Transcript Organizational Structure & Internal HR Partners

Job Analysis
Tehzeeb Sakina Amir
HRM-session 4
Spring 2011-MBA
Job Analysis
• Analyze a job
– What the job entails
– What kind of people should be hired for the
job
Job Analysis
• Job Analysis
– The procedure for determining the duties and skill
requirement of job and the kind of person should be
hired for it
– Job Descriptions
• A list of job duties, responsibilities, reporting relationships,
working conditions, safety hazards and supervisory
responsibilities – one product of JA
– Job Specifications
• A list of job’s ‘human requirements’ that is the requisite
education, skills, personality and so on – another product of
JA
Job Analysis
• Uses of JA
– Recruitment and Selection
– Compensation
– Training
– Performance Appraisal
– Discovering unassigned duties
– Legal Compliance
Job Analysis
• Basics of JA
–
–
–
–
Work activities
Human behaviors
Machines, tools, equipments, work aids
Performance standards (quality or quantity level of
the job use to assess employee)
– Job context – physical working conditions, work
schedule, social context, incentives
– Human requirement – education, work experience,
aptitude, physical & personality characteristics
Job Analysis
• Steps in JA
– Step 1 – determine purpose of JA so you collect the
data in the way that is most useful (interviews vs
PAQ)
– Step 2 – review background information as
organization chart, process charts and job
descriptions
• Organization chart – title, interacting lines etc
• Process chart – a work flow chart show the inputs & outputs
from a particular job
– Step 3 – select ‘representative’ positions
Job Analysis
• Steps in JA
– Step 4 – actually analyzing! Use more than
one methods
– Step 5 – verification of information collected
(worker and supervisor input)
– Step 6 – develop job description and job
specification
Guidelines for collecting JA info
•
Some practical considerations!
1. It’s a joint effort
2. Get information from several people –
subject matter experts
3. Understand context
4. Questions must be clear and
comprehensible
5. Pre observation and questioning
Methods for collecting JA info
• Qualitative Approaches
–
–
–
–
Interviews
Questionnaires
Observation
Daily logs
• Quantitative Approaches
– Position Analysis Questionnaire (PAQ)
– US Department of Labor job analysis procedure
• Internet based JA
Methods for collecting JA info
• The Interview
–
–
–
–
–
Unstructured to highly structured interviews
Group interviews OR individual interviews
With or without supervisor
These interviews are NOT 'efficiency evaluations!’
Pros and Cons
• Simple and quick, undiscovered areas are brought up, vent
out feelings, etc
• Distortion of information, exaggeration of job, inflate job
importance
– Typical questions
Structured interviews
• Structured or checklist format
• Includes detailed questions regarding
matters like purpose of job,
responsibilities, duties, education etc
• These structured lists can also be used as
questionnaires.
Interviewing Guidelines
• Several guidelines:
– Job analyst and supervisor must work
together to identify workers to be interviewed
– Establish rapport with the interviewee
– Follow the structured guide or list
– Identify critical yet infrequently performed
duties too
– Review and verify data with supervisor and
interviewee
Methods for collecting JA info
• Questionnaire
– Have employees fill out questionnaires to obtain JA
information
– Structured questionnaire and what questions to be
included
– Open ended questions too
– It is a quick and efficient way to obtain information
from large number of employees, less costly
– Developing & testing questionnaire can be a tiresome
job!
Methods for collecting JA info
• Observation
– Direct observation (physical activities not mental
activities)
– Infrequent yet important behaviors need to be cared
for..
– Reactivity (aware of being observed)
– Use observation followed by interviews. Or
simultaneously interviewing
Methods for collecting JA info
• Participant Diary / Logs
–
–
–
–
–
Daily listings made by workers of their activities
Records the activity, time taken, frequency, etc
Followed by subsequent interviews
Beware of Exaggeration and Undermining
Hi-tech logs
Quantitative Method - PAQ
• Position Analysis Questionnaire (PAQ)
– A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various
jobs
• Very structured, contains 194 items each of which represents
a basic element
• Provides a quantitative score or profile of job in terms of
five basic activities
–
–
–
–
–
Decision making, communication, social responsibility
Performing skilled activities
Being physically active
Operating vehicles / equipment
Processing information
• The PAQ score is used to determine pay levels
Quantitative Method - PAQ
Information input – visual sources of
information input
1 4 Written materials (books, reports)
2 2 Quantitative materials (graphs, accounts)
3 1 Pictorial materials (pictures, drawings, maps)
4 1 Patterns/related devices (stencils, templates)
5 2 Visual displays (dials, gauges, signal lights)
6 5 Measuring devices (rulers, scales, thermometer)
Quantitative Method - DOL
• DOL Procedure
– It quantitatively rate, classify and compare different jobs
– The heart of this analysis is a data, people and things rating for
each job
– Use a set of standard basic activities called worker functions to
describe what a worker can do with respect to data, people and
things
– Each worker function gets an importance level
– Functional Job Analysis is similar to DOL method but rating goes
further to task requiring specific instructions, reasoning,
judgment, verbal, language & mathematical abilities
Quantitative Method - DOL
Data
People
Things
0
Synthesizing
0 Mentoring
0 Setting Up
1
Coordinating
1
Negotiating
1 Precision working
2
Analyzing
2
Instructing
2 operating/control
3
Compiling
3
Supervising
3 Driving
4
Computing
4
Diverting
4
5
Copying
5
Persuading
5 Tending
6
Comparing
6
Speaking/signaling
6 Feeding
7
Serving
7 Handling
Manipulating
Internet based JA
• Internet – Based JA
– O*Net…US Occupational information network
www.onetcenter.org
– DOT Dictionary of Occupational Titles now it is SOC (Standard
Occupational Classification) – it classifies all workers into 23
major groups of jobs which are subdivided into minor groups of
jobs and detailed occupations.
