37
SHRM Survey Findings: Job Analysis Activities In collaboration with and commissioned by ACT December 11, 2014

Job analysis-activities

Embed Size (px)

Citation preview

SHRM Survey Findings: Job Analysis Activities

In collaboration with and commissioned by ACT

December 11, 2014

• In this research, respondents were asked about activities related to the processes that occur to

examine and analyze the activities of a particular job or role within an organization. The analysis

can result in information that includes the tasks or competencies of the job/role; the knowledge,

skills and abilities required for successful performance in the job/role; and the conditions under

which the responsibilities are performed. These types of activities are often referred to as a job

analysis.

Job Analysis Activities ©SHRM 2014 2

Definitions

• What methods and tools did organizations use to conduct job analysis activities? The leading methods to conduct job analysis were interview (50%), observation (33%) and structured questionnaires (27%). Organizations with 25,000 or more employees were more likely than organizations with 1 to 99 employees to use structured questionnaires to conduct job analysis activities. Over two-fifths (44%) of organizations used tools that were specifically designed for their organization, and one-quarter (26%) used online job analysis tools.

• What types of information did organizations collect when conducting job analysis activities? The most common types of information organizations collected when conducting job analysis activities were knowledge (96%), skills (95%), abilities (92%) and task statements (90%).

• How did organizations use information collected through job analysis activities? Nearly three-quarters of organizations used the information collected through job analysis activities for recruitment (73%) and performance standards (72%). Other purposes included compensation (69%) and training (61%).

• For what job levels did organizations conduct job analysis activities? The majority of organizations conducted job analysis activities for management (87%), nonexempt (84%) and professional nonmanagement (80%) job levels. Furthermore, 60% of organizations conducted job analysis activities for executive-level positions.

Job Analysis Activities ©SHRM 2014 3

Key Findings

• What experience did HR professionals have with job analysis? Roughly one-half (51%) of HR

professionals have participated in at least one formal or informal job analysis-related activity, and

45% of HR professionals have used information from job analyses for purposes beyond identifying

what was required for a job/role, such as developing interview questions and performance appraisal

systems. Approximately two out of five HR professionals have conducted job analyses at their

current organization.

Job Analysis Activities ©SHRM 2014 4

Key Findings (continued)

• Considering that many HR professionals say they are having trouble finding qualified candidates for

open positions at the moment, an accurate job description becomes even more important as an

element of the recruiting process. Nearly three-fourths of respondents to this survey said they used

information collected through job analysis activities for recruiting.

• With proper analysis of jobs at all levels of organizations, HR professionals will also have a more

effective performance management process. Clearly knowing the responsibilities that come with

certain jobs allows for ease of measurement on annual evaluations, periodic reviews, goal

attainment and other forms of performance management.

• HR professionals need a comprehensive understanding of how jobs are performed at all levels of

their organizations to perform their own duties. The tasks of managing personnel, developing

training guidelines and fulfilling other responsibilities could be much more difficult for HR

professionals without an effective job analysis system.

Job Analysis Activities ©SHRM 2014 5

Implications for the HR Profession

Methods to Conduct Job Analysis Activities

Job Analysis Activities ©SHRM 2014 6

Note: n = 459. Percentages do not equal 100% due to multiple response options. Respondents who answered "don't know" were excluded from this

analysis.

50%

33%

27%

25%

25%

24%

19%

9%

7%

6%

3%

Interview

Observation

Structured questionnaire

Checklist

Open-ended questionnaire

Existing sources of information

Technical conference/focus group

Critical incident

Diary

None of the above

Other

Methods to Conduct Job Analysis Activities

Job Analysis Activities ©SHRM 2014 7

Note: Only statistically significant differences are shown.

Existing sources of information

Government (42%) > Publicly owned for-profit (17%)

Comparisons by organization sector

• Government organizations were more likely than publicly owned for-profit organizations to report existing sources of information as a method for identifying the knowledge, skills, abilities and competencies required for a job/role.

