2. © 2003 Prentice Hall. Inc. 3-1 Instructor presentation questions: docwin@tampabay.rr.com Job Analysis A Prelude to Recruitment and Placement

3. © 2003 Prentice Hall. Inc. 3-2 Chapter Outline I.The Nature of Job Analysis Job Analysis Defined Uses of Job Analysis Information Steps in Job Analysis II.Methods of Collecting Job Analysis Information Introduction The Interview Questionnaire Observation Participant Diary/Logs U.S. Civil Service Procedure Quantitative Job Analysis Techniques Using Multiple Sources of Information

4. © 2003 Prentice Hall. Inc. 3-3 Chapter Outline (continued) III.Writing Job Descriptions Job Identification Job Summary Relationships Responsibilities and Duties Standards of Performance Working Conditions and Physical Environment IV.Writing Job Specifics Specifications for Trained Versus Untrained Personnel Job Specifications Based on Judgment Job Specifications Based on Statistical Analysis V.Job Analysis in a “Jobless” World From Specialized to Enlarged Jobs Why Managers are De-jobbing Their Companies

5. © 2003 Prentice Hall. Inc. 3-4 After Studying This Chapter, You Should Be Able To:  Discuss the nature of job analysis, including what it is and how it’s used  Use at least three methods of collecting job analysis information  Write job descriptions including summaries and job functions using the Internet and traditional methods  Write job specifications using the Internet as well as your judgment.  Explain job analysis in a “jobless” world, including what it means and how it’s done in practice

6. © 2003 Prentice Hall. Inc. 3-5 Part 1: The Nature of Job Analysis  Job analysis defined  Uses of job analysis information  Steps in job analysis

7. © 2003 Prentice Hall. Inc. 3-6 Service-Oriented Strategy  Change job descriptions, top to bottom  Change recruiting  Philosophy: Our commitment to satisfying customers and creating shareholder value directs virtually every decision we make.  Working at U.S. Bank (next slide)

8. © 2003 Prentice Hall. Inc. 3-7 What it Means to Work at U.S. Bancorp “Working at U.S. Bancorp means that each employee must take responsibility for providing outstanding service, understanding their individual jobs, and performing them at the highest level. In the end, it's the personal commitment of employees that helps us deliver results for our customers, company, shareholders and community.”

9. © 2003 Prentice Hall. Inc. 3-8 Job Analysis – What is it and how is it used? The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Check this “A+” site out and list some of the purposes for which job analysis is used.

10. © 2003 Prentice Hall. Inc. 3-9 Jobs: Analyze, Describe and Provide Specifications  Determining duties and skills  Listing job duties, responsibilities, reporting, conditions, supervision  “Human requirements”

11. © 2003 Prentice Hall. Inc. 3-10 Are there Legal Issues Related to Job Analysis?  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)

12. © 2003 Prentice Hall. Inc. 3-11 What Information do I Collect?  Work activities  Human behaviors  Machines, tools, equipment and work aids  Performance standards  Job context  Human requirements

13. © 2003 Prentice Hall. Inc. 3-12 Work activities  Cleaning  Selling  Teaching  Painting  How, why and when the activities are performed

14. © 2003 Prentice Hall. Inc. 3-13 Human behaviors  Sensing  Communicating  Deciding  Writing  Job demands Lifting Walking Jumping jacks?

15. © 2003 Prentice Hall. Inc. 3-14 Machines, Tools, Equipment, Work Aids  Products made  Materials processed  Knowledge  Services

16. © 2003 Prentice Hall. Inc. 3-15 Performance Standards Check out these sites for samples of work standards. What are some of the common threads? National Health and Safety Job descriptions and performance standards

17. © 2003 Prentice Hall. Inc. 3-16 Job Context  Working conditions  Schedule  Organizational context  Social context

18. © 2003 Prentice Hall. Inc. 3-17 Human Requirements  Job-related knowledge and skills Education Training Work experience  Personal attributes Aptitudes Physical characteristics Personality Interests

