Participants expectations

Transcription

1 JOB ANALYSIS 1

2 Participants expectations 2

3 TRAINING OVER VIEW By the end of the training the participants will provided with understanding of: What Job Analysis (JA)is Historical perspective of JA When to conduct JA How to conduct JA Competencies- purpose of in JA process Uses of JA Linkage between JA and other HR processes Maintenance and recreation of Job profiles Exercises, exercises, exercises 3

4 Overview Day one 1. Historical context of JA 2. What is job analysis 3. Methods of conducting job analysis 4. Exercise 5. Tools of job analysis 6. Inputs into JA Competencies / Environment and job specification 7. Compiling the organization s competencies 8. Exercise 4

5 Session I Learner expectations Job analysis from a historical context Definition / Purpose of JA 5

6 Historical perspective of Job Analysis 6

7 Evolving world of work 7

8 French Indochina 1820 Colonial administration Selection and retention problem Influence of Chinese culture in Indochina Use of relevant tests and interview question 8

9 French influence 1830s Came up with encyclopedia of occupations Bureau exams Basic qualification for civil service Administering psychometric testing and relevant interview questions 9

10 Queen Victoria New colonial period Need for more qualified personnel Administration in the colonies Introduced colonial service exams as prerequisite for appointment 10

11 US Army Lessons from civil war Civil service reforms Dealing with wastage Introduced exams as a way of measuring abilities and skill Addition information gathered from supervisors and observing candidates as they performed the job ( modern day 11

12 Frederick Taylor (1911) Scientific Management Replaced rule of thumb work methods with scientific study. Scientifically select, train and develop workers. Cooperate with workers to ensure that scientific methods are followed. Divide work such that managers apply scientific principles and workers 12

13 Frederick Taylor cont. Find the one best way to accomplish any task. Utilized time and motion studies to analyze tasks. 13

14 Elton Mayo ( ) Hawthorne Studies Informal organization affects productivity. Work group norms affect productivity. The workplace is a social system. Work is more than tasks and duties 14

15 Elton Mayo s contribution He concluded that: job satisfaction leads to higher job productivity; pay is a relatively low motivator; management is only one factor affecting behaviour; the informal group exerts a strong influence on motivation 15

16 Contribution of JA in the New Millennium Evolving work methods. Organization structure. Reporting relationships. Global influence and demands. Knowledge economy (access to information ) 16

17 What are the benefits of JA to an organization? Job analysis : Helps the company remain profitable and competitive Helps the company keep up with technology Prevents employees from being overworked Helps the company stay in compliance with government regulations 17

18 Basic units of an organization Every organization has a purpose reason for its existence. To achieve its purpose the organization adopts a strategy, a plan of campaign. Organization s strategy shapes the structure of the organization The structure of the organization in turn shapes the jobs which will have to be done. 18

19 Definition of Job Analysis 19

20 Definition Job analysis - Systematic process of determining skills, duties, and knowledge required to perform jobs in organization 20

21 Job Description Job Description is defined as : A job description is well a written Statement that describes the main elements of a job, statement of duties, qualifications, specific responsibilities and the employee characteristics required to perform the job. It informs the employees where their position fits within the department and within the organization 21

22 Position and tasks A position- is a collection of tasks and responsibilities performed by one person; there is a position for every individual in organization Tasks coordinated and aggregated series of work elements used to produce an output (e.g. a unit of production or service to a client 22

23 Job JA as a Basic Human Resource Management Tool Manpower planning Tasks Responsibilities Duties Job Analysis Job Descriptions Job Specifications Staffing/ strategic planning Training and Development Performance Appraisal Compensation Health and Safety Employee and Labour Relations Legal Compliance Knowledge Competence Skills Abilities 23

24 Reasons for Conducting Job Analysis Staffing - Haphazard if recruiter does not know qualifications needed for job Training and Development - JA specifies by listing particular knowledge, skill, or ability, and if the person filling position does not possess all necessary qualifications, training and/or development is needed Performance Appraisal - Employees should be evaluated in terms of how well they accomplish the duties specified in their job descriptions and any other specific goals that may have been established Compensation Value of job must be known before dollar value can be placed on it 24