Methods to Conduct Job Analysis Activities

Job Analysis Activities ©SHRM 2014 8

Note: Only statistically significant differences are shown.

Checklists

25,000 or more employees (42%) > 500 to 2,499 employees (18%)

Comparisons by organization staff size

• Larger organizations were more likely than smaller organizations to report checklists, structured questionnaires and technical conference/focus groups as methods for identifying the knowledge, skills, abilities and competencies required for a job/role.

Structured questionnaires

25,000 or more employees (38%) > 1 to 99 employees (13%)

Technical conference/focus groups

25,000 or more employees (36%) > 1 to 99 employees (13%)

Tools for Conducting Job Analysis Activities

Job Analysis Activities ©SHRM 2014 9

Note: n = 388. Percentages do not equal 100% due to multiple response options. Respondents whose organizations do not use or were unsure about

methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this

analysis.

44%

26%

16%

13%

8%

9%

Tools designed specifically for my organization

Online job analysis tools

Off-the-shelf questionnaires

Survey software

Human capital management (HCM) software

Other

Tools for Conducting Job Analysis Activities

Job Analysis Activities ©SHRM 2014 10

Note: Only statistically significant differences are shown.

Survey software

500 to 2,499 employees (23%) > 1 to 99 employees (2%)

Comparisons by organization staff size

• Larger organizations were more likely than smaller organizations to use survey software and tools designed specifically for their organization when identifying the knowledge, skills, abilities and competencies required for a job/role.

Tools designed specifically for my organization

25,000 or more employees (69%) > 100 to 499 employees (40%)

Information Collected in Job Analysis Activities

Job Analysis Activities ©SHRM 2014 11

Note: n = 267-339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about

methods associated with job analysis activities were not asked this question. Responses for this question were as follows: yes, no and don’t know.

Respondents who answered "don't know" were excluded from this analysis. Only respondents who answered “yes” are shown.

Percentage

Knowledge (i.e., specific types of information people need to perform a job such

as an understanding HIPAA regulations)96%

Skills (i.e., practiced acts such as writing clearly or operating a crane) 95%

Abilities (i.e., stable capacity to engage in a specific behavior such as lifting

objects weighing up to 50 pounds or climbing ladders up to 25 feet) 92%

Task statements (i.e., list of activities performed on the job) 90%

The types of tools and technology that are used in the job 89%

Requirement/qualification of knowledge, skills and abilities at time of

appointment86%

Competencies (i.e., set of defined behaviors that are used to identify, evaluate

and develop employees) 84%

Job context (e.g., purpose of job within the organization or work environment) 80%

Ratings for knowledge, skills, abilities (e.g., importance, criticality, frequency) 64%

Performance criteria (e.g., standards for each performance level) 64%

Information Collected in Job Analysis Activities

(continued)

Job Analysis Activities ©SHRM 2014 12

Note: n = 267-339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about

methods associated with job analysis activities were not asked this question. Responses for this question were as follows: yes, no and don’t know.

Respondents who answered "don't know" were excluded from this analysis. Only respondents who answered “yes” are shown.

Percentage

Ratings for tasks (e.g., importance, criticality, frequency, difficulty) 61%

Ratings for competencies (e.g., importance, criticality, frequency) 58%

Other characteristics (e.g., personality, interests, work styles, values) 55%

Consequences of error 36%

Information Collected in Job Analysis Activities

Job Analysis Activities ©SHRM 2014 13

Note: Only statistically significant differences are shown.

Ratings for tasks

Publicly owned for-profit (75%) > Privately owned for-profit (52%)

Comparisons by organization sector

• Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to collect ratings for tasks and ratings for competencies when identifying the knowledge, skills, abilities and competencies required for a job/role.

Ratings for competencies

Publicly owned for-profit (74%) > Privately owned for-profit (50%)

Information Collected in Job Analysis Activities

Job Analysis Activities ©SHRM 2014 14

Note: Only statistically significant differences are shown.

