Develop Personnel plans and Job Description

Learning outcomes:•Discuss the nature of job analysis, what it is and how it’s used•Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation•Write job description, including summaries and job functions, using the internet and traditional methods•Write a job specification•Explain job analysis in a “work-empowered” world, including what it means and how it’s done in practice.

The basics of JOB ANALYSIS

• Job Analysis:The procedure for determining the duties and skill- requirements of a job and the kind of person who should be hired for it.

• Job Description:A list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.

• Job Specification:A list of job’s “human requirements,” that is, the requisite education, skills, personality, and so on.

HR Specialist Collects following Types of Information via Job Analysis

1. Work activities First, he or she collects information about the job’s actual work

activities, such as cleaning, selling, teaching or painting. How, why, when the worker performs each activity.

2. Human behaviors the specialist may also collect Information about

human behaviors like sensing, communicating, writing & deciding.

3. Machines, tools, equipments and work aids This category includes information regarding tools used, material processed, knowledge dealt with or applied (such as finance or law), & services rendered (counseling or repairing).

HR Specialist Collects following Types of Information via Job Analysis

4. Performance Standards The employer may also wants information about the job’s performance standards. Management will use these standards to appraise employees.

5. Job Context Included here is information about such matters as physical working conditions, work schedule, & the organizational and social context. Information regarding incentive might also be included here.

6. Human Requirements Information regarding the job’s human requirements, such as job-related knowledge or skills & required personal attributes.

Uses of Job Analysis Information

Recruitment and Selection Job Analysis provides information about what the job entails and what human characteristics are required to perform these activities.

Compensation Job Analysis information is crucial for estimating the value of each job & its appropriate compensation.

Uses of Job Analysis Information:• Performance Appraisal

A Performance Appraisal compares each employee’s actual performance with his or her performance standards. Mangers use job analysis to determine the job’s specific activities & performance standards.

• Training The JD shows the activities & skills-and therefore the training-that the job requires.

• Discovering Unassigned Duties: Job Analysis can also help reveal unassigned duties.

Uses of Job Analysis

Job Analysis

JD & JS

Recruitment & Selection

Performance appraisal

Job evaluation-wage & salary

decision (COMP)Training Req

Steps in Job Analysis• Six Steps:

Step-1 Interviewing the employees: Formal interview process or formal/informal observations

Step-2 Review relevant backgroundsStep-3 Select representative positions for studyStep-4 Actually analyze the job selectedStep-5 Verify the job analysis information

obtainedStep-6 Develop a job description and job

specification

Steps in Job AnalysisStep-1 :Interviewing the employees: Formal interview process or

formal/informal observations

Decide how you will use information; determine the data you collect and how you collect them.

Some data collection techniques:• Interviewing the employee• Position analysis questionnaire:

Steps in Job AnalysisStep-2:• Review relevant background info such as organization charts,

process charts, and job descriptions• Organization charts: organization wide division of work, how

the job in question relates to other jobs, and where the job fits in the overall organization. Shows the title of each position and by means of interconnecting lines, who reports to whom and with whom the job incumbent communication.

• Process Chart: provides a more detailed picture of the work flow. It shows the flow inputs to and outputs from the job you are analyzing. The diagram shows process chart

Steps in Job Analysis

• Process Chart:Info input from plant

manager

Job under study --Quality control clerk

Components input from suppliers

Product quality output to plant manager

Info output to plant manager regarding component quality

Steps in job analysis

• Step 3:– Select representative position. There may be too

many similar jobs to analyze them all.• Step 4:

– Actually analyze the job, by collecting data on job activities, req employee behaviors, working condition, and human traits and abilities needed to perform the job.

Steps in job analysis• Step 5:

– Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm the info is correct & complete. This also helps gain employee’s acceptance of the job analysis data and conclusions.

• Step 6:– Develop JD and JS. JD is written statement that describes the

activities and responsibilities of the job, as well as its important features, such as working conditions and safety hazards. JS summarizes the personal qualities, traits, skills, and Background required for getting the job done.

Job Analysis Guidelines

• Joint effort by a HR specialist, the worker, and the worker’s supervisor

• Collect job analysis info from employees in different departments

• Make sure the questions and process are clear to the employees

• Use several different tools for the job analysis

Methods of collecting Job Analysis Information

• The Interviews• Questionnaires• Observation

Methods of Collecting Job Analysis Information: The Interview

• Types of Interview Managers use three types of interviews to collect job analysis data.– Individual interviews with each employees – Group interviews with group of employees who have the

same job – Supervisors interviews with one more supervisors who

know the job• Advantages

– Quick, direct way to find overlooked information.• Disadvantages

– Distorted information

Interview Guidelines

1. The job analyst and supervisor should work together to identify the workers who know the job best.

2. Quickly establish rapport with the interviewee.

3. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.

4. Ask the worker to list his or her duties in order of importance and frequency of occurrence.

5. After completing the interview, review and verify the data.

Methods of Collecting Job Analysis Information: Questionnaires

• Information source– Have employees fill

out questionnaires to describe their job-related duties and responsibilities.

• Questionnaire formats– Structured checklists– Opened-ended

questions

• Advantages– Quick and efficient

way to gather information from large numbers of employees

• Disadvantages– Expense and time

consumed in preparing and testing the questionnaire

Methods of Collecting Job Analysis Information: Observation

• Information source Direct observation is especially

useful when job consists mainly of observable physical activities-Assembly-line worker, & accounting clerk are examples.

• Advantages– Provides first-hand

information– Reduces distortion of

information• Disadvantages

– Time consuming– Difficulty in capturing entire

job cycle– Of little use if job involves a

high level of mental activity.

