
review of practical examples of good practices,
-
defining
systemization of work as a basis for empowerment of
employees, human resource development, carrying out
annual employee appraisals, defining the
organizational role of employees and making
contracts of employment.
EMPOWERMENT
OF EMPLOYEES
Empowerment of
employees serves as a lever for identifying and
monitoring the achievement of work objectives. Key tasks
of all employees are evident from the matrix of tasks,
constructed for the company as a whole from two
standpoints – from the standpoint of tasks of a work
position and from the standpoint of tasks of an
individual. By defining the empowerment we
simultaneously separate those, which are the consequence
of the demands of work from those which we attribute to
more effective and successful individuals.
The advising is
directed to the following areas:
-
defining a
model of tasks and authorizations for the whole
organization,
-
defining the
tasks and authorizations for single work positions,
-
defining
tasks and authorizations for single performers,
-
linking the
model of tasks and authorizations with the promotion
of employees (horizontal, vertical).
|
