What is DACUM?

DACUM APPROACH TO JOB ANALYSIS By: M. Jones With today's industrial optimization programmes, companies are struggling to develop accurate and concise job descriptions. Quite often, after spending hours developing a job description, followed by training, companies discover that the task(s) trained for was not critical or worse, not required. By using the Develop A Curriculum (DACUM) approach to job analysis, a complete job profile (including prioritized tasks) can be developed in only 2 days. Validation can be completed in four to six hours over a two-week period. The DACUM process uses the experience of six to twelve experts in the field. With the guidance of a DACUM facilitator, these experts define the major areas of responsibility (duties) and their associated tasks. This panel of experts will also list:     * the behaviour, attitudes and traits required for the position     * general skills and knowledge needed to be successful     * tools and equipment used in supporting the tasks     * future trends of the position (not a wish list). An organizational chart showing how the job fits into the corporate structure and customer/supplier relationships rounds out the job profile. Duties and related tasks are always written in performance terms, making it easier to observe or measure. Figure 1 represents a small sample of the duties and tasks portion of a LAN (Local Area Network) Specialist DACUM chart developed for Mohawk College of Applied Arts and Technology. The duties run down the left side and are consecutively labelled with a letter, starting with A. Each of the related tasks runs out to the right of the duty. Tasks are ordered by the panel and then labelled with the duty letter and position number, i.e., A1, A2, A3, etc. An average DACUM chart contains between 50 to 200 tasks which are categorized into 5 to 10 duties. The three numbers on the right-hand side of the task box represent how:     * frequently the task is performed     * critical it is to preform the task correctly     * difficult the task is to learn. Each is rated on a scale from one to six with one being low and six high. The meanings of the values on the scale are set by the DACUM panel, relevant to each job. Figure 2 is an example of a rating chart developed by a DACUM panel. The fourth number is simply the product of the other three which allows you to rank the tasks for training and evaluation purposes. The higher the value, the more important the task is to the overall function of the job. All other lists support the duty and task chart by giving a complete picture of the job. The organizational chart will clarify the supplier/customer relationship within the position. The tools and equipment list identifies specialized equipment or safety training required. Behaviours, attitudes, traits, general skills and knowledge required to perform the job function will also be identified and listed by the DACUM panel. An insight to where the panel perceives the job is heading in the future is captured in the future trends chart. Once completed, all information will be fitted on a double- sided 17" x 11" sheet of paper. THE DACUM PROCESS The DACUM process relies on two critical factors for its success. The first and foremost is selecting the right panel. A DACUM panel should consist of six to twelve employees who are considered the very best in the field and who are currently doing the function...NOT instructors or supervisors of the job. Instructors tend to push the panel toward their own training programmes. Some employees can be intimidated by their supervisors resulting in non-participation in the development of the DACUM. I once co-facilitated a DACUM for a group of forklift drivers. One member of the panel was the instructor in charge of training all forklift drivers for the company. He continuously pressed for duties and tasks to be included, even though the remaining members of the panel were in disagreement, noting that they had not completed 'those kinds' of lifts in years. After discussion, it was clear that the instructor suggested these duties and tasks based on an out-dated training programme. On another occasion, a supervisor sneaked into a panel. His presence was uncovered when the panel was challenged in regard to the quiet environment, their lack of participation and passive attitude. Once the supervisor was asked to leave, the panel responded constructively. The second component you will require is a skilled DACUM facilitator. A facilitator must guide the panel through the process without prejudice and must ensure that the panel comes to consensus on every item on all the charts. A facilitator with little job knowledge will produce a better chart than a facilitator with detailed job knowledge. The facilitator sets the mood and the pace of the panel and ensures that they know exactly what their tasks are and the delivery dates for all the parts of DACUM chart. As in an orchestra, where the conductor and the musicians are both equally important to creating music, both the facilitator and the panel must work together to create the job descriptions. Figure 3 is a flow chart of the DACUM process supplied to each panel member. This chart illustrates the approximate time frames involved in the process. In the past, when the process was delayed by supervisory intervention, panel members drove the entire process. Each panel member must accept all entries on the charts. This consensus can result in some very interesting debates. After a lengthy discussion, a panel member will often call for a vote, but a reminder that voting is not sanctioned is usually all that is required. Compromises are made and consensus is usually reached. If it is not, the panel will "park" the item for later discussion. When this item is revisited, the differences will be worked out and a consensus will be reached -- a process that creates for each panel member a very strong sense of ownership in the DACUM chart. It is important to give credit to everyone involved in the process by placing their names on all the charts. The two-day process is very draining for panel members and the facilitator. Each item on each chart will be discussed, debated, written, rewritten, revised and revisited. In the end, however, each panel member will be satisfied with every item on the charts and will leave with a sense of accomplishment. Parting comments such as "I never thought we could do it", "I never knew how much we actually had to do!" or "I'm glad supervision is finally asking us" are not uncommon. Supervisors and instructors who have not performed the job function for some time are impressed with the amount of information obtained in two days. Employees usually have a better 'buy in' to the process if they are aware that co-workers defined their job description. The last step in the DACUM process is to give each employee performing the function, the supervisors and the instructors an opportunity to comment on the DACUM. This action ensures that nothing is overlooked. Either a copy is given to each employee or a master copy is posted in a common area such as the lunch room. Employees are asked to submit their comments/concerns. This validation process can take from two to four weeks to complete and should be comprised of at least two full rotations of the work schedule. The DACUM panel is then recalled, along with first line supervision, to form a validation panel. The ratio of employees to supervision should not exceed 5:1. Every submitted comment is discussed and carefully considered by the new panel who will decide, by consensus, if any changes are required to the DACUM charts. Once the validation is completed, the job description can easily be adapted for training, evaluations and recruitment. Similarities and differences between two or more jobs can now be identified -- expediting training, evaluation and movement of personnel. Jobs can be tiered, allowing positions to be built on one another which will facilitate succession planning. Pay for skills and knowledge systems can be implemented based on the number of tasks that an employee can perform. If more depth is required, the tasks can easily be divided into one or more Performance Criteria (PC). Employees can then be evaluated against these detailed PCs which can be broken down further into very detailed job procedures. These procedures will lead the employee through the task, step by step. The level of decomposition will depend on the need. As in all things, the more detailed the information, the longer the development stage. Several universities, colleges and private companies throughout North America offer DACUM Facilitator Training. A well-trained facilitator can mean the difference between successful results or disaster. Why struggle with writing job descriptions when your employees can write them for you? All you need is a panel of expert employees, a good facilitator and two days.

 

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