Transcript 3BC3 Lecture Notes - McMaster University

JOB ANALYSIS
AND
PLANNING
H600
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Announcements

Form groups for the assignment
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Feel free to contact me via email,
preferred option is through ELM
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Lecture Outline
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Job Analysis
◦ Definition
◦ Purpose
◦ Approaches
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Steps in the JA Process
◦ Preparation
◦ Collecting JA Data
◦ Using JA Data
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Competency-based JA
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HR Planning?
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What is it?
Issues affecting HR supply and demand
Forecasting Techniques
Strategic considerations
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What is a job?
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Job
◦ Group of related activities and duties
◦ Made up of tasks
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Tasks
◦ Basic elements of jobs
◦ “what gets done”
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What is Job Analysis?
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Job analysis (JA) is the systematic process
of collecting, evaluating, and organizing
information about jobs
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JA identifies behaviours, knowledge, skills,
abilities, and other attributes (KSAOs)
that are required for a job
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In Class Exercise
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Using jobs, tasks, and KSAs to design
recruiting questions.
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Why Bother??
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The Job Analysis provides the foundation
for almost everything HR is involved in.
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Compensation
Employee Selection
Training
Performance Appraisals
Person job matching
Eliminate discrimination
Job Re- Design
What is the purpose of JA?
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JA lays the foundation for HRM systems:
◦ Selection
 Selection system developed to assess key KSAs
 Ensures that it is job-related
◦ Training
 Gaps in KSAs of new hires represent training needs
◦ Performance Appraisal
 Job analysis establishes performance standards
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What is the purpose of JA?
◦ Compensation
 Relative worth of jobs measured via job evaluation
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JA helps you to select the right ee, evaluate the ee fairly,
compensate, and train the appropriate skills to the
appropriate ees
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JA also ensures your HR systems are legally defensible
and fair (procedural justice)
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Steps in Job Analysis
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Steps in Job Analysis
Phase 1
• Preparation for Job Analysis
Phase 2
• Collection of Job Analysis
Information
Phase 3
• Use of Job Analysis Information
Steps in Job Analysis Process
Phase 1: Preparation for job analysis
1.
2.
3.
Familiarization with the organization and its jobs
Determine the uses of the JA information (selection,
training?)
Identify what jobs need to be analyzed
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Critical to success of the organization
Difficult to learn
New technology
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Steps in Job Analysis Process
Phase 2: Collection of JA information
1.
Source of Job Data
◦ Job incumbents, supervisors, subordinates,
customers
◦ Existing job descriptions
◦ Manuals, publications
◦ National Occupational Classification
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http://www.hrsdc.gc.ca/eng/workplaceskills/noc/index.shtml
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Steps in Job Analysis Process
Phase 2: Collection of JA information
2.
Data collection instrument design
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Gather information systematically – using a
standardized approach
Often involves questionnaire, checklist
Different jobs may require different instrument
Information gathered:
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Status, key duties/tasks, KSAOs, working
conditions, performance standards
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See e.g. of JA questionnaire on pp. 69-70 in text
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Phase 2: Collection of JA information
3.
Data collection method
◦ Questionnaires
◦ Face-to-face interviews
◦ Employee log/diary
◦ Observation
◦ No “best” approach
 Trade-offs re: accuracy, time, and cost
 Combination of multiple methods is common
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Existing JA Methods
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Position Analysis Questionnaire (PAQ)
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Functional Job Analysis (FJA)
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Critical Incident Technique (CIT)
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Position Analysis Questionnaire (PAQ)
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McCormick (1972)
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Developed because of criticism that JA relied on
observation – not quantifiable
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Detailed questionnaire (194 tasks)
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Job context / working conditions
Mental processes / demands
Information input
Work output
Relationships with others
Determines extent to which each task is important for
target job
◦ Using a 5-point scale
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PAQ Example of “Relationship with others”
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PAQ Example of “Sources of Job
Information”
Rate the extent to which each is used by the worker as a
source of information in performing the job:
Extent of Use:
N - Does not apply
1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___
2.___
Written materials (books, reports, articles).
Quantitative materials (graphs, tables of numbers)
3.___
Measuring devices (calipers, tire pressure gauges,
thermometers)
4.___
Features of nature (landscapes, geological samples,
cloud formations)
Functional Job Analysis (FJA)
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Fine & Wiley (1971); Fine & Cronshaw
(1999)
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Focuses on task statements
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Task statements include:
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What? - What gets done (the action/behaviour)
To whom or what? - The object of the action
Why? - Purpose of the action
How? - What facilitates the action?
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Functional Job Analysis
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Tasks are rated on scales reflecting
varying degrees of involvement with
Things, Data, and People as well as math,
language, etc. requirements
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Each scale is arranged hierarchically
◦ E.g., ranging from low to high degree of
involvement & complexity
◦ Level would be reflected in HRM systems –
recruitment, selection, compensation, etc.