Ratings for tasks

2,500 to 24,999 employees (75%) > 100 to 499 employees (48%)

Comparisons by organization staff size

• Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to collect ratings for tasks when identifying the knowledge, skills, abilities and competencies required for a job/role.

Purposes for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 15

Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods

associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

Percentage

Recruitment 73%

Performance standards/appraisals 72%

Compensation (e.g., classification and pay) 69%

Training 61%

Employee development 58%

Selection 54%

Workforce planning/organizational design 45%

Succession planning 43%

Disability or return-to-work accommodation 38%

Legal support (e.g., ADA compliance, termination, workers’ compensation) 33%

High-potential identification and development 27%

Test identification, test development and/or test validation 15%

Other 1%

Purposes for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 16

Note: Only statistically significant differences are shown.

Workforce planning

Publicly owned for-profit (62%) > Privately owned for-profit (36%)

Comparisons by organization sector

• Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to use information identifying the knowledge, skills, abilities and competencies required for a job/role for workforce planning.

Succession planning

Publicly owned for-profit (64%) >Privately owned for-profit (39%)

Nonprofit (31%)

• Publicly owned for-profit organizations were more likely than privately owned for-profit and nonprofit organizations to use information identifying the knowledge, skills, abilities and competencies required for a job/role for succession planning.

Purposes for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 17

Note: Only statistically significant differences are shown.

Compensation

Nonprofit (80%) > Privately owned for-profit (60%)

Comparisons by organization sector

• Nonprofit organizations were more likely than privately owned for-profit organizations to use information

identifying the knowledge, skills, abilities and competencies required for a job/role for compensation.

Job Levels Used for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 18

Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods

associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

60%

87%

80%

84%

Executive level(e.g., CEO, CFO, VP)

Management(e.g., director, manager, supervisor)

Professional nonmanagement(e.g., analyst, nurse, engineer)

Nonexempt(e.g., assistant, coordinator, specialist)

Job Levels Used for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 19

Note: Only statistically significant differences are shown.

Executive level

Nonprofit (78%) > Privately owned for-profit (51%)

Comparisons by organization sector

• Nonprofit organizations were more likely than privately owned for-profit organizations to identify the knowledge,

skills, abilities and competencies required for a job/role for executives and nonexempt job levels.

Professional nonmanagement level

Nonprofit (94%) >Publicly owned for-profit (74%)

Privately owned for-profit (71%)

Nonexempt level

Nonprofit (95%) > Privately owned for-profit (80%)

• Nonprofit organizations were more likely than publicly owned for-profit and privately owned for-profit organizations to identify the knowledge, skills, abilities and competencies required for a job/role for professional nonmanagement job levels.

Job Levels Used for Job Analysis Activities

Job Analysis Activities ©SHRM 2014 20

Note: Only statistically significant differences are shown.

Executive level

2,500 to 24,999 employees (70%) > 100 to 499 employees (47%)

Comparisons by organization staff size

• Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to

identify the knowledge, skills, abilities and competencies required for a job/role for the executive job level.

Job Candidate Evaluation Methods

Job Analysis Activities ©SHRM 2014 21

Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods

associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

Percentage

Behavioral interviews: job specific and prepared in advance. 62%

Online, minimum qualifications screening questionnaires: questions that may

eliminate/disqualify candidates from the recruiting process.41%

Skills testing: assessing the level of a practiced activity such as writing, blueprint

reading and computer programming. 38%

Interviews with behaviorally anchored rating scales: answer keys used to

evaluate candidate responses and rating methods that produce a numeric score.26%

Situational judgment questionnaires: choosing a response when given a

scenario. 23%

Organizational fit questionnaires: questions that evaluate organization-relevant

factors such as team based, entrepreneurial and traditional.23%

Personality testing: assessing personality traits such as persuasiveness, detail

orientation, conscientiousness, rule following, optimism, goal orientation, data

rational and boredom proneness.22%

Aptitude testing: assessing the level of abilities in areas such as problem-solving

and critical reasoning.18%

Scorable job applications: numeric values placed on experience, skills, etc. 16%

Job Candidate Evaluation Methods (continued)

