1. Job Analysis & Personnel Planning & Recruitment
Ch 4 & 5

2. When you finish studying this chapter, you should be able to:
Describe the basic methods of collecting job analysis information.
Conduct a job analysis.
Explain the process of forecasting personnel requirements.
Compare eight methods for recruiting job candidates.
Explain how to use application forms to predict job performance.

3. What Is Job Analysis? Job analysis Job descriptions Job specifications
procedure usually done by a supervisor or HR specialist that determine the duties of jobs and the characteristics of the people who should be hired for them
Job descriptions
Job specifications
Plays central role in equal employment compliance
Used to develop job descriptions (what the job entails) - and job specifications (what kind of people to hire for the job)
Plays a central role in equal employment compliance

4. Methods of Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Participant diary/logs
Using the Internet

5. Interviews Most widely used method
Lets workers report activities and behavior that might not otherwise surface
Major problem is distortion of information
Allows the worker to report activities and behavior that might not otherwise surface

6. Interviews
In one experiment researchers listed duties either as simple task statements (“record phone messages and other routine information”) or as ability statements (“ability to record phone messages and other routine information”).
Respondents were much more likely to include the ability-based versions of the statements.
For example, in one experiment the researchers listed duties either as simple task statements (“record phone messages and other routine information”) or as ability statements (“ability to record phone messages and other routine information”).[i] Respondents were much more likely to include the ability-based versions of the statements. There may be a tendency for people to inflate their job’s importance when abilities are involved, so as to impress others.[ii]
[i] Frederick Morgeson et al., “Self Presentation Processes in Job Analysis: A Field Experiment Investigating Inflation in Abilities, Tasks, and Competencies,” Journal of Applied Psychology 89, no. 4 (November 4, 2004): 674–86.
[ii] Op. cit., 674.

7. Questionnaires
Important to decide how structured questionnaire should be and what questions to include
Typical job analysis questionnaire might have several open-ended questions as well as structured questions

8. Observation
Useful when jobs consist mainly of observable physical activity
Not appropriate when the job entails a lot of unmeasurable mental activity

9. Participant Diary/Logs
For every activity the employee engages in, he or she records the activity, along with the time in a log
Some employees may try to exaggerate some activities and underplay others

10. Using the Internet
The human resource department distributes standardized job analysis questionnaires to employees with instructions to complete the forms and return them by a particular date

11. Obtaining the Job Analysis Information
Greet participants and conduct brief introductions
Briefly explain the job analysis process and the participant’s role in the process
Spend about 15 minutes determining the scope of the job you’re about to analyze by getting agreement on the job’s basic summary

12. Obtaining the Job Analysis Information, cont.
Identify the job’s broad functional or duty areas, such as “administrative” and “supervisory”
Identify tasks within each duty area using a flip chart or collaboration software
Print the task list and get the group to sign off on it

13. Writing Job Descriptions
A job description is a written statement of
what the jobholder does,
how he or she does it, and
under what conditions the job is performed

14. Writing Job Descriptions
Job identification  
Job summary  
Relationships
Responsibilities and duties  
Authority
Standards of performance  
Working conditions and physical environment  

16. Parts of a Job Description
The Job Identification section is the job title
The Job Summary describes the general nature (i.e. major functions and activities) of the job

17. Parts of a Job Description, cont.
Relationships statement may show the jobholder’s relationships with others inside and outside the organization and may include the following sections:
Reports to
Supervises
Works with
Outside the company

18. Parts of a Job Description, cont.
Responsibilities and Duties is the heart of the job description and presents a detailed list of the job’s responsibilities and duties
Authority defines the limits of the jobholder’s authority, i.e. may approve purchases up to $5,000 or grant time off or leaves of absence

19. Parts of a Job Description, cont.
Standards of Performance lists the standards the employee is to achieve in each of the job description’s main duties and responsibilities
Working Conditions and Physical Environment lists the general working conditions of the job and may include noise level, any hazardous conditions, heat, cold, etc.

