Recruitment and Selection

Job Analysis Module 1

What is job analysis?

Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. A task is an identifiable work activity carried out for a specific purpose, for example, typing a letter. a duty is a larger work segment consisting of several tasks (which are related by some sequence of events) that are performed by an individual, for example, pick up, sort out and deliver incoming mail. job responsibilities are obligations to perform certain tasks and duties.

Definitions (more)
Task: a unit of work activity performed by a worker within a limited time period Duty: several related tasks that are performed by a worker Position: the set of all tasks & duties performed by a worker Job: a group of identical positions

Nature of job analysis

Uses of job analysis

Good human resource managements demands of both the employee and employer a clear understanding of the duties and responsibilities to be performed on a job. A) human resource planning: job analysis helps in forecasting human resource requirements in terms of knowledge and skills.

B) recruitment: job analysis is used to find out how and when to hire people for future job openings.
C) selection: without a proper understanding of what is to be done on a job, it is not possible to select the right person. D) placement and orientation: after selecting people, we have to place them on jobs best suited to their interests, activities and aptitude. E) training: if there is any confusion about what the job is and what is supposed to be done, proper training efforts cannot be initiated.

f) counselling: managers can properly counsel employee about their careers when they understand the different jobs in the organization. G) employee safety: a thorough job analysis reveals unsafe conditions associated with a job. H) performance appraisal: by comparing what an employee is supposed to be doing (based on job analysis) to what the individuals has actually done, the worth of that person can be assessed. Ultimately every organization has to pay a fair remuneration to people based on their performance. I) job design and redesign: once the job are understood properly, it is easy to locate weak spots and undertake remedial steps. We can eliminate unnecessary movements, simplify certain steps and improve the existing ones through continuous monitoring.

J) job evaluation: job analysis helps in finding the relative worth of job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed etc. This, in turn, assists in designing proper wage policies, with internal pay equity between jobs.

The Multifaceted Nature of the Job Analysis

Labor Relations Recruiting
Selection
*DeCenzo and Robbins, p. 145

Safety and Health Job Analysis Job Description

Strategic HR Planning

Compensate

Job Specifications

Employee Training

Performance Appraisal

Career Development

Employee Development

Methods of collecting job analysis data

1. Job performance: in this method, the job analysis actually performs the job in this question. He analyst thus receives first-hand experience of contextual factors on the job including physical hazards, social demands, emotional pressures and mental requirements. This method is useful for jobs that can be easily learned. 2. Personal observation: the analyst observe the workers doing the job. The jobs performed the pace at which activities are done, the work ling conditions etc,,. Are observed during a complete work cycle. During observation, certain precautions should be taken. The analyst must observe average workers during average conditions. The analyst should observe without getting directly involved in the job. The analyst must make note of the specific job needs and not the behaviours specific to particular workers. The analyst must take sure that he obtains a proper sample for generalization. - This method allows for a deep understanding of job duties. It is appropriate for manual, short period job activities. On the negative side, the method fails to take note of the mental aspects of job.

3. Critical incidents: critical incidents technique (CIT) is a qualitative approach to job analysis used to obtain specific, behaviourally focused descriptions of work or other activities. Here the job holders are asked to describe several incidents based on their past experience. The incident so collected are analysed and classified according to the job areas they describe. The job requirements will become clear once the analyst draws the line between effective and ineffective behaviours of the workers on the job. 4. interview: the interview method consists of asking questions to both incumbents and supervisors in either an individual or a group setting. The reason behind the use of this method is that holders are most familiar with the job and can supplement the information obtained through observation. Workers know the specific duties of the job and supervisors are aware of the jobs relationship to the rest of the organization. 5. Panel of experts: this method utilizes senior job incumbents and superiors with extensive knowledge of the job. 6. Diary method: several job incumbents are asked to keep diaries or logs of their daily job activities according to this method and record the amount of time spent on each activity. 7. Questionnaire method: is a widely used method of analysing jobs and work. Here the job holders are given a properly designed questionnaire aimed at eliciting relevant job related information. After completion, the questionnaires are handed over to supervisors. The supervisors can seek further clarifications on various items by talking to the job holders directly. After everything is finalized, the data is given to the job analyst.

Methods of Job Analysis

One more type of classification

The Interview
Information sources
Individual employees Groups of employees Supervisors with knowledge of the job

Interview formats
Structured (Checklist) Unstructured

Advantages
Quick, direct way to find overlooked information.

Disadvantages
Distorted information

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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 openended 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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Questionnaires
Information source
Have employees fill out questionnaires to describe their job-related duties and responsibilities.