19. © 2003 Prentice Hall. Inc. 3-18 Uses of Job Analysis Information Job Analysis Recruiting and Selection Decisions Performance Appraisal Job Evaluation— Wage and Salary Decisions (Compensation) Training Requirements Job Description and Job Specification Figure 3-1

20. © 2003 Prentice Hall. Inc. 3-19 Uses of Job Analysis Information  Recruitment and selection  Compensation  Performance Appraisal  Training  Discovering unassigned duties  EEO compliance

21. © 2003 Prentice Hall. Inc. 3-20 Recruitment and Selection Executive recruiting Electronic recruiting Monster International How to recruit Assessment and selection

22. © 2003 Prentice Hall. Inc. 3-21 Compensation  Job value  Salary  Bonus  Relative job worth

23. © 2003 Prentice Hall. Inc. 3-22 Performance Appraisal  How to do it  Standards  Self-appraisal  The discussion  Setting goals  How to get a raise

24. © 2003 Prentice Hall. Inc. 3-23 Training The job description should show the activities and skills—and therefore the training—that the job requires.

25. © 2003 Prentice Hall. Inc. 3-24 Discovering Unassigned Duties Job analysis can also help reveal unassigned duties.

26. © 2003 Prentice Hall. Inc. 3-25 EEO Compliance EEO Compliance Job analysis also plays a big role in EEO compliance

27. © 2003 Prentice Hall. Inc. 3-26 Steps in Job Analysis 1.Decide how to use the information 2.Review relevant background information 3.Select representative positions 4.Conduct the analysis 5.Verify with the worker and supervisor 6.Develop a job description and job specification

28. © 2003 Prentice Hall. Inc. 3-27 Input from Plant Managers Input from Suppliers Job Under Study— Inventory Control Clerk Information Output to Plant Managers Inventory Output to Plant Managers Process Chart for Analyzing Work Flow

29. © 2003 Prentice Hall. Inc. 3-28 Part 2: Methods of Collecting Job Analysis Information  The interview  Questionnaire  Observation  Participant diary/logs  U.S. Civil Service Procedure  Quantitative techniques  Multiple sources of information

30. © 2003 Prentice Hall. Inc. 3-29 Collecting Job Analysis Information  Joint effort between HR, the worker and the supervisor  “SME’s” (Subject Matter Experts)

31. © 2003 Prentice Hall. Inc. 3-30 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

32. © 2003 Prentice Hall. Inc. 3-31 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.

33. © 2003 Prentice Hall. Inc. 3-32 Sample Interview Questions s What is the job being performed? s What are the major duties of your position? What exactly do you do? s What physical locations do you work in? s What are the education, experience, skill, and [where applicable] certification and licensing requirements? s In what activities do you participate? s What are the job’s responsibilities and duties?

34. © 2003 Prentice Hall. Inc. 3-33 Sample Interview Questions (continued) s What are the basic accountabilities or performance standards that typify your work? s What are your responsibilities? What are the environmental and working conditions involved? s What are the job’s physical demands? The emotional and mental demands? s What are the health and safety conditions? s Are you exposed to any hazards or unusual working conditions?

35. © 2003 Prentice Hall. Inc. 3-34 Interview Guidelines The job analyst and supervisor should identify the workers who know the job best and would be objective Establish a rapport with the interviewee Follow a structured guide or checklist Ask a worker to list duties in order of importance and frequency of occurrence Review and verify data

36. © 2003 Prentice Hall. Inc. 3-35 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

37. © 2003 Prentice Hall. Inc. 3-36 PORTLAND STATE UNIVERSITY POSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * *( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title: b. Class No.: c. Effective Date: d. Position No.: e. Working Title: f. Work Unit: g. Agency No.: h. Employee Name: i. Work Location (City ‑ County): _________________________________________________________________________________ j.Position:( ) Permanent( ) Seasonal( ) Limited Duration( ) Academic Year ( ) Full Time( ) Part Time( ) Intermittent( ) Job Share _________________________________________________________________________________ k.FLSA: ( ) Exempt ( ) Non ‑ Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________ SECTION 2. PROGRAM/POSITION INFORMATION a.Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include relationship to agency mission. b.Describe the purpose of this position, and how it functions within this program, by completing this statement: The purpose of this job/position is to...

