hr process part-i old

HR PROCESS PART-IJOB ANALYSIS-APPLICATION REVIEW-INTERVIEW-RECRUITMENT-SELECTION-JOB TRAINING-WORK

Issue:

Improper methods of Counseling during B.E

and B.Tech Admission

An advertisement with job skill set been

provided and the team markets its

institution with catchy names, vision

statements and courses offered.

ACTIVITY

Match the job to the person and not the

vice-versa.

This improves the productivity at work and

brings out better results.

This brings better ROI for the company

Gives better job satisfaction.

LESSONS FROM THE ACTIVITY

Gathering Info About Job

Activities, duties, behaviour – KSAOC

K-Knowledge-Body of Info, procedural,factual

S-Skill-Competency

A-Abilities-Demonstrated Competency

OC-Other Characteristics

Gives job specifications-educational req.

JOB ANALYSIS

Job description- identification, C.V, Duties,

Standards, Accountabilities.

Job classification- clustering jobs as groups.

Job evaluation

Job design restructuring

Personnel requirement/ Specifications

Performance appraisal

Worker Training

PURPOSE OF JOB ANALYSIS

Worker mobility

Efficiency

Safety- ADEA- Age Discrimination in

Employments act, OSHA etc…

HR planning

Legal/quasi-legal requirements

PURPOSE OF JOB ANALYSIS

Contains

Job identification

Job summary

Job duties and accountabilities

Job Specification

Employment Standards Information

JOB DESCRIPTION

Arrangement of jobs based on

Classes

Groups

Families

eg- Based on line of Authority, technology based,

job content, human behaviour based.

JOB CLASSIFICATION

Classify jobs based on relative worth

Within the organization

Within the related external labour market.

Allocation and Reallocation of

Organizational work

Activities by job incumbent into different sets

JOB EVALUATION &JOB DESIGN RESTRUCTURING

Personal knowledge

Skills’

Aptitude

Aptitudes

Attributes

Traits for the successful performance of job with

minimum qualification, desirable specification

PERSONNEL REQUIREMENTS

Systematic Evaluation of Employees’

performance by supervisor or other officials

Purpose

Influence performance through administrative decisions Promotion Lay offs Transfers Salary increases

Developmental feedback – about employee, Strengths and weaknesses.

PERFORMANCE APPRAISAL

Systematic

Intentional

Process for developing

Specific skills

Influencing behaviour of organizational behaviour

and contributes to overall effectiveness

WORKER TRAINING

Career development and Path setting

Movement of people in and out of positions,

jobs, and occupations

Self concepts and social situation changes

due

Growth, Exploration, Establishment, Maintenance

and Decline.

WORKER MOBILITY

Organizations find it advantageous to

promote worker mobility-Interaction of

personal factors and opportunities-

establishment of career counseling and

development

Based on delineated job information.

WORKER MOBILITY

Involves development of optimal work

processes and safe design of

Equipment

Physical facilities with reference to people’s work

activities, including work procedures, work layout,

and work standards

EFFICIENCY

Involves

Development of optimal work process

Safe design of equipment

Safe design of physical facilities

Identifying and eliminating unsafe behaviour,

physical and environmental conditions- worker

safety.

SAFETY

Involves anticipatory and reactive activities

Ensures

Right Number

Right people

Right people at right places

Jobs performance that satisfies objectives and

brings profit to organization

HR PLANNING

Includes activities

Improving self actualization

Growth needs of people

Maximum utilization of

• Skills

• Talents

HR PLANNING

Includes

Laws – CRA, ADA, EEOC,FCCP, OSHA

Regulations

Guidelines established by government agencies –

office of Federal Contract Compliance (FCC)

ADA – Reasonable accommodations for differently

abled.

EEOC- Equal Employment opportunity.

LEGAL AND QUASI LEGAL REQ

Dimensions

Types of job analysis info provided-Type-I

Forms in which job information is illustrated-Type-II

Standardization of the job analysis content- Type-III

Sources of job information-Type-IV

JOB ANALYSIS-DATA COLLECTION METHODS

Task or Job oriented methods-indicate jobs to be

completed

TI-CODAP- Task Inventory Comprehensive Data Analysis

Program.

PAQ-Position Analysis Questionnaire- person or worker

oriented approaches

Collect data on the machines, tools and work aids

used.

KSAOC- behaviour based

TYPE-I

Info representation- quantitative or qualitative

Qualitative-CIT-Critical Incident Technique-

Human behaviour based technique

Effectiveness and In-effectiveness measuring

parameters

TI-CODAP and PAQ-Quantitative-relative

frequency or importance based ratings

TYPE-II

Standardized

PAQ

KSAOC

Non-standardized

Unconventional techniques used

TYPE-III

Devices-cameras

Physiological recording devices

Job analysts

Specialist or expert

Consultants or observers or supervisors

Clients/department heads/colleagues etc..

TYPE-IV

Observation

Performing job

Interviews

Critical incidents

Background records

Questionnaire’s

JOB ANALYSIS-DATA COLLECTION METHODS

Work study, time study of the job through

observation.

Activities observed

Deeper insight into job duties.

Leaves out mental aspects of job – Decision

Making, creativity.

Doesn’t consider infrequently done jobs.

