JOB ANALYSIS PLANNING
• METHOD SELECTION
• OBTAINING ACCEPTANCE
METHOD SELECTION
• PROBLEM
MANY METHODS
MANY HR FUNCTIONS
• NO THEORY TO GUIDE
• APPLICATION GUIDES SELECTION
JOB DESCRIPTION
AND SPECIFICATION
• MATCH WITH
WORK-ORIENTED JA
JOB CONTEXT
TRAIT REQUIREMENTS
USE
OBSERVATION
INTERVIEWS
TASK INVENTORY
JOB CLASSIFICATION
• FOUR APPROACHES
JOB ORIENTED SYSTEMS
PRODUCTS PRODUCED
WORKER ORIENTED
BEHAVIOURS
ATTRIBUTE REQUIREMENTS
KSAs, PERSONALITY, PHYSICAL
JOB TITLE/TYPE OF WORK
MANAGERIAL
CORRESPONDENCE OF JC AND JA TYPE
JOB EVALUATION
• RANKING
JOB DESCRIPTIONS
• POSITION CLASSIFICATION
WORK PERF/ RESPONSIBILITY
• JOB WORTH
JOB DESIGN
• JOB FACTORING
BLENDING EXISTING JOBS
REQUIRES TASK BASED
OBSERVATION, INTERVIEWS,
ELEMENTAL (TIME & MOTION)
• MANAGERIAL
QUESTIONNAIRES, INTERVIEWS,
DIARIES
PERFORMANCE APPRAISAL
• PROMOTIONS, RAISES, TERMINATION
BASE ON BEHAVIORS
RELATIVE IMPORTANCE
• USE TASK INVENTORIES
OBSERVATION
INTERVIEWS
WRITTEN DOCUMENTATION/MANUALS
CUSTOMERS
TECHNICAL AND TRAINING EXPERTS
• CLUSTER INTO JOB FAMILIES
USE SIMILAR INSTRUMENT
PERSONAL
REQUIREMENTS/SPECIFICATION
• CONTENT VALIDATION
TASK INFORMATION REQUIRED
• MULTIPLE DATA SOURCES
• USE EXPERT ANALYST TO GATHER DATA
• LARGE SAMPLE OF RESPONDENTS
• TASKS, DUTIES
RATE RELATIVE IMPORTANCE
• TIE KSAS TO TASKS AND DUTIES
• STANDARDIZE JA PROCEDURES
• ASSESS REQUIREMENT
TRAINABILITY/DIFFICULTY
TRAINING
• IDENTIFY TASKS
• JOB CONTEXT
TOOLS, EQUIPMENT
• CRITICAL INCIDENTS USEFUL
WORKFORCE PLANNING
• SKILLS BASED INVENTORY
EMPLOYEES AND COMPETENCIES
• USE
SUPERVISORS, INCUMBENTS,
OTHER EXPERTS, INTERVIEW,
STANDARDIZED QUESTIONNAIRE
CONCLUSIONS
• TASK SEEM MORE APPLICABLE
• MEASURE TASK IMPORTANCE
• USE VARIETY OF METHODS
• TRAINED ANALYST HELPS
• INCLUDE BOTH
TASK AND WORKER-ORIENTED
OBTAINING AND
MAINTAINING ACCEPTANCE
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INITIAL ACCEPTANCE
ESTABLISH AND MAINTAIN MOMENTUM
FIRST CONTACT
JA TOOLS TO FACILITATE ACCEPTANCE
COOPERATION
COMMUNICATING JA RESULTS
APPLYING JA INFO
FINAL ACCEPTANCE
INITIAL ACCEPTANCE
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ESTABLISH OBJECTIVES
BE SPECIFIC, REALISTIC, POSITIVE
DOCUMENT CORRECTABLE INADEQUACIES
SELECT PROJECT STAFF
CREDIBLE
PROFESSIONAL
GOOD INTERPERSONAL SKILLS
• TRAIN
• INFORM STAFF
ESTABLISH AND
MAINTAIN MOMENTUM
• CHECK ORG READINESS
BAD TIMES START/END QUARTER
REORGANIZATION
• APPEAL TO BUSINESS LOGIC RATIONALE
GOOD SENSE TO HIRE BEST
• DEFINE ROLES/OBJECTIVES OF ADVISORY
BOUNCE IDEAS
MEMOS AND DATA APPROPRIATE
FIRST CONTACT
• TELL WHO AND WHY
• INTRODUCE SELF AND ROLE
• EXPLAIN
REASON
NEEDED INFORMATION
THEY ARE BEST PERSON
• OPEN HONEST CLIMATE
•
FOCUS IS ON JOBS NOT PEOPLE
• SET REALISTIC EXPECTATIONS FOR
FEEDBACK
WHEN DATA AVAILABLE/FORMAT
LIST OF TASKS, KSAS ETC.
• ANSWER QUESTIONS
DEVELOPING JA TOOLS TO
FACILITATE ACCEPTANCE
• CONSIDER TRADEOFFS
• OBTAIN FEEDBACK
• MAKE PROFESSIONAL TOOLS
• PROOF EVERYTHING
• RELIABLE AND EFFICIENT
FORMAT
• SME REVIEW
PARTICIPANT COOPERATION IN
QUESTIONNAIRE ADMINISTRATION
• OBTAIN APPROVAL
• INFORM MANAGERS
• COVER LETTER
• PREPARE MAILINGS
• ESTABLISH HOTLINE
• KEEP RECORDS
RETURN RATE INFO
REMINDERS
THANK-YOU NOTES
COMMUNICATING JA RESULTS
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PROCESS DATA IN TIMELY FASHION
WRITE FOR NON-TECHNICAL AUDIENCE
CONSIDER PACKAGING
LIKE NEWSPAPER
BROAD TO DETAIL
APPLYING JA INFO
• PRESENT USEABLE/UNDERSTANDABLE
RESULTS
• INVITE FEEDBACK
• ADDRESS CONCERNS WHILE MAINTAINING
INTEGRITY
• PROVIDE INFO TO ORG DECISION-MAKERS
• STONEWALLING
WHAT ABOUT…?
HAVE YOU CONSIDERED…?
FOLLOW-UP ON ALL QUESTIONS
THANK PERSON
FINAL ACCEPTANCE
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DETERMINE RESPONSIBILITY
PROVIDE DOCUMENTATION
TRAIN
RELY ON WRITTEN OBJECTIVES
DEVELOP IMPLEMENTATION PLAN
SHOW COST-EFFECTIVENESS
RETAIN KEY PEOPLE FOR
SUPPORT
FUTURE PROJECTS