38. © 2003 Prentice Hall. Inc. 3-37 SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties. % of TimeN/R DUTIES _________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who Contacted How PurposeHow Often? SECTION 7. JOB ‑ RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.

39. © 2003 Prentice Hall. Inc. 3-38 SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review? SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors? _______ b. Which of the following supervisory/management activities does this job perform? ( ) Plans Work( ) Responds to Grievances( ) Hires/Fires (or Effectively Recommends) ( ) Assigns Work( ) Disciplines/Rewards( ) Prepares and Signs Performance Appraisals ( ) Approves Work SECTION 10. ADDITIONAL JOB ‑ RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds: _________________________________________________________________________________ SECTION 11. ORGANIZATIONAL CHART Attach a current organizational chart. See instructions for detail to be included on the chart. _________________________________________________________________________________________________ Employee Signature Date Supervisor Signature Date _________________________________________________ Appointing Authority Signature Date

40. © 2003 Prentice Hall. Inc. 3-39 Observation  Observation may be combined with interviewing  Take complete notes  Talk with the person being observed – explain what is happening and why  Ask questions

41. © 2003 Prentice Hall. Inc. 3-40 Diaries and Logs  Time-consuming  Self-reporting  Remembering what was done earlier  Can use dictating machines and pagers

42. © 2003 Prentice Hall. Inc. 3-41 U.S. Civil Service Commission 1.Knowledge 2.Skills 3.Abilities 4.Physical activities 5.Special environmental conditions 6.Typical work incidents 7.Worker interest areas

43. © 2003 Prentice Hall. Inc. 3-42 Quantitative Job Analysis Techniques  Position Analysis Questionnaire  The U.S. Department of Labor approach  Functional job analysis

44. © 2003 Prentice Hall. Inc. 3-43 Sample Position Analysis Questionnaire Figure 3 - 4

45. © 2003 Prentice Hall. Inc. 3-44 Position Analysis Questionnaire Items  Information Input  Mental Processes  Work Output  Relationships with Other Persons  Job Context  Other Job Characteristics

46. © 2003 Prentice Hall. Inc. 3-45 U.S. Department of Labor Procedure  Data examples Synthesizing Copying  People examples Instructing Persuading  Things examples Setting up Tending

47. © 2003 Prentice Hall. Inc. 3-46 Basic Department of Labor Worker Functions DATAPEOPLETHINGS 0 Synthesizing0 Mentoring0 Setting up 1 Coordinating1 Negotiating1 Precision working 2 Analyzing2 Instructing2 Operating—controlling 3 Compiling3 Supervising3 Driving—operating Basic4 Computing4 Diverting4 Manipulating Activities5 Copying5 Persuading5 Tending 6 Comparing 6 Speaking— signaling 6 Feeding—offbearing 7 Serving7 Handling 8 Taking instructions — helping Table 3-1

48. © 2003 Prentice Hall. Inc. 3-47 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

49. © 2003 Prentice Hall. Inc. 3-48 Part 3: Writing Job Descriptions 1.Job Identification 2.Job Summary 3.Relationships 4.Responsibilities and Duties 5.Standards of Performance 6.Working Conditions and Physical Environment

50. © 2003 Prentice Hall. Inc. 3-49 Sample Job Description Figure 3 - 7

51. © 2003 Prentice Hall. Inc. 3-50 Sample Job Descriptions, Dictionary of Occupational Titles

52. © 2003 Prentice Hall. Inc. 3-51 Want to Create Your Own Job Description?  Click here to start creating a job description for yourself or a position you are seeking. Or, create one for your Professor!