Advantages
Quick and efficient way to gather information from large numbers of employees

Questionnaire formats
Structured checklists Opened-ended questions

Disadvantages
Expense and time consumed in preparing and testing the questionnaire

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Observation
Information source
Observing and noting the physical activities of employees as they go about their jobs.

Advantages
Provides first-hand information Reduces distortion of information

Disadvantages
Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity.
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Participant Diary/Logs
Information source
Workers keep a chronological diary/ log of what they do and the time spent in each activity.

Advantages
Produces a more complete picture of the job Employee participation

Disadvantages
Distortion of information Depends upon employees to accurately recall their activities

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 The position analysis questionnaire (PAQ)

A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.

Quantitative Job Analysis Techniques

The Department of Labor (DOL) procedure

A standardized method by which different jobs can be quantitatively rated, classified, and compared.

Functional job analysis

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Takes into account the extent to which 416 instructions, reasoning, judgment, and

Functional job analysis (FJA) FJA is a worker-oriented job analysis approach that attempts to describe the whole person on the job.
The first involves the identification of the organizations goals for the FJA analysis. This analysis describes what should be, as well as, what is. The 2nd step is the identification and descriptions of tasks, wherein tasks are identified as actions. The task actions may be physical (operating a computer), mental (analysing data) or interpersonal (consulting another person). The 3rd step deals with analysis of tasks. Each task is analysed using 7 scales. This include 3 worker function scales (data, people, things), a worker instruction scale (degree of supervision imposed) and three scales of reasoning, mathematics and language. In the 4th step, the analyst develops performance standards to assess the results of a workers tasks. The final step deals with the development of training content needed by the job holder. FJA is frequently used for government jobs. It provides quantitative score of each job as a function of its complexity in relationship with people, data and things. The results are helpful in fixing wage rates and in developing employee succession plans. On the negative side, FJA takes a lot of time. Training in its use may mean considerable investment of money.

Impact of behavioural factors on job analysis

Exaggerate the facts: employees and managers many exaggerate the importance and significance of their jobs during interviews. Because job analysis information is used for compensation purposes, both managers and employees hope that puffing up their jobs will result in higher pay levels. Employee anxieties: most employees fear that job analysis efforts may put them in a straight jacket curbing their initiative and latitude to perform. Another reason for the negative attitude is the feeling that as long as someone does not know precisely what I am supposed to be doing, then I am safe. A searching examination of jobs may uncover employee faults which might have escaped the employers attention so far. Resistance to change: when jobs change in tune with changes in technology, there is an urgent need to revise the job description and job specifications to make them more meaningful. This would have a significant impact on the safe and secure job worlds in which employees used to live comfortably. Employees resist such changes because when jobs are redefined, they may have to handle difficult task and shoulder painful responsibilities. Toward off such threats, managers must involve employees in the revision process, clearly stating the reasons for incorporating the latest changes.

WHAT IS JOB?
Identification collects the specific description of a position, along with skills required to perform the individual tasks of the position into a document.

Goal: Match Person & Job

Person
KSAs Talents & Interests Motivation

Job
Tasks & Duties Rewards

Job Outcomes
Performance Satisfaction

Need information about the Person & about the Job

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Definitions
Job Analysis: the process of collecting & analyzing information about jobs to write:
Job Description: a document that identifies the tasks & duties performed by a job Job Specification: a document that identifies the qualifications required by a job

Most organizations combine the Job Description & the Job Specification into a single document for each job
Usually simply called a Job Description
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Definitions (more)
Task: a unit of work activity performed by a worker within a limited time period Duty: several related tasks that are performed by a worker Position: the set of all tasks & duties performed by a worker Job: a group of identical positions

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Job Description
The reviewed, edited, and reformatted product of the job analysis.
Attempts to provide statements of fact that describe the job as it is. Acts as a job contract that conveys employee rights and establishes corresponding obligations.
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Format of a Job Description

