job analysis a prelude to recruitment and placement
TRANSCRIPT
Job AnalysisA Prelude to Recruitment
and Placement
Job Analysis – What is it and how is it used?The procedure for determining the duties skill requirements person specification
of a jobfor making hiring decisions
Jobs: Analyze, Describe and Provide Specifications
Determining duties and skills Listing job duties, responsibilities,
reporting, conditions, supervision “Human requirements”
Are there Legal Issues Related to Job Analysis? The need to consider the legal context
that requires the organisation to address No. of hours of work per week.
Title VII of the 1964 Civil Rights Act Equal Employment Opportunity Act (1972)
Uniform Guidelines on Employee Selection Procedures (1978)
Americans with Disabilities Act (1990)
What Information do I Collect? Work activities Human behaviors Machines, tools, equipment and work aids Performance standards Job context Human requirements
Work activities Cleaning Selling Teaching Painting How, why and when the
activities are performed
Human behaviors
Sensing Communicating Deciding Writing Job demands
Lifting Walking Jumping jacks?
Machines, Tools, Equipment, Work Aids Products made Materials processed Knowledge Services
Job Context Working conditions Schedule Organizational context Social context
Human Requirements Job-related knowledge and skills
Education Training Work experience
Personal attributes Aptitudes Physical characteristics Personality Interests
Uses of Job Analysis Information
Job Analysis
Recruiting andSelection Decisions
Performance Appraisal
Job Evaluation—Wage and Salary
Decisions(Compensation)
TrainingRequirements
Job Descriptionand
Job Specification
Figure 3-1
Uses of Job Analysis Information Recruitment and selection Compensation Performance Appraisal Training Discovering unassigned duties Other compliance requirements
Recruitment and Selection Executive recruiting Electronic recruiting Monster International How to recruit Assessment and selection
Compensation Job value Salary Bonus Relative job worth
Performance Appraisal How to do it Standards Self-appraisal The discussion Setting goals How to get a raise
Training The job description should show
the activities and skills—and therefore the training—that the job requires.
Discovering Unassigned Duties
Job analysis can also help reveal unassigned duties that are or are not being recognized
EEO Compliance Job analysis also plays a big role in EEO
compliance
Steps in Job Analysis Decide how to use the information Review relevant background information Select representative positions Conduct the analysis Verify with the worker and supervisor Develop a job description and job
specification
Input fromPlant Managers
Input fromSuppliers
Job UnderStudy—
Inventory ControlClerk
InformationOutput to
Plant Managers
InventoryOutput to
Plant Managers
Process Chart for Analyzing Work Flow
Methods of Collecting Job Analysis Information The interview Questionnaire Observation Participant diary/logs U.S. Civil Service Procedure Quantitative techniques Multiple sources of information
Collecting Job Analysis Information Joint effort between HR, the worker and
the supervisor
“SME’s” (Subject Matter Experts)
Employees may be Concerned Because of – Resistance to change Possible changes to job duties Changes to pay Lack of trust of consequences The same job title may have different
responsibilities and pay rates in different departments
Widely Used: The Interview Individual interviews with each
employee Group interviews with groups of
employees who have the same job Supervisor interviews with one or
more supervisors who know the job.
Sample Interview Questions What is the job being performed? What are the major duties of your
position? What exactly do you do? What physical locations do you work in? What are the education, experience, skill,
and [where applicable] certification and licensing requirements?
In what activities do you participate? What are the job’s responsibilities and
duties?
Sample Interview Questions (continued)
What are the basic accountabilities or performance standards that typify your work?
What are your responsibilities? What are the environmental and working conditions involved?
What are the job’s physical demands? The emotional and mental demands?
What are the health and safety conditions? Are you exposed to any hazards or unusual working
conditions?
Interviewing
How well was the interview planned?
Was rapport established? Were needs uncovered? Did the interviewer relate? What did the non-verbal
behaviors suggest?