25 Reasons For Conducting Job Analysis (Cont.) Safety and Health Helps identify safety and health considerations Employee and Labour Relations Lead to more objective human resource decisions Legal Compliance Job analysis is important for supporting legality of employment practices 25

26 The Multifaceted uses of Job Analysis Labour Relations Safety and Health Compensate Performance Appraisal Recruiting Job Analysis Job Description Job Specifications Career Development Selection Strategic HR Planning Employee Training Employee Development 26

27 Job analysis/ Job Design. Job Analysis is a systematic exploration, study and recording of the responsibilities, duties, skills, accountabilities, work environment and ability requirements of a specific job. Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and it helps in attracting the right candidates to the right job. 27

28 Session two 1. Job analysis methods 2. Tools of job analysis 3. Exercise 28

29 Job analysis methods 29

30 Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods observation Technical Conference Critical Incident Technique PAQ (Position Analysis Questionnaire) Diary 4-30

31 Methods of Job Analysis Questionnaires (cont.) Position Analysis Questionnaire (PAQ) A structured, behavioral questionnaire 194 items in 6 categories Information input Mental processes Work output Relationships Job context Other characteristics 31

32 Methods of Job Analysis Cont. Diary Method Employees record information into diaries of their daily tasks Record the time it takes to complete tasks Must be over a period of several weeks or months Technical Conference Method 32

33 Methods of Job Analysis Cont. Technical Conference Method Uses experts to gather information about job characteristics 33

34 Methods of Job Analysis Cont. Critical Incident Technique (CIT) Takes past incidents of good and bad behavior Organizes incidents into categories that match the job they are related to Involves 4 steps 34

35 Methods of Job Analysis Cont. CIT steps Brainstorm and create lists of dimensions of job behaviors List examples of effective and ineffective behavior for each dimension Form a group consensus on whether each incident is appropriately categorized Rate each incident according to its value to the company 35

36 How it Works Conducting the job analysis Know the purpose Gather Information about jobs to be analyzed Books Charts Trade union literature Government agency literature Use employee input 36

37 How it Works cont. Choose an efficient method of collecting information Gather information from employee/supervisor about the job Draft a job description Obtain supervisor approval 37

38 Questionnaires Typically quick and economical to use Structured questionnaire issued to employees Problem: Employees may lack verbal / written skills Some employees tend to exaggerate significance of their tasks 38

39 Observation Job analyst watches worker perform job tasks and records observations Used primarily to gather information on jobs emphasizing manual skills Used alone is often insufficient Difficulty: When mental skills are dominant in a job 39

40 Interviews Interview both employee and supervisor Group interviews for a group performing similar tasks Interview employee first, helping him or her describe duties performed Then, analyst normally contacts 4-40

41 Employee Recording / diary Describe daily work activities in diary or log Critical incident records Problem: Employees exaggerating job importance Valuable in understanding highly specialized jobs 4-41

42 Combination of Methods Usually use more than one method Clerical and administrative jobs: questionnaires supported by interviews and limited observation Production jobs: interviews supplemented by extensive work observations may provide necessary data 42

43 Other Methods Available for Conducting Job Analysis Department of Labour Job Analysis Schedule Functional Job Analysis Position Analysis Questionnaire Management Position Description Questionnaire Guidelines-Oriented Job Analysis 43

44 Department of Labour Job Analysis Schedule Structured job analysis questionnaire that uses a checklist approach to identify job elements Focuses on general worker behaviours instead of tasks Some countries have job descriptors that relate to job-oriented elements to pick from based on: Information input, mental processes, work output, relationships, job 44

45 Functional Job Analysis Concentrates on the interactions among the work, the worker, and the organization Modification of the job analysis schedule Assesses specific job outputs and identifies job tasks in terms of task statements 45

46 Critical incident technique Brainstorm and create lists of dimensions of job behaviours List examples of effective and ineffective behavior for each dimension Form a group consensus on whether each incident is appropriately categorized Rate each incident according to its value to the company 46