Job Analysis Activities ©SHRM 2014 22

Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods

associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

Percentage

Cognitive skills testing: assessing the level of abilities in areas such as reading

and mathematics. 16%

Online, realistic job preview (RJP): an overview of the job demands with

questions to confirm interest in continuing the application process.12%

Biodata questionnaires: standardized questions on verifiable school/work history,

reported in scales such as reliability, dependability and safety.7%

Simulations: interactive experience that models job demands. 7%

Assessment centers: formal observation under controlled conditions. 6%

Virtual job tryouts: completing online work samples. 2%

Other 2%

Job Candidate Evaluation Methods

Job Analysis Activities ©SHRM 2014 23

Note: Only statistically significant differences are shown.

Interviews with behaviorally anchored rating scales

Publicly owned for-profit (39%) > Privately owned for-profit (18%)

Comparisons by organization sector

• Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to use or plan to use interview with behaviorally anchored rating scales, online minimum qualification screening questionnaires and biodata questionnaires within the next 12 months to evaluate job candidates for hiring.

Online, minimum qualifications screening questionnaires

Publicly owned for-profit (58%) > Privately owned for-profit (30%)

Biodata questionnaires

Publicly owned for-profit (14%) > Privately owned for-profit (3%)

Job Candidate Evaluation Methods

Job Analysis Activities ©SHRM 2014 24

Note: Only statistically significant differences are shown.

Online, realistic job previews

Publicly owned for-profit (24%) >Privately owned for-profit (8%)

Nonprofit (3%)

Comparisons by organization sector

• Publicly owned for-profit organizations were more likely than privately owned for-profit and nonprofit organizations to

use or plan to use online, realistic job previews within the next 12 months to evaluate job candidates for

hiring.

Personality testing

Publicly owned for-profit (27%)

Privately owned for-profit (26%)> Government (4%)

• Publicly owned for-profit and privately owned for-profit organizations were more likely than government organizations

to use or plan to use personality testing within the next 12 months to evaluate job candidates for hiring.

Job Candidate Evaluation Methods

Job Analysis Activities ©SHRM 2014 25

Note: Only statistically significant differences are shown.

Online minimum qualification screening questionnaires

2,500 to 24,999 employees (53%) > 100 to 499 employees (27%)

Comparisons by organization staff size

• Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to use or plan to use online minimum qualification screening questionnaires within the next 12 months to evaluate job candidates for hiring.

HR Professionals’ Experience with Job Analysis

Activities

Job Analysis Activities ©SHRM 2014 26

Note: n = 339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods

associated with job analysis activities were not asked this question.

Percentage

I have conducted job analyses at my current organization. 41%

I have conducted job analyses at a previous organization. 39%

I have used information from job analyses for purposes beyond identifying what

was required for a job/role such as developing interview questions and

performance appraisal systems.

45%

I have taken one or more courses that covered job analysis. 30%

I have a certification that covers job analysis. 15%

I have participated in at least one formal or informal activity associated with job

analysis.51%

I have no experience with any formal or informal activities associated with job

analysis.15%

Other 1%

Job Analysis Activities ©SHRM 2014 27

Demographics

Demographics: Organization Industry

Job Analysis Activities ©SHRM 2014 28

Note: n = 392. Percentages do not equal 100% due to multiple response options.

Percentage

Professional, scientific and technical services 18%

Health care and social assistance 15%

Manufacturing 15%

Government agencies 11%

Finance and insurance 9%

Educational services 8%

Transportation and warehousing 7%

Accommodation and food services 6%

Retail trade 6%

Administrative and support and waste management and remediation services 5%

Construction 5%

Demographics: Organization Industry (continued)

Job Analysis Activities ©SHRM 2014 29

Note: n = 392. Percentages do not equal 100% due to multiple response options.