Methods of Collecting Job Analysis Information: Participant Diary/Logs

• Information source– Workers keep a

chronological diary/ log of what they do and the time spent in each activity.

• Advantages– Produces a more complete

picture of the job– Employee participation

• Disadvantages– Distortion of information– Depends upon employees to

accurately recall their activities

WRITING JOB DESCRIPTIONS

• A job description– A written statement of what the worker actually does,

how he or she does it, and what the job’s working conditions are.

1. Sections of a typical job description 1. Job identification2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance6. Working conditions7. Job specifications

Job Title _________ Department ______________Job Number _________ Written by _____________Today’s Date _________ Applicable Codes _________

I. Applicable Job Definition(s):II. Job Summary: (List the more important or regularly performed tasks)

III. Reports To:IV. Supervises: ____________________________________V. Job Duties: ____________________________________ (Briefly describe, for each duty, what employee does and, if possible, how employee does it. Show in parenthesis at end of duty the approximate percentage of time devoted to duty).

A. Daily Duties: B. Periodic Duties: (Indicate whether weekly, monthly, quarterly, etc.) C. Duties Performed at Irregular Intervals:

Background Data for Job Description

Writing of Job Description

1) Job Identification2) Job Summary3) Responsibilities & Duties4) Authority of Incumbent5) Standards of Performances6) Working Conditions7) Job Specifications

The Job Description

• Job identification– Job title: name of job– FLSA status section: Exempt or nonexempt– Preparation date: when the description was written– Prepared by: who wrote the description– Location of the job– Information regarding salary/ pay scale

• Job summary– Describes the general nature of the job– Lists the major functions or activities (be specific; not

“other duties”)

The Job Description (cont’d)

• Relationships (chain of command)– Reports to: employee’s immediate supervisor– Supervises: employees that the job incumbent directly

supervises– Works with: others with whom the job holder will be

expected to work and come into contact with internally.– Outside the company: others with whom the job holder is

expected to work and come into contact with externally.

The Job Description (cont’d)

• Responsibilities and duties– A listing of the job’s major responsibilities and duties

(essential functions)– Defines limits of jobholder’s decision-making authority,

direct supervision, and budgetary limitations.

• Standard Occupational Classification– Classifies all workers into one of 23 major groups of jobs

which are subdivided into 96 minor groups of jobs and detailed occupations.

The Job Description (cont’d)

• Standards of performance and working conditions– Lists the standards the employee is

expected to achieve under each of the job description’s main duties and responsibilities.

EXAMPLEDuty: Obtain BS degree in business

administration 1. attend ALL classes 2. participate in ALL classes 3. Study ALL class assignments

Writing Job Specifications

• Specifications for trained personnel– Focus on traits like length of previous service,

quality of relevant training, and previous job performance.

• Specifications for untrained personnel– Focus on physical traits, personality, interests, or

sensory skills that imply some potential for performing or for being trained to do the job.

Writing Job Specifications (cont’d)

• Specifications Based on Judgment– Self-created judgments (common sense)– List of competencies in Web-based job descriptions – Standard Occupational Classification

Writing Job Descriptions

• Step 1. Decide on a Plan

• Step 2. Develop an Organization Chart

• Step 3. Use a Job Analysis/Description Questionnaire

• Step 4. Obtain Lists of Job Duties from O*NET

• Step 5. Compile the Job’s Human Requirements(or prior actual exp or current)

• Step 6. Complete Your Job Description

From specialized to Enlarged Jobs:

• By the mid-1990s there were reactions to what was viewed as the “Dehumanizing” aspects of job categorization workers into highly repetitive and specialized jobs.

• Solutions like job enlargement, job rotation, and job enrichment were proposed by scholars and researchers.

Job Enlargement:

Assigning workers additional same-level activities, thus increasing the number of activities they perform. Thus, the workers who previously only bolted the seat to the legs might attach the back as well.

Job Rotation:Means systematically moving workers from one job to another.

Moving a trainee (or identified future manager) from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company

Job Enrichment:

Means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—for instance, by letting the worker plan and control his or her own work instead of having it controlled by outsiders.

Dejobbing:

Broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.

Why Managers Are Dejobbing Their Companies

• Internal factors leading to dejobbing– Flatter organizations less

reporting structure)– Work teams overlapping

responsibilities towards the same goal)

– Boundaryless (overlapping depts)

– Reengineering totally redesigning a job process)

• External factors leading to dejobbing.– Rapid product and

technological change– Global competition– Deregulation,– Political instability, – Demographic changes– Rise of a service economy.

Flatter Organization:

Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities.

Boundary-less Organization

Organization marked by the widespread use of teams and similar structural mechanisms that reduce and make more permeable the boundaries that typically separate departments.

Reengineering:

The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

Competency-Based Job Analysis

• Competencies– Demonstrable characteristics of a person that enable

performance of a job.• Competency-based job analysis

– Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well (how a job is performed)

Why Use Competency Analysis?

• Maintain a strategic focus– Describing the job in terms of the skills, knowledge, and

competencies the worker needs is more strategic( goal oriented)

• Measuring performance– Measurable skills, knowledge, and competencies are the

heart of any company’s performance management process.

Performance Management

• Performance management – Managing all elements of the organizational process that

affect how well employees perform.• Types of competencies

– General competencies• reading, writing, and mathematical reasoning.

– Leadership competencies• Leadership: visionary, strategic, alignment, communicates,

motivates/ inspires, develops people.– Technical competencies

• specific technical competencies required for specific types of jobs and/or occupations.