Example:
http://krypton.mnsu.edu/~schumann /www/teach/sample_job_descrip.pdf
Restaurant Manager
Job Summary: Plan, organize, direct, and coordinate the workers and resources of the restaurant for the efficient, well-prepared, and profitable service of food and beverages. Tasks and Duties: 1. Work with chefs and other personnel to plan menus that are flavorful and popular with customers. Work with chefs for efficient provisioning and purchasing of supplies. Estimate food and beverage costs. Supervise portion control and quantities of preparation to minimize waste. Perform frequent checks to ensure consistent high quality of preparation and service. 2. Supervise operation of bar to maximize profitability, minimize legal liability, and conform to alcoholic beverage regulations. 3. Work with other management personnel to plan marketing, advertising, and any special restaurant functions. 4. Direct hiring, training, and scheduling of food service personnel. 5. Investigate and resolve complaints concerning food quality and service. 6. Enforce sanitary practices for food handling, general cleanliness, and maintenance of kitchen and dining areas. 7. Comply with all health and safety regulations. 8. Review and monitor, with bookkeeper or other financial personnel, expenditures to ensure that they conform to budget limitations. Work to improve performance. 9. Perform other duties as assigned by management. Qualifications: 1. Bachelor of Science degree in hotel/restaurant management is desirable. A combination of practical experience and education will be considered as an alternate. 2. Good organizational skills for dealing with diverse duties and staff. 3. Pleasant, polite manner for dealing with public as well as staff. Reports to: Supervises: Date: Department: Division: Approved:

Common Elements
Job Title Job Summary Tasks & Duties
Task Statements

Qualifications Other information

Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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Elements Of The Job Description

Job Identification Job Summary

Job Identification
Accountabilities

Job Specifications
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Job Identification
Job Title
Status (Exempt Vs Nonexempt) Job Code (Referencing System) Document Author, Approvals, And Date

Job Location
Job Grade Evaluation Points Title Of Supervisor Pay Range

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Job Summary
A "word picture" of the job that delineates its general characteristics, listing only major functions or activities.
It is valuable to those who need a quick overview of the job. It is especially useful in job matching when an organization is participating in a pay survey.
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Job Summary
It is important that a high level of clarity be conveyed in a few words. Code words are often

used to accomplish this goal, but they must be

used with a great deal of care to avoid a

mischaractorization of the job.

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Common Job Summary Code Words

Under Immediate Direction The incumbent normally performs the duty assignment after receiving detailed instructions as to the methods, procedures, and desired end results.

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Common Job Summary Code Words

Under General Direction The incumbent normally performs the duty assignment after receiving general instructions as to the methods, procedures, and desired end results.

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COMMON JOB SUMMARY CODE WORDS

Under Direction
The incumbent normally performs the duties assignment according to his or her own judgement requesting supervisory experience only when necessary.

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Common job summary code words

Under Administrative Direction
The incumbent normally
performs the duty assignment within broad parameters defined by general organizational requirements and accepted practice.

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Common Job Summary Code Words

Under Guidelines Set By Policy The incumbent normally
performs the duty assignment at his or her discretion and is limited only by policies set by administrative or legislative authority.
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The Job Definition

Responsibilities and Duties This section identifies the primary reasons for the existence of the job. A responsibility is of sufficient importance that "not" carrying out the duties within it or performing them below a minimally established standard will critically affect the required results and demand remedial actions by management.
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The Job Definition

Responsibility statements are analyzed and listed separately and each is subsequently supported by a list of duties that further describe the responsibilities.
The commonly accepted limit of responsibilities per job is seven (7) but it will vary with the complexity of the job.
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Job Responsibility / Duty Statements

Job AnalysisProvided Job Content Data
The job responsibility and duty statements are typically, at this stage in the process, the product of edited job analysis data.

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Job Responsibility / Duty Statements

Ranking Responsibility and Duty Statements
After identifying the responsibilities and duties of a job, the next step is to place them in some kind of order so that the reader can obtain a clear and concise picture of the content of the job.

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Job Responsibility / Duty Statements

Activity-Worth Dimensions and Rating Scales
A computer assisted process in which the organization attempts to identify, quantify, and rank the frequency, duration, criticality, complexity, and etc, of job responsibilities and duties.

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Job Responsibility / Duty Statements

Activity-Worth Dimensions and Rating Scales

Responsibilities should be listed in order of importance and duties listed under each responsibility should follow the same order. The input of the incumbents as well as others familiar with the work should be solicited when responsibilities and duties are given some order of importance.

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Job Responsibility / Duty Statements

Describing Jobs of Different Levels of Complexity
The higher the level of the job, the more complex the job requirements and associated incumbent activities.

The more complex the requirements and activities, the more difficult it is to describe them in clear, unambiguous terms.
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Job Responsibility / Duty Statements

Describing Jobs Of Different Levels Of Complexity The more complex the activities, the more difficult it is to identify relevant activities that are observable and measurable in quantitative terms, although qualitative measurements are certainly possible and applicable.
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Job Responsibility / Duty Statements

Describing Jobs Of Different Levels Of Complexity
The higher the level of the job, the greater the likelihood that the way identified job activities are performed will vary significantly among incumbents.
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Job Responsibility / Duty Statements

Describing Jobs Of Different Levels Of Complexity

As jobs increase in importance, the cognitive and affective domains become more important, and the psychomotor domains become less important.

