1. Part 2 Support Activities Chapter 4: Job Analysis and Rewards McGraw-Hill/Irwin Copyright © 2009 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: E xternal, 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

4. 4-4 Discussion Questions for This Chapter 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? 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? Identify a team-based job situation. What are examples of job- spanning KSAOs required in that situation?

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/blend, 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. 4-14 KSAOs What are KSAOs? Knowledge Exh. 4.6: Knowledges Contained in O*NET Skill Exh. 4.7: Skills Contained in O*NET Ability Exh. 4.8: Abilities Contained in O*NET Other Characteristics Exh. 4.9: Examples of Other Job Requirements

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

16. 4-16 Discussion questions 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 Criteria for guiding choice of job analysis methods – ex. 4.13 – pg. 168

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/principal characteristic of an individual that contributes to job or role performance and to organizational success Usage reflects a desire to: Connote/suggest 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 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 Discussion question Identify a team-based job situation. What are examples of job-spanning KSAOs required in that situation?