1. WEEK THREE: Support Activities Chapter 4: Job Analysis and Rewards McGraw-Hill/Irwin Copyright © 2012s by The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match Organization Mission Goals and Objectives Staffing Organizations Model 4-2

3. 4-3 Chapter Outline  Changing Nature of Jobs  Job Requirements Job Analysis ◦ Job Requirements Matrix ◦ Job Descriptions and Job Specifications ◦ Collecting Job Requirements Information  Competency-Based Job Analysis ◦ Nature of Competencies ◦ Collecting Competency Information  Job Rewards ◦ Types of Rewards ◦ Employee Value Proposition ◦ Collecting Job Rewards Information  Job Analysis for Teams  Legal Issues ◦ Job Relatedness and Court Cases ◦ Essential Job Functions

4. 4-4 Learning Objectives for This Chapter  Know the difference between a job description and a job specification  Learn about methods for collecting job requirements  Understand why competency-based job analysis has grown in prominence  Learn about methods for collecting competencies  Recognize the types of rewards associated with jobs  Learn how job analysis is done for team-based work  Become familiar with the legal issues surrounding job analysis

5. 4-5 Changing Nature of Jobs  Jobs are constantly evolving  The traditional way of designing a job ◦ Identify and define its elements and tasks precisely  Shortcomings of the traditional view ◦ Jobs are constantly evolving ◦ Flexible jobs have frequently changing task and KSAO requirements ◦ Need for new, general skills or competencies like teamwork and engagement

6. 4-6 Exhibit 4.1 Terminology Used in Describing Jobs  Job family ◦ A grouping of jobs, usually according to function  Job category ◦ A grouping of jobs according to generic job title or occupation  Job ◦ A grouping of positions that are similar in their tasks and task dimensions  Position ◦ A grouping of tasks/dimensions that constitute the total work assignment of a single employee  Task dimension ◦ A grouping of similar types of tasks  Task ◦ A grouping of elements to form an identifiable work activity  Element ◦ The smallest unit into which work can be divided

7. 4-7 Job Requirements Job Analysis: Overview  Definition ◦ Process of studying jobs to gather, analyze, synthesize, and report information about job requirements  Two major forms ◦ Job requirements  Specific KSAOs for the job ◦ Competency based  General KSAOs for all applicants  Has different degrees of relevance to staffing activities  Support activity for staffing activities ◦ Provides foundation for successful staffing systems

8. 4-8 Ex. 4.2: Job Requirements Approach to Job Analysis

9. 4-9 Ex. 4.3 Job Requirements Matrix

10. 4-10 Task statements  Definition ◦ objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job  Each statement should include ◦ What the employee does, using a specific action verb ◦ To whom or what the employee does what he or she does, stating the object of the verb ◦ What is produced, indicating the expected output of the verb ◦ What equipment, materials, tools, or procedures, are used

11. 4-11 Task Dimensions  Definition ◦ Involves grouping sets of task statements into dimensions, attaching a name to each dimension ◦ Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions”  Characteristics ◦ Creation is optional ◦ Many different grouping procedures exist  Guideline - 4 to 8 dimensions ◦ Grouping procedure should be acceptable to organizational members ◦ Empirical validation against external criterion is not possible

12. 4-12 Exh. 4.4: Use of Sentence Analysis Technique for Task Statements

13. 4-13 Importance of Tasks/Dimensions  Involves an objective assessment of importance  Two decisions ◦ Decide on attribute to be assessed in terms of importance ◦ Decide whether attribute will be measured in categorical or continuous terms  Ex. 4.5: Ways to Assess Task/Dimension Importance ◦ Relative time spent ◦ Percentage (%) time spent ◦ Importance to overall performance ◦ Need for new employee training

14. WHAT ARE KSAOs?? KNOWLEDGE SKILLS ABILITIES OTHER Qualifications or Characteristics pertaining to one’s ability to do a particular job

15. 4-15 Exhibit 4.10 Examples of Ways to Assess KSAO Importance

16. 4-16 Discussion questions to Consider  Identify a team-based job situation. What are examples of job-spanning KSAOs required in that situation?  How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?  Would it be better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions?  What would you consider when trying to decide what criteria (e.g., percent time spent) to use for gathering indications about task importance?

