MODULE - II
RESOURCE &
ACQUISITION
SESSION – V | JOB ANALYSIS
Dr. P. C. Bahuguna | Associate Professor, SOB
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Presentation for UPES Faculty & Students
JOB
PERSON
METHODS
DESIGN
WIFM?
SESSION – V | JOB ANALYSIS
Understand the Fundamental Nature of
Job and Job Analysis and it’s relationship
with HR processes and Job Design
Presentation for UPES Faculty & Students
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JOB ANALYSIS
5
SESSION
Topics to Be Covered
Job description
Job Specification
Methods – Qual and Quan
Job Design
Presentation for UPES Faculty & Students
BROAD PLAN
OF THE COURSE
FUNDAMENTAL
CONCEPTS
OF
HRM
Presentation for UPES Faculty & Students
RESOURCING
&
ACQUISITION
TRAINING
&
DEVELOPMENT
REWARDS
MANAGEMENT
DIGITAL
HR
PRACTICES
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THE BASICS OF JOB
ANALYSIS: TERMS
Job
Analysis
Job
Description
The procedure for
determining the
duties and skill
requirements of a
job and the kind
of person who
should be hired
for it.
A list of a job’s
duties,
responsibilities,
reporting
relationships,
working conditions,
and supervisory
responsibilities—one
product of a job
analysis.
Job
Specifications
A list of a job’s
“human
requirements,” that
is, the requisite
education, skills,
personality, and so
on—another product
of a job analysis.
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TYPES OF INFORMATION COLLECTED
Work
activities
Human
requirements
Job
context
Human
behaviors
Information
Collected Via
Job Analysis
Machines, tools,
equipment, and
work aids
Performance
standards
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USES OF JOB ANALYSIS INFORMATION
EEO
Compliance
Recruitment
& Selection
Information
Collected Via
Job Analysis
Discovering
Unassigned
Duties
Training
Compensation
Performance
Appraisal
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USES OF JOB ANALYSIS
INFORMATION
Job Analysis
Job Description
& Specification
Recruiting
& selection
decisions
Performance
appraisal
Job evaluation—wage
& salary decisions
(compensation)
Training
requirements
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STEPS IN JOB ANALYSIS
Decide how you’ll use
the information.
Select representative
positions.
Verify the job analysis
information.
Review relevant
background information.
Steps in doing
a job analysis
Analyze the job.
Develop a job
description and job
specification.
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PROCESS CHART FOR ANALYZING
A JOB’S WORKFLOW
Components
input from
suppliers
Information
input
From plan
manager
Job Under
Quality
Control Clerk
Information
output to plant
manager
regarding
component
quality
Product quality
output to plant
manager
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COLLECTING JOB ANALYSIS
INFORMATION
Methods for Collecting Job Analysis
Information
Interviews
Questionnaires
Observations
Diaries/Logs
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JOB ANALYSIS: INTERVIEWING
GUIDELINES
1
2
Feel
Understand
theto identify the
The job analyst and supervisor should work
together
welcome
organization
workers who know
the
job
best.
and at ease
Quickly establish rapport with the interviewee.
3 Follow a structured guide or Orientation
checklist,
Helps Newone that lists open-ended
questions and provides spaceEmployees
for answers.
4
5
Know
Ask the worker what
to listishis or her duties in order of importance and
frequency of occurrence.
expected
Begin the
in work
socialization
and
process
After completing
the interview, review and verify
the data.
behavior
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METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION: THE INTERVIEW
Information Sources
Interview Formats
1
1
2
3
Individual employees
Groups of employees
2
Structured (Checklist)
Unstructured
Supervisors with knowledge of the job
Advantages
1 Quick, direct way to find overlooked information
Disadvantage
1 Distorted information
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METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION:
QUESTIONNAIRES
Information Sources
Advantages
1
1 Quick and efficient way to gather information
from large numbers of employees
Have employees fill out
questionnaires to describe their jobrelated duties and responsibilities
Questionnaire Formats
Disadvantage
1
1 Expense and time consumed in preparing and
testing the questionnaire
2
Structured checklists
Open-ended questions
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JOB ANALYSIS
QUESTIONNAIRE
FOR DEVELOPING
JOB DESCRIPTIONS
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JOB ANALYSIS
QUESTIONNAIRE
FOR DEVELOPING
JOB DESCRIPTIONS
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EXAMPLE OF
POSITION/JOB
DESCRIPTION
INTENDED FOR USE
ONLINE
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EXAMPLE OF
POSITION/JOB
DESCRIPTION
INTENDED FOR USE
ONLINE
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METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION: OBSERVATION
Information Source
Disadvantages
1 Observing and noting the physical activities of
employees as they go about their jobs by
managers.
1
2
Advantages
1
2
3
Provides first-hand information
4
Reduces distortion of information
Time consuming
Reactivity response distorts employee
behavior
Difficulty in capturing entire job cycle
Of little use if job involves a high level
of mental activity
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METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION: PARTICIPANT
DIARIES/LOGS
Information Source
1 Workers keep a chronological diary or log of
what they do, and the time spent on each activity
Advantages
Disadvantages
1
1
2
Produces a more complete picture of
the job
Employee participation
2
Distortion of information
Depends upon employees to
accurately recall their activities
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QUANTITATIVE JOB ANALYSIS
TECHNIQUES
Position
Analysis
Questionnaire
Department
of Labor
(DOL)
Procedure
Quantitative Job Analysis
Functional
Job Analysis
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PORTION OF A
COMPLETED PAGE
FROM THE POSITION
ANALYSIS
QUESTIONNAIRE
THE 194 PAQ ELEMENTS ARE GROUPED INTO SIX
DIMENSIONS. THIS EXHIBIT LISTS 11 OF THE
“INFORMATION INPUT” QUESTIONS OR
ELEMENTS. OTHER PAQ PAGES CONTAIN
QUESTIONS REGARDING MENTAL PROCESSES,
WORK OUTPUT, RELATIONSHIPS WITH OTHERS,
JOB CONTEXT, AND OTHER JOB
CHARACTERISTICS.
