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Recruitment and Selection

The document discusses job analysis and competency models. It defines job analysis as identifying the duties, requirements, and importance of job duties. Job analysis is used to establish training needs, compensation, selection procedures, and performance reviews. Common job analysis methods include observation, interviews, and questionnaires. A competency model defines the skills and knowledge required for a job and is a framework for successful job performance. Competency models benefit companies, managers, and employees by clarifying expectations and identifying development areas. There are four main types of competency models: job, functional, core, and leadership competency models.

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May Claire M. Galangco
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144 views20 pages

Recruitment and Selection

The document discusses job analysis and competency models. It defines job analysis as identifying the duties, requirements, and importance of job duties. Job analysis is used to establish training needs, compensation, selection procedures, and performance reviews. Common job analysis methods include observation, interviews, and questionnaires. A competency model defines the skills and knowledge required for a job and is a framework for successful job performance. Competency models benefit companies, managers, and employees by clarifying expectations and identifying development areas. There are four main types of competency models: job, functional, core, and leadership competency models.

Uploaded by

May Claire M. Galangco
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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JOB ANALYSIS AND

COMPETENCY
MODELS

Prepared by:
Fabro, Milred
Galima, Vince Patrick
Mangay-ayam, May Claire
Job Analysis
Is a process to identify and determine in
detail the particular job duties and
requirements and the relatives importance
of these duties for a given job.
Is a process where judgements are made
about data collected.
Purpose of Job Analysis
Is to establish and documents the ‘job
relatedness’ of employment procedures such as
training, selection, compensation, and performance
appraisal.

Determining Training Needs


Training content
Assessment tests to measure effectiveness of
training
Equipment to be used in delivering the training
Methods of training
Compensation
Skill levels
Compensable job factors
Work environment
Responsibilities
Required level of education
Selection Procedures
Job duties that should be included in advertisements
of vacant positions.
Appropriate salary level for the position to help
determine what salary should be offered to a
candidate.
Minimum requirements for screening applicants.
Interview question.
Selection test/ instruments
Applicant appraisal/ evaluation forms.
Orientation materials for applicants/ new hires.
Performance Review
Goals and objectives
Performance standards
Evaluation criteria
Length of probationary periods
Duties to be evaluated
Job Analysis Methods
That are commonly used by the organization to investigate the
demands of a specific job.

Observation Method

Interview Job Analysis Methods Questionnaire


Method Method
Observation Method
A job analyst observes an employee and
records all his performed and non-performed
task, fulfilled and non-fulfilled responsibilities
and duties, methods, ways and skills used by
him or her perform various duties and his or
her mental or emotional ability to handle
challenges and risks. However, it seems one
of the easiest methods to analyse a specific
job but truth is that it is the most difficult one.
Interview Method
An employee is interviewed so that he or she
comes up with their own working styles, problems
faced by them, use of particular skills and
techniques while performing their job and
insecurities and fears about their careers.
Questionnaire Method
Another commonly used job analysis method is
getting the questionnaires filled from employees,
their superiors and managers. However, this
method also suffers from personal biasness. A great
care should be takes while framing questions for
different grades of employees.
Competency
A competency is the capability to apply a set of related
knowledge, skills, and abilities to successfully perform
functions or tasks in a defined work setting.
Competencies often serve as the basis for skill standards
that specify the level of knowledge, skills, and abilities
needed for success, as well as potential measurement
criteria for assessing competency attainment.
Competency Model
A competency model is a framework for defining the
skill and knowledge requirements of a job. It is a collection
of competencies that jointly define successful job
performance.
Benefits of using Competency Model
There are some useful benefits of using competency
model for the company, managers, and employees as
well.
FOR THE COMPANY
1. Reinforce corporate strategy, culture, and vision.
2. Establish expectations for performance excellence,
resulting in a systematic approach to professional
development, improved job satisfaction, and better
employee retention.
3. Increase the effectiveness of training and
professional development program by linking them to
the success criteria.
4.Provide a common framework and language
for discussing how to implement and
communicate key strategies.
5. Provide a common understanding of the
scope and requirements of a specific role.
6. Provide common, organization-wide
standards for career levels that enable
employees to move across business
boundaries.
FOR MANAGERS
1. Identify performance criteria to improve the
accuracy and ease of the hiring and selection
process.
2. Provide more objective performance standards.
3. Clarify standards of excellence for easier
communication of performance expectations to
direct reports.
4. Provide a clear foundation for dialogue to occur
between the manager and employee about
performance, development, and career-related
issues.
FOR EMPLOYEES
1. Identify the success criteria, required to be
successful in their role.
2. Support a more specific and objective assessment
of their strengths and specify targeted areas for
professional development.
3. Provide development tools and methods for
enhancing their skills.
4. Provide the basis for more objectives dialogue
with their manager or term about performance,
development, and career related issues.
Many Companies use competency modeling
in the following situations:
1. Closing the gap between and desired/ future
performance.
2. Upgrading any HR element or process.
3. Identifying the competencies associated
with success on the job.
4. Defining the performance requirements of
newly developed positions.
FOUR MAJOR TYPES OF COMPETENCY MODELS
1. Job Competency Models
The behaviours, knowledge, and skills required
for exceptional performance for any particular job.
As a result, individuals and their managers can
evaluate performance against an observable
standard.
Employees and managers can observe clear
strengths and development areas and target
appropriate actions.
2. Functional Competency Model
Define the most important standards of
performance for individuals within any
function, Sales, Marketing, Research and
Development, Operations, etc. these
competencies precisely describe functional
excellence for all jobs or positions within the
function. Applications for the function are
developed to support implementation.
3. Core Competency Model
Identify the critical skills, knowledge, and abilities
that are required for success for all individuals in a
particular organization. This creates a common
language and an agreed upon standard of
performance among employees.
4. Leadership Competency Model
The most important success factors for all
executives or leaders within an organization or
function. Individuals are provided with a road map
of observable behaviors to chart their future
success.
THANK YOU FOR
LISTENING!!!

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