20. Internet-Based Job Descriptions
Simplified process, easily searchable
Content can be customized
Some, like the US Dept. of Labor’s Occupational Information Network or O*NET ( are free

22. Marketing Manager Description

23. Job Descriptions and ADA Compliance
Job descriptions are not required by the Americans with Disabilities Act (ADA)
ADA litigation usually revolves around the question of Essential Job Functions
Essential Job Functions are those duties that employees must be able to perform, with or without reasonable accommodation and should be listed “essential” on the job description

24. Writing Job Specifications
After careful analysis of the job description, the Job Specifications answers the question “what human traits and experience are required to do this job well?”
Can be a section of the job description or a completely separate document

25. Writing Job Specifications, cont.
Placing trained employees is usually not too difficult as the past can usually predict the future
The difficulty arises when placing untrained employees without job specifications that identify those personal traits that predict which candidate would do well in the job
O*NET job specifications can provide information for both trained and untrained personnel

26. Writing Job Specifications
Goal is to identify human traits that predict which candidate would do well on the job and which would not

27. Job Analysis in a “Jobless” World
A job is more than a set of closely related activities carried out for pay
Globalization has helped to create broadly defined job descriptions and flexible employees have dramatically changed the process to include multi-skilled job assignments, participative decision-making, or working with a team

28. Job Analysis in a “Jobless” World
a set of closely related activities carried out for pay
Trend is toward newer ways to analyze and describe jobs

29. Traditional vs. Competency-Based Job Analysis
Competencies are demonstrable characteristics of a person that enables performance
Job competencies are observable and measurable knowledge, skills and/or behaviors making up the job
Traditional analysis is job centered and focuses on the “what” – competency-based analysis is worker centered and focuses on the “how”

30. Competency-based Job Analysis
describing the job in terms of measurable, observable, behavioral competencies that an employee must exhibit to do the job well
focuses on “how”
Competency-based Job Analysis - Describing the job in terms of measurable, observable, behavioral competencies that an employee doing the job must exhibit to do the job well
Focuses on “how” the worker meets the job’s objectives or actually accomplishes the work

31. Competency-based Job Analysis
At BP’s exploration division, the need for more efficient, faster acting, flatter organizations and empowered employees inspired management to replace job descriptions
They created skills matrices for various jobs within two groups of employees: those on a management track and those whose aims lay elsewhere
For example at British Petroleum’s (BP’s) exploration division, the need for more efficient, faster acting, flatter organizations and empowered employees inspired management to replace job descriptions with matrices listing skills and skill levels. Senior managers wanted to shift employees’ attention from a job description “that’s-not-my-job” mentality to one that would motivate them to obtain the new skills they needed to accomplish their broader flexible responsibilities. The solution was a skills matrix like that in Figure 3.3. They created skills matrices for various jobs within two groups of employees: those on a management track and those whose aims lay elsewhere (such as to stay in engineering). HR prepared a matrix for each job or job family (such as drilling managers). As in Figure 3.3, the matrix listed (1) the basic skills needed for that job (such as technical expertise) and (2) the minimum level of each skill required for that job or job family. The emphasis is no longer on specific job duties. Instead, the focus is on developing the new skills needed for the employees’ broader, empowered, and often relatively undefined responsibilities.

32. The Skills Matrix for One Job at BP

33. The Recruitment and Selection Process
Do workforce planning and forecasting to determine positions to be filled
Build a pool of candidates for these jobs by recruiting internal or external candidates
Have applicants fill out application forms and perhaps undergo an initial screening interview

34. The Recruitment and Selection Process, cont.
Utilize various selection techniques to identify viable candidates
Send one or more viable job candidates to the supervisor responsible for the job
Have candidate(s) go through one or more selection interviews with the supervisor and other relevant parties to determine to which candidate(s) an offer should be made

35. Workforce Planning Workforce planning
process of formulating plans to fill the employer’s future openings based on projecting open positions, and deciding whether to fill these with inside or outside candidates
Workforce planning
Process of formulating plans to fill the employer’s future openings, based on projecting:
(1) the positions that are expected to be open
(2) whether these will be filled by inside or outside candidates

36. Strategy and Workforce Planning
Personnel planning involves predicting the skills and competencies the employer will need to execute its strategy
Must be a communicative and collaborative process

37. How to Forecast Personnel Needs
Forecast revenues first
Estimate the size of the staff required to achieve this volume

38. Other Factors Projected turnover Quality and skills of your employees
Strategic decisions to upgrade the quality of products
Technological changes resulting in increased productivity
Financial resources available

39. How to Forecast Personnel Needs
Trend analysis identifies historical trends within the company to help predict future needs
Ratio analysis forecasts data based on the ratio between causal factors and the number of employees required
Scatter plots show graphically how two variables are related

40. The Role of Managerial Judgment
Managerial judgment considers the following factors that may influence forecasts:
Projected turnover
Quality and skills of employees
Strategic decisions to upgrade quality or enter new markets

41. The Role of Managerial Judgment, cont.
Technological and other changes resulting in increased productivity
Financial resources available to the department

