Job Analysis
A Prelude to Recruitment
and Placement
Job Analysis – What is it and
how is it used?
The procedure for determining
 the duties
 skill requirements
 person specification
of a job
for making hiring decisions
Jobs: Analyze, Describe and
Provide Specifications
 Determining
duties and skills
 Listing job duties, responsibilities,
reporting, conditions, supervision
 “Human requirements”
Are there Legal Issues Related
to Job Analysis?
The need to consider the legal context
that requires the organisation to address
 No. of hours of work per week.


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)

What Information do I
Collect?
Work activities
 Human behaviors
 Machines, tools, equipment and work aids
 Performance standards
 Job context
 Human requirements

Work activities
Cleaning
 Selling
 Teaching
 Painting
 How, why and when the
activities are performed

Human behaviors
Sensing
 Communicating
 Deciding
 Writing
 Job demands

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

Lifting
Walking
Jumping jacks?
Machines, Tools, Equipment,
Work Aids
Products made
 Materials processed
 Knowledge
 Services

Job Context
 Working
conditions
 Schedule
 Organizational context
 Social context
Human Requirements

Job-related knowledge and skills
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Education
Training
Work experience
Personal attributes

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Aptitudes
Physical characteristics
Personality
Interests
Uses of Job Analysis
Information
Job Analysis
Job Description
and
Job Specification
Recruiting and
Selection
Decisions
Figure 3-1
Performance
Appraisal
Job Evaluation—
Wage and Salary
Decisions
(Compensation)
Training
Requirements
Uses of Job Analysis
Information
Recruitment and selection
 Compensation
 Performance Appraisal
 Training
 Discovering unassigned duties
 Other compliance requirements

Recruitment and Selection
Executive recruiting
 Electronic recruiting
 Monster
 International
 How to recruit
 Assessment and selection

Compensation
Job value
 Salary
 Bonus
 Relative job worth

Performance Appraisal






How to do it
Standards
Self-appraisal
The discussion
Setting goals
How to get a raise
Training
 The

job description should show
the activities and skills—and therefore
the training—that the job requires.
Discovering Unassigned
Duties

Job analysis can also help reveal
unassigned duties that are or are not
being recognized
EEO Compliance

Job analysis also plays a big role in EEO
compliance
Steps in Job Analysis
Decide how to use the information
 Review relevant background information
 Select representative positions
 Conduct the analysis
 Verify with the worker and supervisor
 Develop a job description and job
specification

Process Chart for Analyzing
Work Flow
Input from
Plant Managers
Input from
Suppliers
Job Under
Study—
Inventory Control
Clerk
Information
Output to
Plant Managers
Inventory
Output to
Plant Managers
Methods of Collecting Job
Analysis Information
The interview
 Questionnaire
 Observation
 Participant diary/logs
 U.S. Civil Service Procedure
 Quantitative techniques
 Multiple sources of information

Collecting Job Analysis
Information

Joint effort between HR, the worker and
the supervisor

“SME’s” (Subject Matter Experts)
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

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.
Sample Interview Questions
What is the job being performed?
 What are the major duties of your
position? What exactly do you do?
 What physical locations do you work in?
 What are the education, experience, skill,
and [where applicable] certification and
licensing requirements?
 In what activities do you participate?
 What are the job’s responsibilities and
duties?

Sample Interview Questions
(continued)
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What are the basic accountabilities or performance
standards that typify your work?
What are your responsibilities? What are the
environmental and working conditions involved?
What are the job’s physical demands? The emotional and
mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working
conditions?
Interviewing
Questions after the clip:



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How well was the interview
planned?
Was rapport established?
Were needs uncovered?
Did the interviewer relate?
What did the non-verbal
behaviors suggest?
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

Observation


Observation may be
combined with
interviewing
Take complete notes
Talk with the person being observed – explain
what is happening and why
Ask questions
Diaries and Logs
Time-consuming
 Self-reporting
 Remembering what was done earlier
 Can use dictating machines and pagers

U.S. Civil Service
Commission
1.
2.
3.
4.
5.
6.
7.
Knowledge
Skills
Abilities
Physical activities
Special environmental conditions
Typical work incidents
Worker interest areas
Quantitative Job Analysis
Techniques
Position Analysis Questionnaire
 The U.S. Department of Labor approach
 Functional job analysis

Sample Position Analysis
Questionnaire
Position Analysis
Questionnaire Items
Information Input
 Mental Processes
 Work Output
 Relationships with Other Persons
 Job Context
 Other Job Characteristics

U.S. Department of Labor
Procedure

Data examples
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
People examples
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
Synthesizing
Copying
Instructing
Persuading
Things examples