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BASIC DEPARTMENT OF
LABOR WORKER FUNCTIONS
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SAMPLE REPORT
BASED ON
DEPARTMENT OF
LABOR JOB
ANALYSIS
TECHNIQUE
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INTERNET-BASED JOB
ANALYSIS
Advantages
1
2
Collects information in a standardized format from geographically
dispersed employees
Orientation
Helps New
Requires less time than face-to-face
interviews
Employees
3 Collects information with minimal intervention or guidance
Begin the
socialization
process
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SELECTED O*NET
GENERAL WORK
ACTIVITIES
CATEGORIES
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WRITING JOB DESCRIPTIONS
Responsibilities
& Duties
Authority of
the Incumbent
Standards of
Performance
Working
Conditions
Job
Summary
Job
Identification
Job
Specifications
Sections of a
Typical Job
Description
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THE JOB DESCRIPTION
Job Identification
Relationships
Responsibilities and Duties
1 Job title
1 Reports to:
1
2 FLSA status section
2 Supervises:
3 Preparation date
3 Works with:
4 Preparer
4 Outside the company:
Job Summary
1
2
General nature of the job
Major functions/activities
Major responsibilities and duties
(essential functions)
2 Decision-making authority
3 Direct supervision
4 Budgetary limitations
Standards of Performance and
Working Conditions
1
What it takes to do the job successfully
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SAMPLE JOB
DESCRIPTION,
PEARSON
EDUCATION
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SAMPLE JOB
DESCRIPTION,
PEARSON
EDUCATION
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MARKETING
MANAGER
DESCRIPTION
FROM
STANDARD
OCCUPATIONAL
CLASSIFICATION
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USING THE
INTERNET FOR
WRITING JOB
DESCRIPTIONS
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SOC MAJOR
GROUPS OF
JOBS
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WRITING JOB DESCRIPTIONS
Finalize the Job
Description
Compile the Job’s
Human Requirements
from O*NET
Obtain List of Job
Duties from O*NET
Decide on a Plan
Writing Job
Descriptions
Develop an
Organization Chart
Use a Simplified Job
Analysis Questionnaire
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PRELIMINARY
JOB
DESCRIPTION
QUESTIONNAIRE
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USING O*NET FOR WRITING
JOB DESCRIPTIONS
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USING O*NET FOR WRITING
JOB DESCRIPTIONS
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USING O*NET FOR WRITING
JOB DESCRIPTIONS
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USING O*NET FOR WRITING
JOB DESCRIPTIONS
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WRITING JOB SPECIFICATIONS
Job
specifications
for trained
versus untrained
personnel
Job
specifications
based on
judgment
“What human traits and
experience are required to do
this job well?”
Job
specifications
based on
statistical
analysis
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WRITING JOB SPECIFICATIONS
Steps in the statistical approach
1
2
Feel
welcome
and at ease
Understand
the
Analyze the job and decide how to measure
job performance.
organization
Select personal traits that you believe should predict successful
performance.
Orientation
3 Test candidates for these traits.
Helps New
4
5
Employees
Know
Measure the candidates’
subsequent job performance.
what is
expected
Begin the
in work
socialization
Statistically analyze the relationship between
the human traits and job
and
process
performance. behavior
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JOB ANALYSIS IN A WORKEREMPOWERED WORLD
Feel
welcome
and at ease
Job Design:
From Specialized
to Enriched Jobs
Know
what is
expected
in work
and
behavior
Job
Understand
the
Enlargement
organization
Orientation
Helps New
Employees
Job
Rotation
Begin the
socialization
process
Job
Enrichment
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OTHER CHANGES AT WORK
Changing the Organization and
Its Structure
Flattening the
organization
Using self-managed
work teams
Reengineering
business processes
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COMPETENCY-BASED JOB
ANALYSIS
Competencies
Demonstrable characteristics of a person that enable performance of a job.
Reasons for Competency-Based Job Analysis
• To support a high-performance work system (HPWS).
• To create strategically-focused job descriptions.
• To support the performance management process in fostering, measuring, and rewarding:
1. General competencies
2. Leadership competencies
3. Technical competencies
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HOW TO WRITE JOB COMPETENCIESBASED JOB DESCRIPTIONS
Interview job incumbents and their supervisors
• Ask open-ended questions about job responsibilities and activities.
• Identify critical incidents that pinpoint success on the job.
Use off-the-shelf competencies databanks
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THE SKILLS MATRIX FOR ONE
JOB AT BP
Note: The lighter color boxes within the individual columns indicate the
minimum level of skill required for the job.
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SESSION - 5
JOB ANALYSIS
Scan to Access the Presentation
Presentation for UPES Faculty & Students
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JOB
DESCRIPTION
JOB
SPECIFICATIO
NS
METHODSQUAL AND
QUAN
JOB DESIGN