42. Forecasting Supply of Candidates
Forecasting external candidates requires general economic analysis and expected unemployment rates
A low rate of unemployment indicates a low labor supply increasing recruiting difficulty
Local labor market conditions should be considered
Availability of potential job candidates for a specific occupation

43. Forecasting Supply of Candidates, cont.
Forecasting internal candidates requires demographic analysis as well as information on employee turnover
Qualifications inventories can facilitate internal candidate forecasting by providing data like performance records, educational background, ages, and promotability either manually or in a computerized information system

44. Forecasting Supply of Candidates, cont.
Personnel replacement charts show present performance and promotability for each potential replacement for important positions

45. Determining the Relationship Between Hospital Size and Number of Nurses

46. Forecasting the Supply of Inside Candidates
Personnel replacement charts
show the present performance and promotability for each potential replacement for important positions

47. Management Personnel Replacement Chart

48. Forecasting the Supply of Inside Candidates
Computerized information systems
employees fill out a Web–based survey in which they describe their background and experience
system also maintains records of performance appraisals
Employees fill out web-based survey
Manager describes the position to be filled
Program presents manager with list of potential candidates

49. Forecasting the Supply of Outside Candidates
May require forecasting general economic conditions, local market conditions, and occupational market conditions.

50. Succession Planning details the company’s long-range plan to fill its most key positions by making sure a qualified supply of successors exist and employee careers can be optimally managed

51. Succession planning Analysis of demand for managers
Audit of existing executives
Planning of individual career paths
Career counseling
Accelerated promotions
Performance-related training and development
Planned strategic retirement
Analysis of demand for managers
Audit of existing executives
Planning of individual career paths
Career counseling
Accelerated promotions
Performance-related training and development
Planned strategic recruitment

52. Steps to Succession Planning
Analysis of demand for managers and professionals by company level, function and skill
Audit of existing executives and projection of future supply from internal/external sources
Planning individual career paths based on objective estimates of future needs based on performance appraisals and assessments
Career counseling based on realistic company and individual expectations

53. Steps to Succession Planning, cont.
Accelerated promotions with development targeted against future business needs
Performance-related training and development to prepare individuals for future roles
Planned strategic recruitment not only to fill short-term needs but also provide development for future needs

54. Steps to Succession Planning, cont.
Talent management is the planning, attracting, developing, managing, paying and retaining employees throughout the organization
Process is growing in popularity due to increased employer competition and availability of talent management systems

55. Characteristics of Talent Management
Viewing various talent management activities as a single integrated process helps managers focus
Effective talent management processes integrate the underlying activities
Must be goal-directed with employee efforts aligned with company’s strategic goals
Effective talent management systems are usually information technology based

57. Recruiting Job Candidates
Recruiting candidates should make sense regarding strategic plans
Recruiting should not rely on only one method as some are superior to others depending on who you are recruiting
Results reflect various non-recruitment issues
Be aware of legal restraints
Evaluate efforts

59. Recruiting Job Candidates
The more applicants, the more selective you can be
Should make sense in terms of company’s strategy
Some methods are superior to others

60. Internal Recruiting of Candidates
Often employer’s best bet
Requires using job postings, personnel records and skill banks
Job postings are announcements on company bulletin boards and/or Web site that list positions and their attributes

61. Internal Sources of Candidates
Job posting
posting the open job and listing its attributes, such as qualifications, supervisor, working schedule, and pay rate

63. Internet Recruiting Pros and Cons
Free or low cost
Longer lifespan than traditional mediums
Fast – can start receiving applications immediately
Cons
Too much response
Legal pitfalls regarding unintended discrimination
EEOC compliance is difficult to prove

64. External Recruiting via the Internet
User-friendly company websites can be used as an efficient recruiting tool if:
Potential employees are able to easily access and view current openings from the home page
Pre-employment screening assessments are kept simple
Users are allowed to apply online as well as via fax or if they prefer and register for updates

66. Recruiting via the Internet
Internet ad may attract applications for 30 days or more
Fast responses
Problem is that the relative ease of responding to Internet ads may encourage unqualified job seekers to apply

67. Another effective tool is using a Job board (Careerbuilder
Another effective tool is using a Job board (Careerbuilder.com or Monster.com) or certain industry/professional association sites
Social networking sites like LinkIn.com or Monster networking are becoming popular
YouTube.com can help get the word out about a company’s culture

68. The new jobs domain gives job-seekers a simple, one-click conduit for finding jobs with employers who registered at jobs
Virtual job fairs or postings on networking sites like Second Life can attract potential employees

