KAIZENPRACTITIONER HUMAN RESOURCE MANAGEMENT JOB ANALYSIS. Grzegorz Wróbel Ph.D Page 1
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1 Grzegorz Wróbel Ph.D HUMAN RESOURCE MANAGEMENT JOB ANALYSIS Page 1
2 Learning outcomes 1. Discuss the nature of job analysis, including what it is and how it s used 2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4. Write a job specification. 5. Explain job analysis in a worker-empowered world, including what it means and how it s done in practice. Page 2
3 The Basics of Job Analysis: Terms 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. Page 3 3
4 Types of information collected Page 4
5 Uses of job analysis information Page 5
6 Uses of job analysis information Page 6
7 Steps in doing a job analysis: Decide how you ll use the information. Review relevant background information. Select representative positions. Actually analyze the job. Verify the job analysis information. 6 Develop a job description and job specification. Page 7
8 Process chart Process chart for analyzing a job s workflow Page 8
9 Collecting job analysis information Methods for Collecting Job Analysis Information Interviews Questionnaires Observations Diaries/Logs Page 9
10 Job analysis Interviewing guidelines. Interviewing guidelines Job analysis 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. Page 10
11 Methods for collecting job analysis information: The interview Information Sources Individual employees Groups of employees Supervisors with knowledge of the job Interview Advantages Quick, direct way to find overlooked information Disadvantage Distorted information Interview Formats Structured (Checklist) Unstructured Page 11
12 Methods for collecting job analysis information: The questionnaires Information Sources Have employees fill out questionnaires to describe their jobrelated duties and responsibilities Questionnaire Formats Structured checklists Open-ended questions Questionnaires Advantages Quick and efficient way to gather information from large numbers of employees Disadvantage Expense and time consumed in preparing and testing the questionnaire Page 12
13 Comment Job Analysis Questionnaire for Developing Job Descriptions Page 13
14 Comment Job Analysis Questionnaire for Developing Job Descriptions Page 14
15 Comment Example of Position/Job Description Intended for Use Online Page 15
16 Comment Example of Position/Job Description Intended for Use Online Page 16
17 Methods for collecting job analysis information: Observation Information Sources Observing and noting the physical activities of employees as they go about their jobs by managers Observation Advantages Quick, Provides firsthand information Reduces distortion of information Disadvantage Time consuming Reactivity response distorts employee behavior Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity Page 17
18 Methods for collecting job analysis information: Diaries/Logs Information Source Workers keep a chronological diary or log of what they do and the time spent on each activity Diaries/Logs Advantages Produces a more complete picture of the job Employee participation Interview Formats Distortion of information Depends upon employees to accurately recall their activities Page 18
19 Quantitative job analysis techniques Quantitative Job Analysis Position Analysis Questionnaire Department of Labor (DOL) Procedure Functional Job Analysis Page 19
20 Comment Portion of a Completed Page from the Position Analysis Questionnaire Page 20
21 Basic Department of Labor Worker Functions Page 21
22 Comment Sample Report Based on Department of Labor Job Analysis Technique Page 22
23 Internet-based job analysis: advatages Collects information in a standardized format from geographically dispersed employees. Requires less time than face-toface interviews. Collects information with minimal intervention or guidance. Page 23
24 Comment Selected O*NET General Work Activities Categories Page 24
25 Writing job descriptions Job identification Job specifications Job summary Working conditions Sections of a Typical Job Description Responsibilities and duties Standards of performance Authority of the incumbent Page 25
26 Job descriptions Job Identification Job title FLSA status section Preparation date Preparer Responsibilities and Duties Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations Job Summary General nature of the job Major functions/activities Relationships Reports to: Supervises: Works with: Outside the company:. Standards of Performance and Working Conditions What it takes to do the job successfully. Page 26
27 Comment Sample Job Description, Pearson Education Page 27
28 Comment Sample Job Description, Pearson Education Page 28
29 Comment Marketing Manager Description from Standard Occupational Classification: Page 29
30 Comment Using the Internet for Writing Job Descriptions Page 30
31 SOC Major Groups of Jobs Page 31
32 Writing job description Process: Step 1. Step 2. Step 3. Step 4. Step 5. Step 6. Decide on a Plan Develop an Organization Chart Use a Simplified Job Analysis Questionnaire Obtain List of Job Duties from O*NET Compile the Job s Human Requirements from O*NET Finalize the Job Description Page 32
33 Comment Using O*Net for Writing Job Descriptions Page 33
34 Comment Using O*Net for Writing Job Descriptions Page 34
35 Comment Using O*Net for Writing Job Descriptions Page 35
36 Writing job specifications What human traits and experience are required to do this job well? Job specifications for trained versus untrained personnel Job specifications based on judgment Job specifications based on statistical analysis Page 36
37 Writing job specifications Steps in the Statistical Approach 1. Analyze the job and decide how to measure job performance. 2. Select personal traits that you believe should predict successful performance. 3. Test candidates for these traits. 4. Measure the candidates subsequent job performance. 5. Statistically analyze the relationship between the human traits and job performance. Page 37
38 Job analysis in a worker-empowered world Job Design: From Specialized to Enriched Jobs Job Enlargement Job Rotation Job Enrichment Page 38
39 Other changes at work Changing the Organization and Its Structure Flattening the organization Using self-managed work teams Reengineering business processes Page 39
40 Competency-Based Job Analysis Competencies Demonstrable characteristics of a person that enable performance of a job. Reasons for Competency-Based Job Analysis To support a high-performance work system (HPWS). To create strategically-focused job descriptions. To support the performance management process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies Page 40
41 How to Write Job Competencies-Based Job Descriptions Interview job incumbents and their supervisors Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job. Use off-the-shelf competencies databanks Page 41
42 Competency-Based Job Analysis Comment The lighter color boxes within the individual columns indicate the minimum level of skill required for the job. Page 42
43 Kaizen Practitioner Towards continuous improvement. Webpages you can find: articles, presentations, literature set, hyperlinks, Informations, educational materials, blog posts about kaizen and Japan Page 43
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2018 Performance Evaluation Process Salary Increases At this time, no decision has been made regarding: Fiscal vs. calendar cycle Potential pay increases Purpose of the Performance Evaluation Candid performance
HERNANDO COUNTY Board of County Commissioners
HERNANDO COUNTY Board of County Commissioners Policy Title: Employment Effective Date: October 1, 2000 Revision Date(s): October 1, 2000 January 1, 2007 December 13, 2016 Latest Review: February 1, 2007