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In Class Exercise
Facebook web page developer/ Tim
Hortons employee
 Describe Job
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◦ Job Summary (purpose of the job)
◦ Tasks, Duties
◦ Other
Human characteristics
 Performance standards
(Refer to pp. 69-70 for examples)
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Software Engineer, Products
Interested in creating great products that more than 175 million people use? Build new features and improve
existing products like Photos, NewsFeed, Mobile and Inbox? Want to solve large scale, highly complex
technical problems? Facebook is seeking an experienced Software Engineer to join the Product team. The
position is full-time and is based in our main office in downtown Palo Alto, CA. There are minimal travel
requirements for this position. This position will help build the next-generation system behind Facebook's
products, create web applications that reach millions of people, and build high volume servers.
Responsibilities
•Create web applications using primarily PHP
•Implement web interfaces using XHTML, CSS, and Javascript
•Work closely with our product and design teams to define feature specifications
•Work closely with operations and infrastructure to build and scale back-end services
•Build report interfaces and data feeds
Requirements
•B.S. or M.S. Computer Science or related field
•Knowledge of perl or PHP or python
•Knowledge of relational databases and SQL, preferably MySQL and Oracle
•Knowledge of web techologies: XHTML, Javascript
•Experience with C, C++ a plus
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Critical Incident Technique
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Developed by Flanagan (1949; 1954)
◦ Aviation Psychology Program of US Air Force
during WWII
◦ Problems – failures in bombing runs, aircraft
crashes, pilot disorientation in flight
◦ CIT developed to identify causes of problems
and develop selection standards for aviation
personnel
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Identifies behaviours that are:
1. critical – for success or failure on the job
2. observable
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Writing Critical Incidents
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Critical Incidents include 3 parts:
◦ Context
 What is the background? In what situation did
the incident occur?
◦ Behaviour
 Exactly what did the individual do that was
effective or ineffective?
◦ Consequences
 What happened as a result of the behaviour?
 Want to ensure that consequences are directly
linked to the behavior
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Developing Critical Incidents
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Interview with people familiar with the job
◦ E.g., supervisors, subordinates, customers
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Ask them to describe specific incidents of effective /
ineffective behaviour by incumbents of target job
◦ Incident context – What led up to the incident (background)?
What was the situation?
◦ Behaviour – What exactly did the person do that was effective /
ineffective?
◦ Consequence - What was the outcome of the behaviour?
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Using Critical Incidents
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Many critical incidents are collected
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Incidents need to be “content analyzed”
◦ Sorted into common “themes” or
behaviours that reflect underlying
dimensions of job performance
◦ Once the incidents have been sorted into
groups, analysts must infer the nature of
performance dimensions
◦ Would infer KSAOs as well – for selection
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Example Critical Incidents
1.
“My young son was flying alone from Halifax,
NS to Vancouver, BC with a connecting flight in
Calgary, and was to be assisted by a flight
attendant for the entire journey. At the
Calgary airport, she left him alone with no one
to escort him to his connecting flight. He was
scared by the experience and nearly missed his
flight”.
2.
“I was on a flight to Toronto with my children.
During the flight, my 4-year old son became
airsick. The flight attendant was very attentive,
asked how he was feeling, helped to calm him
down and cared for him. It made a stressful
situation much more manageable”.
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Example Critical Incidents
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These incidents could be grouped
together because they relate to the
performance dimension “Employee
responsiveness to customer needs”
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Specific behaviours may be derived from
incidents for performance appraisal
KSAOs for selection – e.g., empathy
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In-Class Exercise: Critical Incident
Technique
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Think about instructors/coworkers you have
had over the last 12 months:
◦ Without telling me the name, think of someone who
has been (in)effective in their role.
◦ Think of a specific incident that you saw occur that
made you think they were (in)effective
◦ What were the circumstances surrounding the
incident? What was the situation?
◦ What exactly did they do that was (in)effective?
 Make sure you are describing observable behaviour
◦ What were the consequences of the behaviour?
Were the consequences due to the person’s
behaviour?
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Steps in Job Analysis Process
Phase 3: Uses of JA information
Job
Descriptions
Job
Specifications
Job Analysis
Information
Job
Design
Job
Performance
Standards
Steps in Job Analysis Process
Phase 3: Uses of JA information
1.
Job descriptions—Task requirements
◦ Statement that explains duties working conditions, etc. of a job
2.
Job specifications—Person requirements
◦ Statement of what a job demands of the incumbent
◦ E.g., knowledge, skills, abilities (KSAs) and other characteristics
required to perform job
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Steps in Job Analysis Process
Phase 3: Uses of JA information
3.