47 Reviewing JD Process Step 1 Step 2 Step 3 Review Current JD Make appropriate Revisions New format Submit JD to HR Manager and Incumbent Manager completes and communicates with and Incumbent Manager sends the JD to HR for QA / action If revisions are significant for example, a staff position becomes a managerial position then the revisions must proceed through the regular compensation re-classification process. 47

48 Action verbs - appendix A Accumulate Administer Advise Allocate Approve Collaborate Collect Communicate Compile Conduct Delegate Deliver Develop Direct Distribute Draft Edit Educate Establish Estimate 48

49 Action verbs - appendix A (Cont d) Guide Interact Invent Issue Manage Market Motivate Negotiate Obtain Order Participate Train Provide Reconcile Recruit Research Review Solicit Solve Submit Supervise Supply Test Translate 49

50 Tools of job analysis 50

51 Job analysis tools O*Net Model FJA Model PAQ Model F-JAS Model 51

52 O 'net Model Using the method one lists job-related data for a very large number of jobs simultaneously. The model collects and records basic and initial data including educational requirements, physical requirements and mental and emotional requirements to some extent. It also links the level of compensation and benefits, perks and advantages to be offered to a prospective candidate for a specific job. 52

53 Job Scan model This technique defines the personality dynamics and suggests an ideal job model. However, it does not discuss the individual competencies such as intellect, experience or physical and emotional characteristics of an individual required to perform a specific job. 53

54 FJA Model FJA stands for Functional Job Analysis and helps in collecting and recording job-related data to a deeper extent. It is used to develop task-related statements This work-oriented technique works on the basis of relatedness of job-data where complexity of work is determined on a scale of various scores given to a particular job. The lower scores represent greater difficulty. 54

55 Competency model This model talks about the competencies of employees in terms of knowledge, skills, abilities, behaviors, expertise and performance. It also helps in understanding what a prospective candidate requires at the time of entry in an organization at a particular designation in a given work environment and schedule. The model also includes some basic elements such as qualifications, experience, education, training, certifications, licenses, legal 55

56 PAQ Model PAQ represents Position Analysis Questionnaire. This well-known and commonly used technique is used to analyze a job by getting the questionnaires filled by job incumbents and their superiors. Designed by a trained and experienced job analyst, the process involves interviewing the subject matter experts and employees and evaluating the questionnaires on those bases. 56

57 F- JAS Model Representing Fleishman Job Analysis System, it is a basic and generic approach to discover common elements in different jobs including verbal abilities, reasoning abilities, idea generation, quantitative abilities, attentiveness, spatial abilities, visual and other sensory abilities, manipulative abilities, reaction time, speed analysis, flexibility, emotional characteristics, physical strength, perceptual abilities, communication skills, memory, endurance, balance, coordination and movement control abilities. 57

58 Compensable factors 1. Communication and Relationship skills 2. Knowledge, Training and experience 3. Analytical and judgment skills 4. Planning and organization skills 5. Physical skills 6. Policy and Service development implementation 7. Finance responsibility 8. Supervisory role 9. Information resources 10. Freedom to act and decision making 11. Physical Effort 12. Mental Effort 13. Emotional Effort 14. Working Conditions 58

59 Exercise 59

60 Session three 1. Definition of competencies and compiling organization competencies 2. Inputs into JA and rating of Competencies / environment and job specification 60

61 What is a competency? Observable abilities, skills, knowledge, motivations, traits defined in terms of behaviors needed for successful job performance. E.g Customer Focus, Innovation, Flexibility, Leading Others, Relationship building, Selfawareness, Teamwork, Analytical thinking etc 61

62 Competency Mapping Competency Map. A competency map is a list of an individual s competencies that represent the soft skills most critical to success in given jobs, departments, organizations, or industries that are part of the individual s current career plan. Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency profiling It is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific. 62