69. Advertising as a Recruiting Tool
Select the best medium for the specific position, i.e. local newspaper vs. trade journal
Experienced advertisers construct ads based on a four-point guide labeled AIDA (attention, interest, desire, action)

70. Advertising as a Source of Candidates
Two issues: the media and the ad’s construction
Selection of the best medium depends on the type of positions for which you’re recruiting

72. Employment Agencies as a Source of Candidates
Those operated by federal, state, or local governments
Those associated with nonprofit organizations
Privately owned agencies

73. Reasons to Use an Agency
Your firm does not have its own human resource department.
Your firm has found it difficult in the past to generate a pool of qualified applicants.
A particular opening must be filled quickly.
There is a perceived need to attract a greater number of minority or female applicants.
The recruitment effort is aimed at reaching individuals who might feel more comfortable dealing with employment agencies than with competing companies.

74. The Role of the Temporary Worker
Supplements regular workforce
Fills-in for vacating or sick employees
Cost-effective
Allows employers to expand and contract with changes in demand
Allows employers to try-out an employee before hiring them as a regular employee

75. Employment Agencies as a Source of Candidates
Temporary Workers  
Part-time or just-in-time workers
Usually aren’t paid any benefits
Let employers readily expand and contract with changes in demand

76. Alternative Staffing Methods
Executive recruiters (also called Headhunters) are a means of Alternative Staffing
Executive recruiters are special employment agencies retained by employers to seek out top-management talent and can be useful in making contacts
On the downside can be time-consuming or recruiters may manipulate employers by pushing an inappropriate candidate

77. Alternative Staffing Nontraditional recruitment sources
“In-house temporary employees”
“Contract technical employees”

78. College Recruiting and Interns
College recruiting efforts can be problematic
Can be expensive and time-consuming
Recruiters are sometimes ineffective due to being unprepared, showing little interest in candidates or acting superior
Internships are growing in popularity
Allows employers to try-out a candidate
Allows students to hone business skills

79. Other Candidate Sources
Employee Referral Programs
Walk-ins
Customers as candidates
Telecommuters

80. Internships
May mean being able to hone business skills and check out potential employers
Employers can evaluate interns as possible full-time employees
Internships
May mean being able to hone business skills, check out potential employers, and learn more about their likes (and dislikes) when it comes to choosing careers.
Employers can use the interns to make useful contributions while they’re being evaluated as possible full-time employees.

81. Referrals and Walk-ins as a Source of Candidates
Current employees usually provide accurate information about the job applicants they are referring
New employees may have a more realistic picture of what working in the firm is really like
May result in higher-quality candidates
Employee referrals - announcements of openings and requests for referrals are made on the organization’s bulletin and posted on walls
new employees may come with a more realistic picture of what working in the firm is really like
may also result in higher-quality candidates

82. Referrals and Walk-ins as a Source of Candidates
direct applications made at your office
major source of applicants especially for hourly workers

83. Older Workers as a Source of Candidates
Because of buyouts and early retirements, many workers have retired early and are ready and willing to reenter the job market

84. Older Workers as a Source of Candidates
Develop flexible work options
Create or redesign suitable jobs
Offer flexible benefit plans

85. Recruiting a More Diverse Workforce
Single parents
Minorities and women
Welfare-to-work
Disabled
Recruiting older workers, single parents, minorities/women and the disabled show that a company is a good place for to work
Requires planning audience-targeted media, highly diverse ads, emphasizing an inclusive culture through policy statements and by using minority/female and/or older recruiters

86. Purpose of Application Forms
good way to collect verifiable and fairly accurate historical data from the candidate
usually includes information about such areas as education, prior work history, and hobbies

87. Developing and Using Application Forms
The Application Form is a good way to quickly collect verifiable and fairly accurate historical data from the candidate usually including information about education, prior work history and hobbies
Must be EEOC compliant
Careful attention should be paid to all forms, especially online applications

88. The Dangers of the Video Resume
Although employers might get a better feel for a candidate’s professional demeanor, presentation skills and job experience, if rejected – the candidate could claim discrimination

89. Application Etiquette 101
Application Receipt means the screening process begins
Be courteous to candidates and take the time to answer their questions
Stay in touch with the candidates through candidate relationship management systems for future job possibilities

90. Keeping Track of Applicants
An Applicant Tracking System is software purchased and installed to track applicants and perform other services such as pre-screening and scheduling interviews
Most Applicant Tracking Systems compile a searchable database for employer use
Application Service Providers (ASPs) are contracted by employers for whatever reason to process applicant tracking work off-site

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