Questions after the clip:
How to Conduct a Questionnaire Session Use a specific questionnaire Establish rapport Follow a structured approach List duties in order of importance or
frequency of occurrence Review and verify the data
Observation Observation may be
combined with interviewing
Take complete notes
Talk with the person being observed – explain what is happening and whyAsk questions
Diaries and Logs Time-consuming Self-reporting Remembering what was done earlier Can use dictating machines and pagers
U.S. Civil Service Commission
1. Knowledge2. Skills3. Abilities4. Physical activities5. Special environmental conditions6. Typical work incidents7. Worker interest areas
Quantitative Job Analysis Techniques Position Analysis Questionnaire The U.S. Department of Labor approach Functional job analysis
Sample Position Analysis Questionnaire
Position Analysis Questionnaire Items Information Input Mental Processes Work Output Relationships with Other Persons Job Context Other Job Characteristics
U.S. Department of Labor Procedure
Data examples Synthesizing Copying
People examples Instructing Persuading
Things examples Setting up Tending
Basic Department of Labor Worker Functions
DATA PEOPLE THINGS
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating—controlling
3 Compiling 3 Supervising 3 Driving—operating
Basic 4 Computing 4 Diverting 4 Manipulating
Activities 5 Copying 5 Persuading 5 Tending
6 Comparing6 Speaking—signaling
6 Feeding—offbearing
7 Serving 7 Handling
8 Taking instructions — helping
Functional Job Analysis
Used beginning in the 1940’s Seven scales to describe what
workers do in jobs: (1) Things(2) Data(3) People(4) Worker Instructions
(5) Reasoning(6) Math(7) Language
Writing Job Descriptions
1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical
Environment
Sample Job Description
Figure 3 - 7
Sample Job Descriptions, Dictionary of Occupational Titles
Job Identification Title Fair Labor Standards Act (FLSA) Date Approvals Supervisor’s title Salary Grade level
Job Summary General nature Major functions or activities Includes general statements
Responsibilities and Duties Examples
Establishes marketing goals to ensure share of market
Maintaining balanced and controlled inventories
Defines the limits of job holder’s authority Purchasing authority Discipline Interviewing and hiring
Standards of Performance - ExampleDuty: Meeting Daily Production Schedule
Work group produces no fewer than 426 units per working day
Next workstation rejects no more than an average of 2% of units
Weekly overtime does not exceed an average of 5%
Job Descriptions
Check this web site for sample job descriptions.
What do you like about them? What, if anything, is missing?
Using the Internet for Writing Job Descriptions
The Dictionary of Occupational Titles
(DOT) is being replaced by the U.S. Department of Labor
by O*NET
Writing Job Specifications
What human traits and experience are required to do the job well? Specifications for trained versus untrained
personnel Specifications based on judgment Specifications based on statistics
Job Related Behaviors Industriousness Thoroughness Schedule flexibility Attendance Off-task behavior Unruliness Theft Drug misuse
Statistics and Job Analysis Analyze job Select personal traits Test Measure subsequent
job performance Statistically analyze
relationship between trait and performance
Job Analysis – a Practical Approach1. Decide on a plan2. Develop an organization chart3. Use a job analysis questionnaire4. Obtain lists of job duties from O*NET5. Compile the job’s human elements6. Complete your job description
Step 1: Decide on a Plan Broad outline What do you expect your sales revenue to
be next year? What products will you emphasize? Internally, what will expand, reduce,
consolidate or grow What new positions will you need?
Step 2: Develop an Organization Chart
Step 3: Use a Job Analysis Questionnaire
JOB ANALYSISJob Title: Description of the Job:
Tasks Tools UsedStandards forPerformance
Conditions forPerformance
Step 3: Continued
CONTENT ANALYSISSubject Area Title: Content Description and Relevant Definitions:
Tasks Tools UsedStandards forPerformance
Conditions forPerformance
Step 4: Obtain Lists of Job Duties
Check out O*.NET Find the description of a retail salesperson Then, complete Step 5: Compiling the
job’s human requirements and Step 6: Completing your job description.
Part 5: Job Analysis in a “Jobless” World From specialized to enlarged jobs Why managers are “de-jobbing” their
companies
Specialized to Enlarged Jobs Job Enlargement = same-level activities Job Rotation = moving from one job to
another Job Enrichment = redesigning to
experience more responsibility, achievement, growth and recognition
Traditional Organization Chart
E xecutive A ss is tant
M anager
M anager
M anager
S a les S a les S a les
M anager
D irec torE ast Region
M anager
M anager
M anager
S a les S a les
M anager
D irec torW est Region
V ice Pres identS a les
M anager
M anager
D irec torPublic Re la tions
V ice Pres identM arke ting
C lerk
A dm inis tra tor
D irec torC om pensation
and Benefi ts
T ech. W rite r
M anager
S r. T ra iner
S r. T ra iner
D irec torT ra in ing andD eve lopm ent
V ice Pres identHum an Resources
L ogis tics
Plant M anager
Plant M anager
D irec torM anufac turing
V ice Pres identO pera tions
T ax
F inance
C lerk
A ccounting
A ccounting
A ccounting
D riec torA udit and
A ccounting
V ice Pres identF inance
Pres identC hie f E xecutive O fficer
Flatter Organizations
T echnica lD evelopm ent
T ea m
Ma nufa cturingEngineering
T ea m
PeopleSystem s
T ea m
Fina nceT ea m
Purcha sing a ndSuppllier Q ua lity
T ea m
Sa les, Service a ndMa rketing
T ea m
Executive a ndO pera tions
T ea m
How Organizations are Responding The boundaryless organization Re-engineering “Broadbanding” job descriptions Performance-based job descriptions Empowered employees Skills matrices
The Skills Matrix for One Job at British Petroleum
H H H H H H H
G G G G G G G
F F F F F F F
E E E E E E E
D D D D D D D
C C C C C C C
B B B B B B B
A A A A A A A
Technical Expertise
Business Awareness
Communi-cation & Interper-
sonal
Decision Making & Initiative
Leadership&
Guidance
Planning & Organiza-
tional Ability
Problem Solving
The highlighted boxes indicate the minimum level of skill required for the job.