Performance standards
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4.
Job Design
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What is expected of workers
JA may provide performance standards for job
Identify job duties, characteristics, and competences
Consider technology, workforce, organization
character and environment
All of these uses form foundation for various
HRM systems
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Competency-Based JA
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Alternative to traditional job analysis
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Competencies
◦ Many different definitions exist
◦ Any knowledge, skills, trait, motive, attitude,
value, or other personal characteristic that is
essential to perform the job and that
contributes to superior performance and
organizational success
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Competency Architecture
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Core Competencies
◦ Apply to all jobs in the organization
◦ Support organization’s mission
◦ E.g., trust, communication, team orientation, adaptability
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Functional Competencies
◦ Apply to a group of similar jobs
◦ E.g., customer service orientation
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Job-Specific Competencies
◦ Apply to all employees in the same job
◦ E.g., ability to operate cash register
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Developing Competency Framework
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Methodologies vary
◦ No accepted, standardized approach
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Usually involves:
◦ Interviews, questionnaires, observation
 With job incumbents, supervisors, etc.
◦ Org-level competencies often set by senior mgmt
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Similar to JA procedures
◦ But not standardized like some JA methods
◦ Legal defensibility will depend on methodological
rigour of the approach used
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Why / When use Competency Models?
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Describe job requirements in ways that
extend beyond the job itself
◦ More future-oriented, more organization-focused
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Describe and measure an organization’s
workforce in more general and comparable
terms
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Increase flexibility in staffing and job
assignments
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Competency Model – Real Example
Anheuser-Busch InBev (shhhhh!)
Value/Mission
 Competitive Advantage through People
◦ After focus groups and interviews, identified 2
competency groupings
◦ Competencies needed by all employees –
however, behavioural descriptors differ by job
role
(“borrowed” from internal corporate document)
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Typical Job Analysis
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Read any info available re: job
◦ training manuals
◦ job descriptions
◦ equipment manuals
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Interview middle managers
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pick up lingo
understand job importance acc. to management
get feel for job
develop questions for later interviews
Typical Job Analysis cont.
Observe 3 or 4 people doing job
 Schedule interviews with incumbents and
supervisors
 Distribute questionnaires/inventories re:
job duties
 Combine/compile info (most imp.)
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◦ must summarize using all info.
◦ no standard procedure; uses creativity
HR Planning
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Human Resource Planning
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HR Planning involves systematically
forecasting an organization’s future
demand for and supply of employees and
matches supply with demand
◦ Having the right people in the right places at
the right times
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Involves
◦ Forecasting demand
◦ Forecasting supply
◦ Addressing labour shortages and surpluses
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HR Demand & Supply
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What factors influence demand for
labour?
◦ What factors must organizations consider
when determining their future labour needs?
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What factors influence supply of labour?
◦ What factors must organizations consider to
determine future labour availability?
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HR Demand & Supply
Forecasting Demand
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External
Forecasting Supply
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◦ Labour market analysis
◦ Community attitudes
◦ Demographic trends
◦ Socio-political factors
◦ Economic, Technological
◦ Competition
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Organizational
◦ Organizational strategy
◦ Budgets, Sales forecasts
◦ New ventures, org’l/job design
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Workforce
External
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Internal
◦ HR audit / Current employee
KSAs
◦ Succession planning,
replacement charts
◦ Management inventories
◦ Retirements, resignations,
terminations, leaves of
absence
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Forecasting Techniques used to Predict HR
Demand
Forecasting Methods
Expert
Trend
Projection
Other
• Informal and instant decisions
• Formal expert survey
• Delphi technique
• Extrapolation
• Indexation
• Statistical analysis
• Budget and planning analysis
• New-venture analysis
• Computer models
Current State
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Tight Labour Market

Loose Labour Market
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Strategies to Match Supply and
Demand for HR

Strategies for a Loose Labour Market
(Oversupply)
- hiring freeze
- job sharing/job splitting
- internal transfers
- layoffs, terminations, outplacements
- leave without pay
- loaning or flexforce
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Matching Strategies cont…
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Strategies for a Tight Labour Market
(Shortage)
- overtime
- PT, contingent, contract workers
- temporary employment agencies
- employee leasing
- transfers
- hiring FT workers
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Emerging Work Options &
Arrangements
Shorter work week
 Flextime
 Flexiplace
 Telecommuting
 Virtual organizations
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Strategic Issues re: HR Planning
1.
Must know organization’s short- and long-term
strategic goals
2.
Different organizational strategies require different
human resource plans
◦
Ensures strategy can be executed successfully
3.
Human resource planning facilitates proactive
response to environmental challenges
4.
Organizational and HR plans need to be aligned
◦
Provides basis for timely and effective recruitment and
selection…
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Questions / Comments ?
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