17. 4-17 Job Descriptions and Job Specifications  Job description ◦ Describes tasks, task dimensions, importance of tasks / dimensions, and job context ◦ Includes  Job family, job title, job summary  Task statements and dimensions  Importance indicators  Job context indicators  Date conducted  Job specifications ◦ Describes KSAOs

18. 4-18 Collecting Job Requirements Information  Methods ◦ Prior information ◦ Observation ◦ Interviews ◦ Task questionnaire ◦ Committee or task force  Sources to be used ◦ Job analyst ◦ Job incumbents ◦ Supervisors ◦ Subject matter experts

19. 4-19 Exhibit 4.14 Factors to Consider in Choosing Between Internal Staff or Consultants or Job Analysis

20. Exhibit 4.15 Example of Job Requirements Job Analysis Process 4-20

21. 4-21 Competency-Based Job Analysis  Nature of competencies ◦ an underlying characteristic of an individual that contributes to job or role performance and to organizational success  Usage reflects a desire to: ◦ connote job requirements that extend beyond the specific job itself ◦ describe and measure the organization’s workforce in more general terms ◦ as a way of increasing staffing flexibility in job assignments

22. 4-22 KSAOs or Competencies?  Similarities between competencies and KSAOs ◦ Both reflect an underlying ability to perform a job  Differences between competencies and KSAOs ◦ Competencies are much more general ◦ May contribute to success on multiple jobs ◦ Contribute not only to job performance but also to organizational success

23. Exh. 4.16: Examples of Competencies 4-23

24. 4-24 Organization Usage  Organizations are experimenting with ◦ Developing competencies and competency models and ◦ Using them as underpinnings of several HR applications  Three strategic HR reasons for doing competency modeling ◦ Create awareness and understanding of need for change in business ◦ Enhance skill levels of workforce ◦ Improve teamwork and coordination  Emphasis -- Establishing general competencies

25. 4-25 The “Great Eight” Competencies  Leading: initiates action, gives direction  Supporting: shows respect, puts people first  Presenting: communicates and networks effectively  Analyzing: thinks clearly, applies expertise  Creating: thinks broadly, handles situations creatively  Organizing: plans ahead, follows rules  Adapting: responds to change, copes with setbacks  Performing: focuses on results, shows understanding of organization

26. 4-26 Collecting Competency Information  Techniques and processes are in their infancy  General competencies at the organizational /strategic level are established by top management  Guidelines for establishing general competency requirements ◦ Organization must establish its mission and goals prior to determining competency requirements ◦ Should be important at all job levels ◦ Should have specific, behavioral definitions, not just labels

27. 4-27 Discussion Questions to Consider  What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?  What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?

28. 4-28 Job Rewards  Extrinsic rewards ◦ external to the job itself ◦ designed and granted to employees by the organization ◦ pay, benefits, work schedule, advancement, job security  Intrinsic rewards ◦ intangibles ◦ experienced by employees as an outgrowth of doing the job ◦ variety in work duties, autonomy, feedback, coworker and supervisor relations  Employee value proposition ◦ the “package” or “bundle” of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization

29. 4-29 Job Rewards: Collecting Information  Within the organization ◦ Interviews with employees ◦ Surveys with employees  Outside the organization ◦ SHRM survey ◦ Organizational practices

30. 4-30 Ex. 4.17: Examples of Reward Preferences Interview Questions

31. 4-31 Job Analysis for Teams  Many team members perform multiple jobs (rather than a single job)  Staffing must emphasize recruitment and selection for both job-specific KSAOs and job-spanning KSAOs  Increased importance of KSAOs pertaining to interpersonal qualities (e.g., communicating, collaborating, and resolving conflicts) and team self- management qualities (e.g., setting group goals, inspecting each other’s work).

32. 4-32 Legal Issues  Job relatedness and court cases ◦ Recommendations -- Establishing job-related nature of staffing practices  Essential job functions ◦ fundamental job duties of the employment position the individual with a disability holds or desires ◦ the reason the position exists is to perform the function ◦ a limited number of employees available among whom the performance of that job function can be distributed ◦ the incumbent is hired for his or her expertise or ability to perform the particular function

33. 4-33 Recommendations: Establishing Job-Related Nature of Staffing Practices  Job analysis must be performed and must be for the job for which the selection instrument is to be utilized  Analysis of job should be in writing  Job analysis should describe in detail the procedure used  Job data should be collected from a variety of current sources by knowledgeable job analysts

34. 4-34 Recommendations: Establishing Job-Related Nature of Staffing Practices  Sample size should be large and representative of jobs for which selection instrument is used  Tasks, duties, and activities should be included in analysis  Most important tasks should be represented in selection devise  Competency levels of job performance for entry- level jobs should be specified  Knowledge, skills, and abilities should be specified, particularly if content validation model is followed

35. 4-35 Ethical Issues  Issue 1 ◦ It has been suggested that “ethical conduct” be formally incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.  Issue 2 ◦ Assume you are assisting in the conduct of job analysis as an HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job description having to do with employee safety, even though they clearly are job requirements. How should you handle this situation?