OBSERVATION

Actual performance of duties

Useful for jobs that can be learned

Demonstrator goes through the experience

before training or elucidation

Could be hazardous sometimes-illegal or

certification required

Exposed to frequently performed activities

PERFORMING THE JOB

Individual and group interviews:

Job incumbents

Supervisors

Sub-ordinates

Clients

Other knowledgeable sources.

INTERVIEWS

Information on rare activities collected

easily.

Gives more comprehensive and unbiased

view of job – all mental, physical analyzed.

Value dependent on interviewer and

questions asked

Fear due suspicions- distort information

INTERVIEWS

Behaviour of poor or good performances

with the context and the consequence

Since observed and measurable-used for

performance appraisal and training readily

Insights into job expectations as defined by

incumbents

CRITICAL INCIDENTS

Average and typical behaviour considered-

effective

Data may be less inclusive

Gathering incidents- time consuming

Eg student not performing well when taking

a wrong group in the BE/Btech counselling

CRITICAL INCIDENTS - ISSUES

Description of daily work by incumbents

Terms familiar to incumbents

Data usage easier-appraisal measures

Insights into the reasons for job activities

Mental activities-innovativeness or

representative account- may not be

included

DIARIES

Review of

Organizational charts

DOT-Dictionary of occupational titles-200000 nos

Company training manuals

Policies

Procedure manuals

Existing job descriptions

BACKGROUND RECORDS

Provide preliminary job info

Aid interview questioning/questionnaires

Provide contextual info about the job

Easy to collect

Eg collecting mark sheets of his secondary

and higher secondary in a BE counseling

BACKGROUND RECORDS

Info incomplete

Supplemented by other methods

May be outdated

Limited info- specific info for KSAOC and

important ratings of tasks

BACKGROUND RECORDS

Structured forms and activity check lists

PAQ

FJA

MPDQ

TI-CODAP

Open ended

Unstructured questions

QUESTIONNAIRES

Less expensive

Quicker

Reach larger incumbents/sources

Greater coverage

Responses quantified

Variety of analyses possible- comparisons across

jobs and departments-compensation and

selection

QUESTIONNAIRES

Less expensive

Quicker

Reach larger incumbents/sources

Greater coverage

Responses quantified

Variety of analyses possible- comparisons across

jobs and departments-compensation and

selection

QUESTIONNAIRES

Interpretation may be wrong

Response rate may be low-less generalizable

Expensive

Time consuming

Challenging to quantify

Require content analyses-time consuming

Eg asking their strong areas

QUESTIONNAIRES

PAQ

TI-CODAP

MPDQ

FJA

DOT

CIT

JCQ

C-JAM

COMMONLY USED APPROACHES

Standardized questionnaire-completed in 2.5 hours

Assess 187 activities in six categories

Information input

Mental processes

Work output

Relationships with other persons

Job context

Other job characteristics

PAQ

Rating factors

Importance

Amount of time

Amount of time required

Extent of use

Possibility of occurrences

Applicability

Difficulty

PAQ

Stage-I •Prepare questionnaire•Give the various levels of rating for the factors

Stage-II •Give them to incumbents•Questionnaire collected

Stage-III •Shipped to PAQ headquarters-computerized scoring based on 32 dimensions•Estimates aptitude test and job evaluation points

PAQ

Advantages

◦ Excellent for small businesses

◦ People with limited or who are yet acquire

knowledge on HR can do it

◦ Selection and possible selection procedures for

small no of posts

◦ Use of PAQ for lathe test operator or trainee.

PAQ

Issues

Highly technical- completed by job analyst

Language used complex and challenging to

understand for the incumbents or supervisors

Lacks specificity

PAQ

Developed- US Air force

Use-describe and cluster jobs

Components of task consist of

Action

Objective

Essential modifiers

TI-CODAP

TI-CODAP

Advantages

Yield data for

Important job analysis

Setting job specifications

Identifying the potential job hazards attached( in

case of women and minority)

Establish succession planning

TI-CODAP

Issues

Task statement formation-time consuming

May be outdated

Task oriented approach- KSAOC’s not used

Larger time for larger incumbents

TI-CODAP

Management position description

questionnaire

Standardized- managerial jobs

274 item questionnaire with 15 sections

Time taken-2.5hours

Respondents indicate significance of each

item

MPDQ

Sent to control data business advisors Inc

Computer software generates 8 reports

Management position description

Position tailored performance appraisal form

Group comparison report

MPDQ

Work oriented approach

Includes

Functional

Specific content

Adaptive skills

required to perform job satisfactorily

FJA- FUNCTIONAL JOB ANLAYSIS

Job classification- nine digit code

First 3-occupational code

Middle 3-extent to which job incumbent has

responsibility, judgement over

data(coordinating),people(negotiating) and

things(handling).

Last 3-classification alphabetically within

occupational group with same complexity.

FJA- DOT

Organizational purpose PAQ TI-CODAP

FJA CIT

Job description

Job Classification

Job Evaluation

Job Design restructuring

Personnel requirements/specification

Performance Appraisal

Worker training

Worker Mobility

Efficiency/safety

Human Resource planning

Legal/quasi-legal requirements

CHOICE OF METHOD