53. © 2003 Prentice Hall. Inc. 3-52 Job Identification  Title  Fair Labor Standards Act (FLSA)FLSA  Date  Approvals  Supervisor’s title  Salary  Grade level

54. © 2003 Prentice Hall. Inc. 3-53 Job Summary  General nature  Major functions or activities  Includes general statements

55. © 2003 Prentice Hall. Inc. 3-54 Relationships Statement for Human Resource Director Works with all department managers and executive management Works with employment agencies, recruiters, union reps, state and federal agencies, vendors

56. © 2003 Prentice Hall. Inc. 3-55 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

57. © 2003 Prentice Hall. Inc. 3-56 Standards of Performance - Example Duty: 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%

58. © 2003 Prentice Hall. Inc. 3-57 Job Descriptions Check this web site for sample job descriptions. What do you like about them? What, if anything, is missing?

59. © 2003 Prentice Hall. Inc. 3-58 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

60. © 2003 Prentice Hall. Inc. 3-59 Part 4: 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

61. © 2003 Prentice Hall. Inc. 3-60 Job Related Behaviors  Industriousness  Thoroughness  Schedule flexibility  Attendance  Off-task behavior  Unruliness  Theft  Drug misuse

62. © 2003 Prentice Hall. Inc. 3-61 Statistics and Job Analysis  Analyze job  Select personal traits  Test  Measure subsequent job performance  Statistically analyze relationship between trait and performance

63. © 2003 Prentice Hall. Inc. 3-62 Job Analysis – a Practical Approach 1.Decide on a plan 2.Develop an organization chart 3.Use a job analysis questionnaire 4.Obtain lists of job duties from O*NETO*NET 5.Compile the job’s human elements 6.Complete your job description

64. © 2003 Prentice Hall. Inc. 3-63 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?

65. © 2003 Prentice Hall. Inc. 3-64 Step 2: Develop an Organization Chart Click here to take you to a tutorial on creating an organization chart.

66. © 2003 Prentice Hall. Inc. 3-65 Step 3: Use a Job Analysis Questionnaire JOB ANALYSIS Job Title: Description of the Job: TasksTools Used Standards for Performance Conditions for Performance

67. © 2003 Prentice Hall. Inc. 3-66 Step 3: Continued CONTENT ANALYSIS Subject Area Title: Content Description and Relevant Definitions: TasksTools Used Standards for Performance Conditions for Performance

68. © 2003 Prentice Hall. Inc. 3-67 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.

69. © 2003 Prentice Hall. Inc. 3-68 Part 5: Job Analysis in a “Jobless” World  From specialized to enlarged jobs  Why managers are “de-jobbing” their companies

70. © 2003 Prentice Hall. Inc. 3-69 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

71. © 2003 Prentice Hall. Inc. 3-70 Trends and De-Jobbing Rapid product and technological changes Global Changes Demographics Competition

72. © 2003 Prentice Hall. Inc. 3-71 Traditional Organization Chart

73. © 2003 Prentice Hall. Inc. 3-72 Flatter Organizations

74. © 2003 Prentice Hall. Inc. 3-73 How Organizations are Responding  The boundaryless organization  Re-engineering  “Broadbanding” job descriptions  Performance-based job descriptions  Empowered employees  Skills matrices

75. © 2003 Prentice Hall. Inc. 3-74 Flat and Boundaryless Organizations I K E A WAL MART WAL MART General Electric Procter & Gamble

76. © 2003 Prentice Hall. Inc. 3-75 The Skills Matrix for One Job at British Petroleum HHHHHHH GGGGGGG FFFFFFF EEEEEEE DDDDDDD CCCCCCC BBBBBBB AAAAAAA 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.

77. © 2003 Prentice Hall. Inc. 3-76 Chapter Review  We reviewed the nature of job analysis, how it is used, some legal issues and three methods of collecting job analysis information.  We practiced writing job descriptions and looked at descriptions in detail.  We looked at the USCSC, USDOL, DOT and O*NET.  We reviewed the six steps involved in job analysis and reviewed traditional and contemporary methods of organizing.  WHEW!