Setting up
Tending
Basic Department of Labor
Worker Functions
Basic
Activities
DATA
PEOPLE
THINGS
0 Synthesizing
1 Coordinating
2 Analyzing
0 Mentoring
1 Negotiating
2 Instructing
0 Setting up
1 Precision working
2 Operating—controlling
3 Compiling
4 Computing
5 Copying
3 Supervising
4 Diverting
5 Persuading
6 Speaking—
signaling
7 Serving
8 Taking
instructions —
helping
3 Driving—operating
4 Manipulating
5 Tending
6 Comparing
6 Feeding—offbearing
7 Handling
Functional Job Analysis
Used beginning in the 1940’s
 Seven scales to describe what
workers do in jobs:

(1)
(2)
(3)
(4)
Things
Data
People
Worker Instructions
(5) Reasoning
(6) Math
(7) Language
Writing Job Descriptions
1.
2.
3.
4.
5.
6.
Job Identification
Job Summary
Relationships
Responsibilities and Duties
Standards of Performance
Working Conditions and Physical
Environment
Sample Job Description
Figure 3 - 7
Sample Job Descriptions,
Dictionary of Occupational Titles
Job Identification
Title
 Fair Labor Standards Act (FLSA)
 Date
 Approvals
 Supervisor’s title
 Salary
 Grade level

Job Summary
General nature
 Major functions or activities
 Includes general statements

Responsibilities and Duties

Examples
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
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
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%
Job Descriptions
Check this web site for sample job
descriptions.
What do you like about them?
What, if anything, is missing?
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
Writing Job Specifications

What human traits and experience are
required to do the job well?
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
Specifications for trained versus untrained
personnel
Specifications based on judgment
Specifications based on statistics
Job Related Behaviors
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Industriousness
Thoroughness
Schedule flexibility
Attendance
Off-task behavior
Unruliness
Theft
Drug misuse
Statistics and Job Analysis
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


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Analyze job
Select personal traits
Test
Measure subsequent
job performance
Statistically analyze
relationship between
trait and performance
Job Analysis – a Practical
Approach
1.
2.
3.
4.
5.
6.
Decide on a plan
Develop an organization chart
Use a job analysis questionnaire
Obtain lists of job duties from O*NET
Compile the job’s human elements
Complete your job description
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?

Step 2: Develop an
Organization Chart
Step 3: Use a Job
Analysis Questionnaire
JOB ANALYSIS
Job Title:
Description of the Job:
Tasks
Tools Used
Standards for
Performance
Conditions for
Performance
Step 3: Continued
CONTENT ANALYSIS
Subject Area Title:
Content Description and Relevant Definitions:
Tasks
Tools Used
Standards for
Performance
Conditions for
Performance
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.

Part 5: Job Analysis in a
“Jobless” World
From specialized to enlarged jobs
 Why managers are “de-jobbing” their
companies

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

Traditional Organization Chart
President
Chief Executive Officer
Executive Assistant
Vice President
Sales
Director
East Region
Vice President
Marketing
Director
West Region
Director
Public Relations
Vice President
Human Resources
Director
Compensation
and Benefits
Manager
Manager
Manager
Clerk
Manager
Manager
Manager
Administrator
Vice President
Operations
Vice President
Finance
Director
Training and
Development
Director
Manufacturing
Driector
Audit and
Accounting
Manager
Logistics
Tax
Plant Manager
Finance
Plant Manager
Accounting
Tech. Writer
Manager
Manager
Sr. Trainer
Manager
Manager
Sr. Trainer
Sales
Sales
Sales
Sales
Sales
Clerk
Accounting
Accounting
Flatter Organizations
Executive and
Operations
Team
Technical
Development
Team
Manufacturing
Engineering
Team
People
Systems
Team
Finance
Team
Purchasing and Sales, Service and
Suppllier Quality
Marketing
Team
Team
How Organizations are
Responding
The boundaryless organization
 Re-engineering
 “Broadbanding” job descriptions
 Performance-based job descriptions
 Empowered employees
 Skills matrices

The Skills Matrix for One Job
at British Petroleum
H
H
H
H
H
H
H
G
G
G
G
G
G
G
F
F
F
F
F
F
F
E
E
E
E
E
E
E
D
D
D
D
D
D
D
C
C
C
C
C
C
C
B
B
B
B
B
B
B
A
A
A
A
A
A
A
Business
Awareness
Communication &
Interpersonal
Decision
Making &
Initiative
Leadership
&
Guidance
Planning &
Organizational
Ability
Problem
Solving
Technical
Expertise
The highlighted boxes indicate the minimum level of skill required for the job.