63 Competency framework 63

64 Behavioural Competencies Leadership Business Personal Attributes Team Leadership Management of resources Planning and organization Developing Others Bank operations Client focus Impact and Influence Leading and Managing Change Telecommunication services management Communication Work ethics Initiative Motivating Others Marketing operations Attention to detail Decision Making Innovation Management Team work Nurturing Innovation Process improvement Quality focus Business plan implementation 64

65 Inputs into JA and rating of Competencies environment and job specification 65

66 COMPETENCIES Behavioral Competency: Behaviours, knowledge, skills, abilities, and other characteristics that contribute to individual performance success in an organization Can apply to all (or most) jobs in an organization or be specific to a job family, career level or position e.g., teamwork and cooperation, communication, accountability ( focuses on the person) Technical Competency: Specific knowledge and skills needed to be able to perform one s job effectively Job specific and relate to success in a given job or job family e.g., knowledge of accounting 66

67 Why competency mapping cont. Hiring Performance Development Engagement Planning Communicat e the ideal candidate profile Select according to key competencies Communicat e job expectations Coach to competencies Assess competencies to identify gaps Learning plans to address gaps Career developmen t tools Expected behavior clearly defined Assess successors against competencies e.g Leadership Identify key competencies needed in workforce Standard tools and methods Align reward to performance Career development tools aligned to competencies Reinforce key competencie s Ensure availability of ready candidates Hire better quality employees Greater job knowledge and Quick learning curve and targeted Greater employee retention Build a high performing workforce 67

68 Major components of a job description 1. Job Heading (Position and reporting relationship) 2. Job Summary 3. Essential Duties, Tasks and Responsibilities 4. Qualifications (Education, Knowledge, Skills, Abilities, Special Skills, Licensures and Certifications) and competencies 5. Working Conditions & Physical Requirements 6. Two to three sentences that describe position 7. Indicate reporting relationship 68

69 How can it be used in your organization? Job analysis assists HR in determining: Necessity of the job Equipment needed Skills required Supervision Working conditions Management/employee interaction Additional developmental needs 69

70 Nuts and bolts What is analyzed? Work activities Working conditions Supervisors Location Schedule Machines and equipment 70

71 Nuts and bolts cont. Job performance Operations Standards Time Experience, training, and skills Supervision and promotion patterns Products/services completed 71

72 Nuts and Bolts Cont. Who is involved in the job analysis? Management Supervisors Job analysts Job incumbent Unions Consultants 72

73 Methods of Job Analysis Observation Method Analyst observes incumbent Directly Videotape Useful when job is fairly routine Workers may not perform to expectations 73

74 Methods of Job Analysis Cont. Interview Method Individual Several workers are interviewed individually The answers are consolidated into a single job analysis Group Employees are interviewed simultaneously 74

75 Summary Choose the jobs to be analyzed Select the Technique Train the team to conduct the exercise Roll out the exercise Communicate the outcome 75

76 Day two Session one 1. Review of the Previous Day 76

77 Steps of job analysis process 77

78 The six steps in conducting JA 1. Collect information about the job 2. List the tasks 3. Identify the critical tasks 4. Identify the critical competencies 5. Link the task and the competencies 6. Choose selective and qualitative rating factors 78

79 Collect information about the job Collect the information that describe the work to be performed by the job: Position descriptions and classification standards Subject matter expert (SME) input Performance standards Occupational studies 79

80 List the tasks Prepare preliminary lists of tasks and competencies required to perform successfully on the job, based on the information and/or SME input (along with the source of that information) collected in Step 1. 80

81 Identify critical competencies Have the SMEs rate the importance of each competency and indicate whether they are needed at entry. After the competencies are rated, identify which competencies are critical. Determine cutoffs for each of the scales. For example, based on the rating scales and cutoffs described in the organization competence dictionary - critical competencies are those rated as at least important and needed at entry. Cutoffs will vary by the scale used. 81

82 Identify the critical tasks Have the SMEs rate the importance of each task. 82

83 Identify the critical tasks Prepare preliminary lists of tasks and competencies required to perform successfully on the job, based on the information and/or SME input (along with the source of that information) collected in Step 1. 83

