TALENT ACQUISITION Module

Module 1
1
AND DEVELOPMENT Job
Job Analysis
Analysis
and
and HR
HR
Planning
Planning

Chapter
1
Job
JobAnalysis
Analysisand
andJob
Job
Description
Description
 After studying this chapter,
you should be able to:
1. Discuss the nature of job analysis (what it is and how
it is used)
2. Know how to collect job analysis information,
including interview, questionnaire, observation and
participant’s diary
3. Write job descriptions, job summaries and job
specifications
4. Explain what job analysis is, what it means and how it
is done in practice
5. Explain what competence-based job analysis is

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 The Nature of Job Analysis

 Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
 Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
 Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.

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 The Nature of Job Analysis

 Type of information collected:

– Work activities
– Human behaviors
– Machines, tools, equipment, and work aids
– Performance standards
– Job context
– Human requirements

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What is Job Analysis?

Job Analysis is a process step to:

 Understand the position for content & clarity
– Identify and clarify boundaries
between jobs
– Define and cluster tasks required to
perform a job.
 Identify activities, competencies and
accountabilities associated with the job.
 Normal job to be analyzed, not the job holder
or the additional portfolio’s he could be
handling and not the job as it should be.
 ORGANISATION & JOB

 Jobs are
representations of
Organization
the manner in Mission
which an
organization is Strategic Plan

resourcing itself in
Organization
order to achieve Structure
its strategy or
mission. Jobs
 CONCEPT OF THE JOB

JOBS :
 Are basic units of an organisation structure
 Belong to the organisation
 Are results oriented
 Are dynamic
 WHY ANALYSE JOBS?

JOBS HAVE A RELATIVE VALUE

 Every job has a relative value

 In order to understand that relative value we
need to understand that job.
 Getting the internal relativity of jobs is an
important aspect of people management.
 WHAT IS JOB ANALYSIS ?

It is a process of:-

 understanding the “what” and “why” of work

being done

 gathering facts that would enable others to

make judgements about the work being done
 CONCEPT OF JOB ANALYSIS

 To consider a job’s contents so as to facilitate

the understanding of its characteristics:
– Purpose & accountabilities in the
organisation
-- are characteristics of jobs
– Style, approach, performance
-- are characteristics of people
 Jobs exists to be done independently of the
person undertaking it at any point of time.
 Nature of Job Analysis:

 Organisations consist of positions that have

to be staffed.
 Job Analysis is the procedure through which
we determine the task, duties and
responsibilities of these positions and the
characteristics of the people to hire for the
positions.
 Job analysis produces information used for
writing, job description (a list of what the job
entails) and job specification (what kind of
people to hire for the job).
Components of Job Analysis:
 Job Position:

 Job position refers to the designation of the

job and employee in the organization.
 Job position forms an important part of the
compensation strategy as it determines the
level of the job in the organization.
 For example management level employees
receive greater pay scale than non-
managerial employees. The non-monetary
benefits offered to two different levels in the
organization also vary.
 Job Description:


Job description refers the requirements an
organization looks for a particular job
position.
 It also describes the roles and responsibilities
attached with the job position. The roles and
responsibilities are key determinant factor in
estimating the level of experience, education,
skill, etc required for the job.
 It also helps in benchmarking the
performance standards.
 Job Worth:

 Job Worth refers to estimating the job

worthiness i.e. how much the job contributes
to the organization.
 It is also known as job evaluation.
 Job description is used to analyze the job
worthiness.
 Roles and responsibilities helps in
determining the outcome from the job profile.
 Once it is determined that how much the job
is worth, it becomes easy to define the
compensation strategy for the position.
 The Nature of Job Analysis

Figure 4.1
Information Collected by HR Specialists

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 Uses of Job Analysis
Information

Figure 4.2
Uses of Job Analysis Information

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 Uses of Job Analysis
Information
 Recruitment and selection
– Selection of people to recruit based on job
requirements and human characteristics
needed to perform these jobs
 Performance appraisal
– Compares employees’ performance with
standards which are derived from job
analysis

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 Uses of Job Analysis
Information
 Job evaluation / compensation
– Estimate value of each job and its appropriate
compensation based on job’s required skill,
education level, safety hazard, level of
responsibility etc.
– Relative worth of job determined to group
jobs into different classes
 Training requirements
– Training requirements based on job and
required skills which are listed in the job
description

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 Steps in Job Analysis

 Step 1: Decide how you’ll use the

information.
 Step 2: Review relevant background
information – organization chart/job
description
 Step 3: Select representative positions.
 Step 4: Actually analyze the job.
 Step 5: Verify the job analysis information.
 Step 6: Develop a job description and job
specification.