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Job Responsibility / Duty Statements

Special Notations
"Performs other duties as assigned" should never be on any individual's job description. It is unnecessary to start an activity statement with the words "responsible for".

The format of the activity statement may take either the outline or paragraph form. The author recommends the outline form.
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Accountabilities
Briefly describes the major results achieved in the satisfactory performance of the job responsibilities and duties.
It acts as a guide for the goal-setting process that integrates job requirements with job-holder contributions.
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Sample Job Description, Pearson Education

Source: Courtesy of HR Department, Pearson Education.

Figure 47a

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446

Sample Job Description, Pearson Education

Source: Courtesy of HR Department, Pearson Education.

2005 Prentice Hall Inc. All rights reserved.

Figure 47b 447

Benefits of Job Description (USES/ADVANTAGES)

Job Description Multipurpose Applications

Planning
It provides data for establishing internal equity and external competitiveness.

Organization Design
Staffing Levels Career Ladder Career Pathing Job Design Pay System Design
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Job Description Multipurpose Applications

Operations
Recruiting And Screening Test Design Hiring And Placement Job Orientation Developing Operating Procedures Training And Development
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Job Description Multipurpose Applications

Control
Performance Standards
Identifies acceptable levels of performance.

Legal Requirements
Establishes valid, non-discriminatory standards for each applicant or incumbent.

Collective Bargaining
Sets the starting point for management to establish valid pay differentials.
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Revising The Job Descriptions

The first rule in writing a job description is that it must describe the job as it is. However, as the job changes it must be updated. Much of the resistance experienced with the use of job descriptions has its genesis in organizations' failure to stay abreast of job content changes.
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Revising The Job Descriptions

All jobs should be reviewed at least once a year, preferably in conjunction with the annual performance review.
Audits should be scheduled once every three to five years and that responsibility lies with the human resources department.
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Job Specification

Definition
A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job.

Components
Experience: Number of years of experience in the job you are seeking to fill. Number of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience, and supervisory or managerial experience. Education: State what degrees, training, or certifications are required for the position.

Components
Required Skills, Knowledge and Characteristics: State the skills, knowledge, and personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your ideal candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification.

Components
A job specification is useful for recruiting as it helps you write your job postings and your website recruiting material. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers.

The marketing manager is responsible for the overall management of the marketing department. The following requirements (job specifications) were determined by job analysis and derived from the job description as crucial for success in the marketing manager role. The successful candidate for the marketing manager position will possess these qualifications.

Sample Job Specification- Marketing Manager

Marketing Manager- Job Specification

Experience - Marketing Manager: 10 years of progressively more responsible positions in marketing, preferably in a similar industry in two different firms. Experience supervising and managing a professional staff of seven. Education - Marketing Manager: Bachelors Degree in Marketing or a related field required. Masters in Business or Marketing preferred.

Marketing Manager- Job Specification

Required Skills, Knowledge and Characteristics - Marketing Manager:
These are the most important qualifications of the individual selected as the marketing manager. Strong effective communicator. Highly developed, demonstrated teamwork skills. Ability to coordinate the efforts of a large team of diverse creative employees. Demonstrated ability to increase productivity and continuously improve methods, approaches, and departmental contribution. Commitment to continuous learning. Expert in Internet and social media strategy with a demonstrated track record. Demonstrated effectiveness in holding conversations with customers, customer evangelism, and customer-focused product development and outreach.

Marketing Manager- Job Specification

Demonstrated ability to see the big picture and provide useful advice and input across the company. Ability to lead in an environment of constant change. Experience working in a flexible, employee empowering work environment. Structured or large company experience will not work here. Familiarity and skill with the tools of the trade in marketing including PR, written communication, website development, market research, product packaging, Microsoft software suite of products, visal communication software products, and creative services. Experience managing external PR and communication consulting firms and contractors.

Marketing Manager- Job Specification

High Level Overview of Job Requirements The selected marketing manager must be able to perform effectively in each of these areas: Researching and evaluating new product opportunities, demand for potential products, and customer needs and insights. Overall marketing strategy and execution of plans for the existing products. Working with product development teams to manage new product development.

Marketing Manager-Job Specification

Managing launch campaigns for new products. Managing distribution channels for products. Ensuring effective, branded marketing communications including the company website, print communication, and advertising. Managing media and marketing staff and external PR agencies. Analysis of the effectiveness of all marketing