Job AnalysisA 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 jobfor 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

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

Education Training Work experience

Personal attributes Aptitudes Physical characteristics Personality Interests

Uses of Job Analysis Information

Job Analysis

Recruiting andSelection Decisions

Performance Appraisal

Job Evaluation—Wage and Salary

Decisions(Compensation)

TrainingRequirements

Job Descriptionand

Job Specification

Figure 3-1

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

Input fromPlant Managers

Input fromSuppliers

Job UnderStudy—

Inventory ControlClerk

InformationOutput to

Plant Managers

InventoryOutput to

Plant Managers

Process Chart for Analyzing Work Flow

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)

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

How well was the interview planned?

Was rapport established? Were needs uncovered? Did the interviewer relate? What did the non-verbal

behaviors suggest?

Questions after the clip:

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 whyAsk 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. Knowledge2. Skills3. Abilities4. Physical activities5. Special environmental conditions6. Typical work incidents7. 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 Synthesizing Copying

People examples Instructing Persuading

Things examples Setting up Tending

Basic Department of Labor Worker Functions

DATA PEOPLE THINGS

0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision working

2 Analyzing 2 Instructing 2 Operating—controlling

3 Compiling 3 Supervising 3 Driving—operating

Basic 4 Computing 4 Diverting 4 Manipulating

Activities 5 Copying 5 Persuading 5 Tending

6 Comparing6 Speaking—signaling

6 Feeding—offbearing

7 Serving 7 Handling

8 Taking instructions — helping

Functional Job Analysis

Used beginning in the 1940’s Seven scales to describe what

workers do in jobs: (1) Things(2) Data(3) People(4) Worker Instructions

(5) Reasoning(6) Math(7) Language

Writing Job Descriptions

1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. 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

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 - ExampleDuty: 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? Specifications for trained versus untrained

personnel Specifications based on judgment Specifications based on statistics

Job Related Behaviors Industriousness Thoroughness Schedule flexibility Attendance Off-task behavior Unruliness Theft Drug misuse

Statistics and Job Analysis Analyze job Select personal traits Test Measure subsequent

job performance Statistically analyze

relationship between trait and performance

Job Analysis – a Practical Approach1. Decide on a plan2. Develop an organization chart3. Use a job analysis questionnaire4. Obtain lists of job duties from O*NET5. Compile the job’s human elements6. 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 ANALYSISJob Title: Description of the Job:

Tasks Tools UsedStandards forPerformance

Conditions forPerformance

Step 3: Continued

CONTENT ANALYSISSubject Area Title: Content Description and Relevant Definitions: 

Tasks Tools UsedStandards forPerformance

Conditions forPerformance

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

E xecutive A ss is tant

M anager

M anager

M anager

S a les S a les S a les

M anager

D irec torE ast Region

M anager

M anager

M anager

S a les S a les

M anager

D irec torW est Region

V ice Pres identS a les

M anager

M anager

D irec torPublic Re la tions

V ice Pres identM arke ting

C lerk

A dm inis tra tor

D irec torC om pensation

and Benefi ts

T ech. W rite r

M anager

S r. T ra iner

S r. T ra iner

D irec torT ra in ing andD eve lopm ent

V ice Pres identHum an Resources

L ogis tics

Plant M anager

Plant M anager

D irec torM anufac turing

V ice Pres identO pera tions

T ax

F inance

C lerk

A ccounting

A ccounting

A ccounting

D riec torA udit and

A ccounting

V ice Pres identF inance

Pres identC hie f E xecutive O fficer

Flatter Organizations

T echnica lD evelopm ent

T ea m

Ma nufa cturingEngineering

T ea m

PeopleSystem s

T ea m

Fina nceT ea m

Purcha sing a ndSuppllier Q ua lity

T ea m

Sa les, Service a ndMa rketing

T ea m

Executive a ndO pera tions

T ea m

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

Technical Expertise

Business Awareness

Communi-cation & Interper-

sonal

Decision Making & Initiative

Leadership&

Guidance

Planning & Organiza-

tional Ability

Problem Solving

The highlighted boxes indicate the minimum level of skill required for the job.