1. HRM Corporate Level Strategy Business Level Strategy Function Level Strategy HR Strategy Training & Devpmnt HR Planning, Rectt., Selection Job Analysis Performance Management Compensation Management Employee Engagement

2.  Thought of as linear process  Definition  Managing talent effectively Talent Management

3. It all starts with ‘Job’

4. What is a Job?  Job  A group of related activities and duties  Position  The different duties and responsibilities performed by only one employee  Job Family  A group of individual jobs with similar characteristics Job

5. Why do Job Analysis? How to do Job Analysis? JA, JD, JS Jobs and Competency

6. Job Requirements  Job Specification  Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job  Job Description  Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

7. Job Requirements Relationship of Job Requirements to Other HRM Functions RecruitmentRecruitment SelectionSelection Performance Appraisal Training and Development Compensation Management Determine recruitment qualifications Provide job duties and job specifications for selection process Provide performance criteria for evaluating employees Determine training needs and develop instructional programs Provide basis for determining employee’s rate of pay

8. Job Analysis  The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.  HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development.  The ultimate purpose of job analysis is to improve organizational performance and productivity.

9. The Process of Job Analysis The Process of Job Analysis

10. Determining Job Requirements What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it Determining job requirementsDetermining job requirements Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Personal qualifications required in terms of skills, education and experiencePersonal qualifications required in terms of skills, education and experience RecruitmentRecruitment SelectionSelection DevelopmentDevelopment RecruitmentRecruitment SelectionSelection DevelopmentDevelopment Nature of: Job Analysis Job Description Job Specification Basis for:

11. Steps in JA 1.Purpose – Description or Evaluation – Judgmental or Quantitative 2.Review Background Information – Charts, Process Chart, Workflow Analysis, BPR, Job Redesign, Enrichment, Enlargement 3.Select Representative Positions 4.Analyse – collect job related information – through one of the several methods or a combination of methods 5.Verify – with the job holder and supervisor 6.Develop a JD or JS

12. Process Chart for Analyzing a Job’s Workflow

13. Gathering Job Information  Interviews  Questionnaires  Observation  Diaries

14. Methods of Collecting Job Analysis Information: The Interview  Information Sources  Individual employees  Groups of employees  Supervisors with knowledge of the job  Advantages  Quick, direct way to find overlooked information  Disadvantages  Distorted information  Interview Formats  Structured (Checklist)  Unstructured

15. Job Analysis: Interviewing Guidelines  The job analyst and supervisor should work together to identify the workers who know the job best.  Quickly establish rapport with the interviewee.  Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.  Ask the worker to list his or her duties in order of importance and frequency of occurrence.  After completing the interview, review and verify the data.

16. Methods of Collecting Job Analysis Information: Questionnaires  Information Source  Have employees fill out questionnaires to describe their job-related duties and responsibilities  Questionnaire Formats  Structured checklists  Open-ended questions  Advantages  Quick and efficient way to gather information from large numbers of employees  Disadvantages  Expense and time consumed in preparing and testing the questionnaire

17. Methods of Collecting Job Analysis Information: Observation  Information Source  Observing and noting the physical activities of employees as they go about their jobs  Advantages  Provides first-hand information  Reduces distortion of information  Disadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves a high level of mental activity

18. Methods of Collecting Job Analysis Information: Participant Diary/Logs  Information Source  Workers keep a chronological diary/ log of what they do and the time spent on each activity  Advantages  Produces a more complete picture of the job  Employee participation  Disadvantages  Distortion of information  Depends upon employees to accurately recall their activities

19. Quantitative Methods PAQ  194 items  5 basic groups 1.Information 2.Decision Making 3.Performing Skilled activities 4.Operating Vehicles/Equipments 5.Being Physically Active DOL Procedure  Dictionary of Occupational Titles  Data, People, Things

20. A Sample Page from the PAQ A Sample Page from the PAQ

21. DOL Procedure (Receptionist/Clerk) DataPeopleThings 0SynthesizingMentoringSetting Up 1CoordinatingNegotiatingPrecision Work 2AnalysingInstructingOperating/Controlling 3CompilingSupervisingDriving/Operating 4CopyingDivertingManipulating 5ComparingPersuadingTending 6Speaking/SignallingFeeding 7ServingHandling 8Helping

22. Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

23. The Job Description  Job Identification  Job title  Preparation date  Preparer  Job Summary  General nature of the job  Major functions/activities  Relationships  Reports to:  Supervises:  Works with:  Outside the company:  Responsibilities and Duties  Major responsibilities and duties (essential functions)  Decision-making authority  Direct supervision  Budgetary limitations  Standards of Performance and Working Conditions  What it takes to do the job successfully

24. Preparing the Job Description Job Analyst Interview Questionnaire Interview Questionnaire Observation SupervisorSupervisorEmployeesEmployees Combine and reconcile data Tentative draft Final Draft Securing consensus

25. Problems with Job Descriptions 1.If poorly written, they provide little guidance to the jobholder. 2.They are not always updated as job duties or specifications change. 3.They may violate the law by containing specifications not related to job success. 4.They can limit the scope of activities of the jobholder, reducing organizational flexibility.

26. Sample Job Description, Pearson Education

27. Sample Job Description, Pearson Education (cont’d)

28. A Few Resources  O*NET (http://online.onetcenter.org) http://online.onetcenter.org  www.jobdescription.com

29. Writing Job Specifications Specifications for Trained Versus Untrained Personnel Specifications Based on Statistical Analysis “What traits and experience are required to do this job well?” Specifications Based on Judgment

30. Writing Job Specifications  Steps in the Statistical Approach  Analyze the job and decide how to measure job performance.  Select personal traits that you believe should predict successful performance.  Test candidates for these traits.  Measure the candidates’ subsequent job performance.  Statistically analyze the relationship between the human traits and job performance.

31. Job Analysis in a “Jobless” World Job Enlargement Job Enrichment Job Design: Specialization and Efficiency? Job Rotation

32. Job Analysis in a “Jobless” World (cont’d) Flattening the Organization Reengineering Business Processes Dejobbing the Organization Using Self- Managed Work Teams

33. Competency-Based Job Analysis  Competencies  Demonstrable characteristics of a person that enable performance of a job.  Reasons for Competency-Based Job Analysis  To support a high-performance work system.  To create strategically-focused job descriptions.  To support the performance management process in fostering, measuring, and rewarding:  General competencies  Leadership competencies  Technical competencies

34. Competency-Based Job Analysis (cont’d)  How to Write Job Competencies-Based Job Descriptions  Interview job incumbents and their supervisors  Ask open-ended questions about job responsibilities and activities.  Identify critical incidents that pinpoint success on the job.  Use off-the-shelf competencies databanks

35. The Skills Matrix for One Job at BP Note: The light blue boxes indicate the minimum level of skill required for the job.

36. COMPETITIVE SALARY: We remain competitive by paying less than our competitors. JOIN OUR FAST-PACED COMPANY: We have no time to train you. CASUAL WORK ATMOSPHERE: We don’t pay you enough to expect that you’ll dress nicely. MUST BE DEADLINE ORIENTED: You’ll be six months behind schedule on your first day. MUST BE FLEXIBLE: On many occasions, you’ll be asked to bend over and grab your ankles. SOME OVERTIME REQUIRED: Some time each night and some time each weekend. DUTIES WILL VARY: Anyone in the office can boss you around. MUST HAVE AN EYE FOR DETAIL: We have no quality control. CAREER-MINDED: Female employees must be childless (and remain that way). APPLY IN PERSON: If you’re old, fat or ugly you’ll be told the position has been filled. NO PHONE CALLS PLEASE: We’ve filled the job; our call for resumes is just a legal formality. SEEKING CANDIDATES WITH A WIDE VARIETY OF EXPERIENCE: You’ll need it to replace the three people who just left. PROBLEM-SOLVING SKILLS A MUST: You’re walking into a company in perpetual chaos. REQUIRES TEAM LEADERSHIP SKILLS: You’ll have the responsibilities of a manager, without the pay or respect. GOOD COMMUNICATION SKILLS: Management communicates, you listen, figure out what they want and do it.