84 Link the task and the competencies Have the SMEs rate the importance of each competency and indicate whether they are needed at entry. After the competencies are rated, identify which competencies are critical. Determine cutoffs for each of the scales. 84

85 Choose selective and qualitative rating factors Determine the competencies to be used In terms of : 1. Leadership 2. Business 3. Personal attribute 85

86 Outcome of JA Job identification Job summary Relationships, responsibilities, and duties Authority of incumbent Standards of performance Working conditions Job specifications( Skill & competencies) Performance criteria 86

87 Job Analysis problems 87

88 Advantages / disadvantages of JA Advantages Provides first hand information on job requirement Disadvantages Time consuming Helps in creating right employee/ job fit Helps in establishing effective hiring strategy Guides through performance appraisal process Personal bias Poor source of data Involves a lot of human effort Helps in analyzing training and development needs Helps in determining the compensation and benefits Lack of proper skill- JA analyst mental ability is not observable 88

89 JA and Job specification Job Analysis Job Title Job location Job Summary Reporting to Working conditions Duties Machine to be used Job specification Qualification Experience Training Skill Responsibility Emotional characteristics Sensory demands Hazards 89

90 HR Planning Process Strategic Planning Human Resource Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Demand = Supply Surplus of Workers Shortage of Workers No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing Recruitment Selection 90

91 Link between JA and hiring process 91

92 Link between JA and Performance Management Performance standards define the level of expected quality and quantity of work produced on the job. Line managers input in developing performance standards is essential- pick output from JD With clear JDs the standards will be consistent and reasonable. Performance standards help the employee gauge performance on the job. 92

93 When should JA be carried out? A job is new, before recruitment A job is new, 6 months to 1 year after the job is filled / created Substantive functions are added or removed from a job Substantive functions are added or removed from a job Restructuring process Merger / consolidation of functions 93

94 Day 3 Main Steps in Conducting a Job Analysis Project 94

95 Main steps in conducting JA 1. Identify the purpose of the project 2. Plan the study to meet your objectives type of information collected jobs to be assessed 3.Train people in the Job Analysis Techniques (optional) 4.Decide on the Job Analysis Techniques to be used 95

96 JA process Cont. 5. Define the sample of people with whom you would like to speak. Ideally, you should gather the views of between 5-10% of the sample job role. This should be a representative sample across the job being analyzed in terms of: Experience Numbers Job groups / functions Gender Mainly good job holders 96

97 JA process Cont. 6. Communicate the project and obtain cooperation be open and honest best done verbally and followed up by a briefing letter 7. Arrange dates, times and locations 8. Analyze the job 9. Integrate the data 10. Review the results prepare a draft version of the results first verify the results with the line manager 97

98 Practical development of a JD 98

99 Quality Assurance process An important part of the job evaluation process is to check the consistency of the The process involves a consistency check of the scores across the organization, within hierarchical structures and within job families. The moderation can also be managed benchmarking similar job titles within the industry. 99

100 Factors that influence redesigning JD Outcome of JA exercise Work environment Change in Technology Training/ skill set Work load 100

101 Addressing employees fears Employees need and want to have their voices heard, They are more likely to consider the system as being fair if they have involvement and understand the process, and are more likely to demonstrate genuine commitment to goals and performance. Ultimate benefits realized by the organization will be increased productivity, efficiency, job satisfaction, and morale and decreased turnover. 101

102 Maintenance of process Job descriptions and specifications must be kept current to reflect changes in: Work practices and processes. Tools and equipment used on the job. Levels of discretion Licensure or certification. Annual review during performance appraisal. Review when incumbent turns over. 102

103 Recap of training Understanding the main components of job analysis: 1. Establishing a job analysis framework 2. Using job analysis to understand job roles and accountabilities 3. Step-by-step guide to developing job descriptions 4. Linking job analysis to performance management and competency libraries 5. How to communicate results of job analysis to employees 6. Using job profiles in other areas of HR 7. The role of job evaluations 8. Overview of commonly used best-practice proprietary systems of job evaluations 103

104 Thank you 104