– Methods are becoming more time & cost consuming, updating is
difficult, international perspective is difficult to attain
– Use of on-line methods – quick, easy to update, etc
– May lose critical information, faking and absence of job analyst
may lead to these misunderstandings
Job Descriptions
Job Description is a written statement of what
the worker actually does, how he does it and
what the job working conditions are.
• It must have sections like:
–
–
–
–
–
–
–
Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
Job specifications
Job Descriptions are important
•
•
•
•
•
•
•
•
•
Clarifies employer expectations for employee
Provides basis of measuring job performance
Provides clear description of role for candidates
Provides structure and discipline in the organization
Makes pay & grading system structure more fairly and
logically
Prevents arbitrary interpretations
Essential reference in matter of disputes
Identify training & development areas and career
planning
Provides neutrality in performance appraisal
Job Specifications
• Step ahead of Job Description, entails as
to what human skills, knowledge and
abilities are required to perform the
particular job.
• What kind of person should be recruited,
tested …
Job Specifications
•
Trained vs Untrained Personnel job specifications
would be different
–
–
•
Trained - # of years, previous job performance etc
Untrained – physical traits, personality, interests etc
Job Specifications are based on
1. Judgments
2. Statistical Analysis
•
Intelligent judgments or smart guess-works of
supervisors/HRMs
–
–
Review job duties and determine human traits and skills the job
requires
Can also refer to competencies listed in JD web-based sites
Job Specifications – work behavior
• Judgments use Common Sense in listing human
traits.
• Some Work Behaviors are generic / important in
almost all jobs:
–
–
–
–
–
–
–
–
Industriousness - hardworking
Thoroughness - detailing
Schedule flexibility – accept flexibility
Attendance - regular
Off-task behavior (reverse) – personal work
Unruliness (reverse) – bully, threatens coworkers
Theft (reverse) – breaking rules, cheating
Drug misuse (reverse)
Job Specifications – statistical
analysis based
• More defensible approach but more difficult too!
• Statistically determine the relationship between
predictor (trait) and some indicator of job
performance, it has five steps:
– Analyze job to decide KPIs
– Select personal traits that predict successful
performance
– Test candidates for these skills
– Measure candidates subsequent job performance
– Statistically analysis the relationship
Changing the ‘Job’ meaning
• Industrial revolution emphasized on specialized
(repetitive) jobs positively related to efficiency!
• Mid 1900s it is viewed as ‘dehumanizing’
– Result was: Job rotation, Job Enlargement Job
Enrichment
• Now it is ‘dejobbing’ - team-based, self
managed, cross-functional multi-skilled teams,
reengineering, flatter organizations, are
encouraged
The new way to JA
Competency-Based
• Writing JA on the basis of competencies rather
than job duties
• Job competencies are observable and
measurable work behaviors! (knowledge, skills
and/or behaviors)
• “In order to perform the job the employee should
be able to…” focus on how the worker meets the
expectations of the job and performs it well!
• Traditional JA is job focused, competency based
is worker-focused (what he is competent to do)
Reason for Competency based JA
• Three reasons:
– When high performance work system is the
organizational goal
– More strategic way to describe the job
– it supports organization performance
management process, performance
appraisals focused on more skill acquisition
Writing Competency based JA
• Competencies can be broadly divided into
2-3 clusters:
– General competencies (reading, writing,
mathematical)
– Technical competencies (specific technical
requirements)
– Leadership competencies (leadership,
teaching, guiding, strategic thinking)
Writing Competency based JA
• The Traditional way – interviewing, identifying
critical areas etc
• The Skill Matrix
– Listing the basic / specific skills needed
– The minimum level of each skill
– Change employee perception from traditional job
description to a more flexible and motivating
approach
– Focus on specifying and developing new skills
– Skill-based pay plans that rewards rise with skill
improvement
The Skill Matrix
G
G
G
G
G
F
F
F
F
F
E
E
E
E
E
D
D
D
D
D
C
C
C
C
C
B
B
B
B
B
A
A
A
A
A
Technical
expertise
Business
awareness
Communication
& interpersonal
Decision
making &
initiative
Leadership &
guidance
Group Activity
• Working in group, develop the Job
Description on the basis of guidelines
provided in the sheet.
• Redo it with the corrections marked
• Submit it again
• Time: 30 mins