JOB ANALYSIS

• Job Analysis


  The systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it
• Job Analysis


  1. Purposeful, systematic process for collecting information on the important work-related aspects of a job:

  2. Work activities

  3. Tools and equipment used

  4. Context

  5. Requirements of personnel (KSAOs)
• Job Analysis


  Examining the tasks performed in a job, the competencies required to perform those tasks, and the connection between the tasks and competencies
• Job Analysis is the Cornerstone of HRM Functions
• Job Analysis in HR Recruitment and Selection is used to identify the nature of responsibilities, post job advertisements, identify employee specifications (KSAOs), select or develop selection procedures, and develop criteria or standards of performance
• The need for Job Analysis arises due to the changing nature of jobs, the constant evolution of jobs, the need for greater flexibility, team-based work, and the requirement for employees to go beyond “tasks and duties as written”
• Commonly Used Terms in Describing Jobs

  • Job family
  • Job category
  • Job
  • Position
  • Task dimension
  • Task
  • Element
• Job Requirements Job Analysis

  Studying jobs to gather, analyze, synthesize, and report information about job requirements, specific KSAOs for the job, supporting activity for staffing activities, providing a foundation for successful staffing systems
• Task Statements are objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job
• Task dimensions involve grouping sets of task statements into dimensions, attaching a name to each dimension
• Task/dimension importance involves deciding on attributes to be assessed in terms of importance and whether the attribute will be measured in categorical or continuous terms
• Knowledge, Skills, Abilities, and Other Characteristics

  • Knowledge
  • Skill
  • Ability
  • Other characteristic
• KSAO category


  • What is it?
  • Examples
  • Workplace relevance
• Characteristics that guide or direct actions

  • Motivation to perform well
  • Being responsible and organized
  • Values consistent with organizational norms
  • Challenging to assess because subjective
  • Very important for turning KSA’s into performance
• Ways to Assess KSAO Importance

  • Importance to (acceptable) (superior) task performance: 1 = minimal importance, 2 = some importance, 3 = average importance, 4 = considerable importance, 5 = extensive importance
  • Should the KSAO be assessed during recruitment/selection? Yes/No
  • Is the KSAO required, preferred, or not required for recruitment/selection? Required/Preferred/Not required (obtain on job and/or in training)
• Job Descriptions & Job Specifications have no standard format
• Job descriptions should include

  1. Job family

  2. Job title

  3. Job summary

  4. Task statements and dimensions

  5. Importance indicators

  6. Job context indicators

  7. Date of job analysis
• Job specifications should include

  1. Job family

  2. Job title

  3. Job summary

  4. KSAOs (separate section for each)

  5. Importance indicators

  6. Date conducted
• Competency-Based Job Analysis


  1. Nature of competencies: an underlying characteristic of an individual that contributes to job or role performance and to organizational success

  2. Organization Use of Competencies: Developing competencies and competency models, using them as underpinnings of several HR applications

  3. Three strategic HR reasons for doing competency modeling: Create awareness and understanding of need for change in b
• Functional Unit: Children’s Rehabilitation
• Job Title: Rehabilitation Specialist
• Date


  12/5/04
• Works with children with disabilities and their families to identify developmental strengths and weaknesses, develop rehabilitation plans, deliver and coordinate rehabilitation activities, and evaluate effectiveness of those plans and activities
• Performance Dimensions and Tasks

  1. Assessment: Administer formal and informal motor screening and evaluation instruments to conduct assessments. Perform assessments to identify areas of strengths and need. Time Spent: 10%

  2. Planning: Collaborate with parents and other providers to directly develop the individualized family service plan. Use direct and consultative models of service in developing plans. Time Spent: 25%

  3. Delivery: Carry out individual and small group motor development activities with children and families. Provide service coordination to designated families. Work with family care and child care providers to provide total services. Collaborate with other staff members and professionals from community agencies to obtain resources and specialized assistance. Time Spent: 50%

  4. Evaluation: Observe, interpret, and report on client to monitor individual progress. Assist in collecting and reporting intervention data in order to prepare formal program evaluation reports. Write evaluation reports to assist in developing new treatment strategies and programs. Time Spent: 15%
• Job Specifications


  1. License: License to practice physical therapy in the state

  2. Education: B.S. in Physical or Occupational Therapy required; M.S. preferred

  3. Experience: Prefer (not required) one year experience working with children with disabilities and their families

  4. Skills: Listening to and interacting with others (children, family members, co-workers), Developing treatment plans, Organizing and writing reports using Microsoft Word

  5. Job Context: indoors, business clothes, no environmental or job hazards
• Organization Use of Competencies

  Organizations are experimenting with developing competencies and competency models and using them as underpinnings of several HR applications
• Strategic HR reasons for doing competency modeling

  • Create awareness and understanding of need for change in business
  • Enhance skill levels of workforce
  • Improve teamwork and coordination
• Emphasis


  • Establishing general competencies
• Similarities between competencies and KSAOs

  Both reflect an underlying ability to perform a job
• Differences between competencies and KSAOs

  • Competencies are much more general
  • May contribute to success on multiple jobs
  • Contribute not only to job performance but also to organizational success
• Examples of Competencies


  • Leading: initiates action, gives direction
  • Supporting: shows respect, puts people first
  • Presenting: communicates and networks effectively
  • Analyzing: thinks clearly, applies expertise
  • Creating: thinks broadly, handles situations creatively
  • Organizing: plans ahead, follows rules
  • Adapting: responds to change, copes with setbacks
  • Performing: focuses on results, shows understanding of organization
• Strategic Competencies


  • Visioning: establishes and communicates a long-term view
  • Alignment: considers multiple stakeholder perspectives in determining strategic direction
  • Environmental awareness: understands external business influences
  • Assessment and evaluation: uses economic, financial, industry, and customer data to identify opportunities
  • Strategy creation: meets evolving goals and objectives
  • Plan development: links objectives with plans for implementation
  • Implementation: executes plans
• Example of the Competency-Based Job Analysis Process


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• Job Rewards


  • Extrinsic rewards: external to the job itself, designed and granted to employees by the organization, pay, benefits, work schedule, advancement, job security
  • Intrinsic rewards: intangibles, experienced by employees as an outgrowth of doing the job, variety in work duties, autonomy, feedback, coworker and supervisor relations
• Employee value proposition


  The “package” or “bundle” of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization
• Collecting Job Rewards Information

  Within the organization: Interviews with employees, Surveys with employees, Outside the organization: SHRM survey, Organizational practices
• Examples of Job Rewards Interview Questions 1

  • Rewards Offered: What are the most rewarding elements of your job? Consider both the work itself and the pay and benefits associated with your job. Looking ahead, are there any changes you can think of that would make your job more rewarding? Reward Magnitude: Describe the amount of potential for growth and development in your job. Do you feel like the pay and benefits provided for your job are adequate for the work you do, and if not, what would you change?
• Examples of Job Rewards Interview Questions 2

  • Reward Mix: If you could change the mix of rewards provided in your job, what would you add? Of the rewards associated with your job, which two are the most important to you? Reward Distinctiveness: Which rewards that you receive in your job are you most likely to tell others about? Which of our rewards really stand out to you? To job applicants?
• Job Rewards Survey


  Developing questions: Should cover material identified in interviews, Identify both extrinsic and intrinsic elements, Response options: Importance of each type of reward for workers, Extent to which each type of reward is provided on the job
• Job Analysis Methods


  • Job analysis interviews
  • Job analysis questionnaires (including task analysis inventories)
  • Critical Incidents Technique
  • SME or job expert workshops
  • Many others