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 Methods of Collecting Job
Analysis Information

Figure 4.3
Methods of Collecting Information

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 Methods of Collecting Job
Analysis Information: The
Interview
 Information sources  Interview formats
– Individual – Structured
employees (Checklist)
– Groups of – Unstructured
employees with  Advantages
same job – Quick, direct way
– Supervisors with to find overlooked
knowledge of the information.
job  Disadvantages
– Distorted
information

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 Methods of Collecting Job
Analysis Information: The
Interview
 Interview Guidelines
– The job analyst and supervisor should work together
to identify the workers who know the job best.
– Quickly establish rapport with the interviewee.
– Follow a structured guide or checklist, one that lists
open-ended questions and provides space for
answers.
– Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
– After completing the interview, review and verify the
data.

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 Methods of Collecting Job
Analysis Information:
Questionnaires
 Information source  Advantages
– Have employees – Quick and efficient
fill out way to gather
questionnaires to information from
describe their job- large numbers of
related duties and employees
responsibilities.  Disadvantages
 Questionnaire formats – Expense and time
– Structured consumed in
checklists preparing and
– Opened-ended testing the
questions questionnaire
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 Methods of Collecting Job
Analysis Information:
Observation
 Information source  Advantages
– Observing and – Provides first-hand
noting the information
physical activities – Reduces distortion
of employees as of information
they go about  Disadvantages
their jobs – Time consuming
– Difficulty in
capturing entire
job cycle
– Of little use if job
involves a high
level of mental 4–25
 Methods of Collecting Job
Analysis Information:
Participant Diary
 Information source  Advantages
– Workers keep a – Produces a more
chronological complete picture of
diary/ log of what the job
they do and the – Employee
time spent in each participation
activity  Disadvantages
– Distortion of
information
– Depends upon
employees to
accurately recall
their activities 4–26
 Writing Job Descriptions

 A job description
– A written statement of what the
worker actually does, how he or
she does it, and what the job’s
working conditions are.

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 Writing Job Descriptions

 Sections of a typical job description

– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
– Working conditions
– Job specifications

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Sample Job
Description
, Pearson
Education

Source: Courtesy of HR Department,

Pearson Education.

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Sample Job
Description,
Pearson
Education
(cont’d)

Source: Courtesy of HR
Department, Pearson
Education.

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 The Job Description

 Job identification
– Job title: name of job
– Date: when the description was written
– Prepared by: who wrote the description

 Job summary
– Describes the general nature of the job
– Lists the major functions or activities

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 The Job Description

 Relationships (chain of command)

– Reports to: employee’s immediate
supervisor
– Supervises: employees that the job
incumbent directly supervises
– Works with: others with whom the job holder
will be expected to work and come into
contact with internally.
– Outside the company: others with whom the
job holder is expected to work and come
into contact with externally.
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 The Job Description

 Responsibilities and duties

– A listing of the job’s major responsibilities
and duties (essential functions)
– Defines limits of jobholder’s decision-
making authority, direct supervision, and
budgetary limitations.

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 The Job Description

 Standards of Performance and Working

Conditions
– Lists standards the employee is expected to
achieve under each of the job description’s
main duties
– Standards must be specific
– Examples:

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 Writing Job Specifications

 To show what kind of person to recruit and for

what qualities that person should be tested
on
 Either listed in a section of job description or
in a separate document

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 Writing Job Specifications

 Specifications Based on Judgment

– Self-created judgments (common sense)
– Basic question: What does it take in terms
of education, intelligence and training to do
this job well?
 Specifications Based on Statistical Analysis
– Attempts to determine statistically the
relationship between a predictor or human
trait and an indicator or criterion of job
effectiveness.
– Five-step procedure:

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 Writing Job Specifications

Analyze
Analyze the
the job
job and
and decide
decide how
how to
to measure
measure job
job
performance
performance

Select
Select personal
personal traits
traits (like
(like finger
finger dexterity)
dexterity) that
that you
you
believe
believe should
should predict
predict successful
successful performance
performance

Test
Test candidates
candidates for
for these
these traits
traits

Measure
Measure these
these candidates’
candidates’ subsequent
subsequent job
job
performance
performance

Statistically
Statistically analyze
analyze relationship
relationship between
between the
the
human
human trait
trait (finger
(finger dexterity)
dexterity) and
and job
job performance
performance
Figure 4.8
Determining Job Specifications Through Statistical Analysis

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 Job Analysis in a “Jobless”
World
 Job
– Generally defined as “a set of closely
related activities carried out for pay.”

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 Job Analysis in a “Jobless”
World
 From Specialized to Enlarged Jobs
– Job enlargement
• Assigning workers additional same level
activities, thus increasing the number of activities
they perform.
– Job enrichment
• Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement, growth,
and recognition.

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 Job Analysis in a “Jobless”
World
– Job rotation
• Moving a trainee from department to department
to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
• Systematically moving workers from one job to
another to enhance work team performance.

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 Job Analysis in a “Jobless”
World
Why Managers Are Dejobbing Their Companies
 Dejobbing  External factors leading
– Broadening the to dejobbing.
responsibilities of the – Rapid product and
company’s jobs technological change
– Encouraging – Global competition
employee initiative. – Deregulation,
 Internal factors leading – Political instability,
to dejobbing – Demographic changes
– Flatter organizations – Rise of a service
– Work teams economy
– Re-engineering

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 Job Analysis in a “Jobless”
World
 Competencies
– Demonstrable characteristics of a person
that enable performance of a job.
 Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies
(knowledge, skills, and/or behaviors) an
employee must exhibit to do a job well.

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 Job Analysis in a “Jobless”
World
 Why Use Competency Analysis?
– Support HPWS
• Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-
performance work system is the goal.
• HPWS encourages employees to work in a self-
motivated manner.

Figure 4.9
Encouraging Employees to Work in a Self-Motivated Way

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 Job Analysis in a “Jobless”
World
 Why Use Competency Analysis? (cont’d)
– Maintain a strategic focus
• Describing the job in terms of the skills,
knowledge, and competencies the worker needs
is more strategic.
– Measure performance
• Measurable skills, knowledge, and competencies
are the heart of any company’s performance
management process.

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 Self-Managed Teams (SMT)
in Asia
 A small group of workers with authority to
manage their own work
 Set their own targets and schedule
 Inspect their own work
 Review performance as a group
 Allows workers to control their work
arrangements and job conditions
 Requires technical and decision-making skills

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 The Skills Matrix for a Job at
BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

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 SMTs at Texas Instruments
(Malaysia & Philippines) – 3
levels
 1. Quality steering team
– MD & managers

 2. Process management team

– Heads of department

 3. Self-managed team
– Operators and technicians

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 SMT at Ritz Carlton
(Singapore)
 Employees are authorized to spend up to a
specific amount to please a dissatisfied guest.
 Credo:
– Do everything you can to never lose a guest.
 SMTs recruit their co-workers, decide on work
procedures, and handle their own budget.

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 SMT at Becton Dickinson
Medical (Singapore) – 3 levels

 1. Steering team
– Senior management to provide
direction

 2. Resource team
– Professionals to support process teams

 3. Process team
– Employees to manufacture products or
provide services
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 SMT at Becton Dickinson
Medical (Singapore) – 3 levels

 The process team leader should:

– Coordinate activities
– Encourage participation
– Facilitate team decision-making
– Communicate performance targets

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 SMT at Becton Dickinson
Medical (Singapore) – 3 levels

 Role of team members

– Understand team goals
– Participate to solve problems, make
decisions
– Perform tasks to achieve standards
– Monitor results

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 SMT at Becton Dickinson
Medical (Singapore) – 3 levels

 Process teams are authorized to:

– Change methods & procedures
– Ensure customer satisfaction & safety
– Work overtime (within budget)
– Schedule activities
– Allocate resources
– Prioritize tasks

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