Percentage

Utilities 5%

Information 4%

Wholesale trade 4%

Arts, entertainment, and recreation 3%

Real estate and rental and leasing 3%

Religious, grant-making, civic, professional and similar organizations 3%

Agriculture, forestry, fishing and hunting 2%

Mining, quarrying, and oil and gas extraction 2%

Repair and maintenance 2%

Personal and laundry services 1%

Other 2%

Demographics: Organization Sector

Job Analysis Activities ©SHRM 2014 30

n = 385

43%

23%

19%

14%

1%

Privately owned for-profit

Publicly owned for-profit

Nonprofit

Government

Other

Demographics: Organization Staff Size

Job Analysis Activities ©SHRM 2014 31

Note: n = 387. Percentages do not equal 100% due to rounding.

14%

24%

23%

25%

13%

1 to 99 employees

100 to 499 employees

500 to 2,499 employees

2,500 to 24,999 employees

25,000 or more employees

n = 394

Demographics: Other

Job Analysis Activities ©SHRM 2014 32

U.S.-based operations only 70%

Multinational operations 30%

Single-unit organization: An organization in

which the location and the organization are

one and the same.

26%

Multi-unit organization: An organization that

has more than one location.74%

Multi-unit headquarters determines HR

policies and practices47%

Each work location determines HR policies

and practices4%

A combination of both the work location and

the multi-unit headquarters determines HR

policies and practices

50%

Is your organization a single-unit organization or a

multi-unit organization?

For multi-unit organizations, are HR policies and practices

determined by the multi-unit headquarters, by each work

location or by both?

Does your organization have U.S.-based

operations (business units) only, or does it

operate multinationally?

n = 397

Note: n = 305. Percentages do not equal 100% due to rounding.

Corporate (companywide) 69%

Business unit/division 16%

Facility/location 14%

Note: n = 304. Percentages do not equal 100% due

to rounding.

What is the HR department/function for

which you responded throughout this

survey?

33

SHRM Survey Findings: Job Analysis Activities

• Response rate = 16%

• 459 HR professionals from a randomly selected sample of SHRM’s membership participated in

this survey

• Margin of error +/-5%

• Survey fielded September 11-October 15, 2014

In collaboration with and commissioned by ACT

Survey Methodology

Job Analysis Activities ©SHRM 2014

• Job Analysis Resource Page

• Performing Job Analysis Toolkit

• Job Analysis: Desk Audit Review Sample Form

• Resources for HR Educators: Job Analysis-Based Performance Appraisal

Job Analysis Activities ©SHRM 2014 34

Additional SHRM Resources

For more survey/poll findings, visit shrm.org/surveys

For more information about SHRM’s Customized Research Services, visit

shrm.org/customizedresearch

Follow us on Twitter @SHRM_Research

Job Analysis Activities ©SHRM 2014 35

About SHRM Research

Founded in 1948, the Society for Human Resource Management (SHRM) is the

world’s largest HR membership organization devoted to human resource management.

Representing more than 275,000 members in over 160 countries, the Society is the

leading provider of resources to serve the needs of HR professionals and advance the

professional practice of human resource management. SHRM has more than 575

affiliated chapters within the United States and subsidiary offices in China, India and

United Arab Emirates. Visit us at shrm.org.

Job Analysis Activities ©SHRM 2014 36

About SHRM

ACT is a mission-driven, nonprofit organization dedicated to helping people achieve

education and workplace success. Headquartered in Iowa City, Iowa, ACT is trusted as

the nation’s leader in college and career readiness, providing high-quality achievement

assessments grounded in more than 50 years of research and experience. ACT offers

a uniquely integrated set of solutions that help people succeed from elementary school

through career, providing insights that unlock potential. To learn more about ACT, go to

www.act.org.

Job Analysis Activities ©SHRM 2014 37

About ACT