Chapter 4: JOB ANALYSIS AND COMPETENCY MODELS

• Job Analysis


  A process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
• Job analysis is a process where judgements are made about the data collected on a job
• Job Analysis


  The analysis is conducted on the Job, not the person
• Determining Training Needs


  1. Identify or develop: Training content

  2. Assessment test to measure effectiveness of training

  3. Equipment to be used in delivering the training

  4. Methods of training
• Compensation


  1. Identify or determine: Skill levels

  2. Compensable job factors

  3. Work environment

  4. Responsibilities

  5. Required level of education
• Selection Procedures


  1. Identify or develop: Job duties that should be included in advertisement of vacant positions

  2. Appropriate salary level for the position

  3. Minimum requirements for screening applicants

  4. Interview questions

  5. Selection tests/instruments

  6. Applicant appraisal/evaluation forms

  7. Orientation materials for applicants/new hires
• Performance Review


  1. Identify or develop: Goals and objectives

  2. Performance standards

  3. Evaluation criteria

  4. Length of probationary periods

  5. Duties to be evaluated
• Most Common Methods of Job Analysis

  • Observation Method
  • Interview Method
  • Questionnaire Method
• Several other specialized methods

  • Task inventory
  • Job element method
  • Competency profiling
  • Technical conference
  • Threshold traits analysis system
• Task inventory


  A job analysis approach where hiring managers or human resource managers create an initial itemized list of all of the tasks, or specific activities, that make up the performance of a specific job at a particular organization
• Job element method


  Focuses on the human attributes necessary for superior performance on the job. It is used to match what applicants can do against what the work calls for
• Competency Profiling


  A method utilized to identify the specific knowledge, skills, abilities and other qualities (KSAOs) that are needed to complete and achieve particular tasks and activities
• Technical Conference


  Direct data from years of experience, and in most cases gives deep insight. The data that is collected is comprehensive and covers all the possible aspects
• Threshold traits analysis system

  A technique of locating and naming the traits needed for acceptable performance within a chosen position
• Threshold Trait Analysis


  A method available only by hiring a particular consulting firm. The 33 items cover five trait categories: physical, mental, learned, motivational, and social. Its main uses are in the development of an employee selection system or a career plan
• Competency


  The capability to apply a set of related knowledge, skills and abilities to successfully perform functions or tasks in a defined work setting
• Competency Model

  A framework for defining the skill and knowledge requirements of a job. It is a collection of competencies and jointly define successful job performance
• Benefits of Using Competency Model For the Company

  • Reinforce corporate strategy, culture and vision
  • Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention
  • Increase the effectiveness of training and professional development programs by linking them to the success criteria
  • Provide a common framework and language for discussing how to implement and communicate key strategies
  • Provide a common understanding of the scope and requirements of a specific role
  • Provide common, organization-wide standards for career levels that enable employees to move across business boundaries
• Benefits of Using Competency Model For Managers

  • Identify performance criteria to improve the accuracy and ease of the hiring and selection process
  • Provide more objective performance standards
  • Clarify standards of excellence for easier communication of performance expectations to direct reports
  • Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues
• Benefits of Using Competency Model For Employees

  • Identify the success criteria required to be successful in their role
  • Support a more specific and objective assessment of their strengths and specify targeted areas for professional development
  • Provide development tools and methods for enhancing their skills
  • Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues
• Situations where Companies use competency modeling

  • Closing the gap between current and desired/future performance
  • Upgrading any HR element or process (selection, development, performance management, career mapping, talent planning)
  • Identifying the competencies associated with success on the job
  • Defining the performance requirements of newly developed positions