Job Analysis

Job Analysis Lecture #2

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Job Analysis • Why analyze jobs?• What is a job?• Job analysis• The end result: the job description Page 2 Management 412 | Job Analysis Fall 2008

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Why Analyze Jobs? Staffing Pay Performance Job Planning Management Analysis Training EEO Page 3 Management 412 | Job Analysis Fall 2008

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What is Job Analysis? • “The systematic process of collecting relevant, work-related information related to the nature of a specific job” • Job analysis includes information about: • Tasks• Job skil s or KSAOs• Physical setting and job demands• Performance behaviors Page 4 Management 412 | Job Analysis Fall 2008

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Job Analysis: Purpose • Describe the job as it is • Focus on “standard” or “adequate” level of job performance • Designed to support HR functions• Level of analysis • Focus is on describing each job, one by one• Some aggregation to job families, but not necessary • Type of information gathered • Can range from very general to very specific• Normal y quite specific Page 5 Management 412 | Job Analysis Fall 2008

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Job Analysis: Procedures • Information gathered • Job tasks• Job skil s (KSAO’s)• Performance behaviors (possibly) • How gathered (by HR staff or operating managers) • Observation• Interview• Questionnaire• Other documentation (industry materials, procedure manuals, etc.) • O*Net Page 6 Management 412 | Job Analysis Fall 2008

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Sample Job Tasks • Provides information to patient or patient family members regarding diagnostic or care procedures or surgery. • Maintains and repairs warehouse equipment, such as forklifts and pal et jacks. • Determines cal er needs and refers cal to the appropriate department. • Makes work assignments to employees and fol ows up to ensure work is completed on a timely basis. Page 7 Management 412 | Job Analysis Fall 2008

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KSAOs Knowledge: “An organized body of Knowledge of rules of spel ing, information, usually of a factual or grammar and punctuation as procedural nature, which, if applied, might be acquired through makes job performance possible.” graduation from high school. Skills: “The proficient manual, verbal, Skill in operating computer or mental manipulation of people, peripherals such as printers. ideas, or things”Abilities: “The present power to Ability to lift and move perform a job function, to carry patients up to 250 pounds. through with the activity while applying or using the associated knowledge”Other: Physical abilities, traits, Color vision; possession of a miscellaneous requirements. valid driver’s license Page 8 Management 412 | Job Analysis Fall 2008

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What is a Job? • Position • The col ection of duties and responsibilities held by a single incumbent • Job • A group of positions with general y similar duties and responsibilities • Job families • Aggregations or groups of similar jobs or occupations Page 9 Management 412 | Job Analysis Fall 2008

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Job Families: Example C l e r i c a l J o b s S e c r e t a r i a l A c c o u n t i n g a S n dh i p p i n g a n d a n d R e c e p t i o B n o o k k e e p i n g W a r e h o u s e T e l l e r B o o k k e e p e r B u d g e t C l e r k S u s a n S m i t h A n n G r e e n E d J o n e s P u r c h a s i n g H u m a n R e s o u r c e sM a i n t e n a n c e D e t e r m i n e t o t a l aV me r oi f uy n a t n d p a y i n vC o a i cl c e u s l a t e e m p l o y e e o f m o n t h l y i n s u r a fn r co em p t re e m m p i uo mr a s r y a w g a e g n e c s i e f sr o m t i m e c a r d s Page 10 Management 412 | Job Analysis Fall 2008

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Job Analysis: End Results • Narrative job descriptions • Typically filed away and referred to only as needed • Rarely updated or revised • Statistical display (less frequently) Page 11 Management 412 | Job Analysis Fall 2008

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Writing Job Descriptions • Organizational information• Job summary• Job tasks• Required KSAOs or minimum qualifications Page 12 Management 412 | Job Analysis Fall 2008

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Organizational Information • Identifying information • Other information for HR useful for the purposes: organization: • Interpersonal demands • Position and / or job title • Supervision given • Job family /received • Job code, salary grade • Scope of responsibilities • Supervisor’s title • Physical demands • Unit, department, location • Date of description, approval Page 13 Management 412 | Job Analysis Fall 2008

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Job Summary • A brief statement giving the purpose of the job and its major responsibilities. It should be, at most, one to two sentences long, but should include enough information to distinguish this job from other jobs. The job summary should tel the reader the job’s purpose; that is, why the job exists. The RN is responsible for providing nursing care to patients admitted to the unit, utilizing the nursing processes of assessment, planning, implementation and evaluation, in accordance with professional standards and hospital standards of patient care. Page 14 Management 412 | Job Analysis Fall 2008

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Job Tasks • A terse, direct style, using the present tense, should be used. • The statement should start with an action verb which describes an action required of the individual. • Task statements normal y should not include multiple action verbs unless the several actions are invariably performed together. • Each item should refer to a "whole" task which "makes sense.” • Statement terminology and vocabulary should be at the level of the intended users. Page 15 Management 412 | Job Analysis Fall 2008

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Looking at Task Statements • To clarify and evaluate task statements you should ask: • Who is doing this action?• What is the action?• Who or what is the object of the action?• Why is it being done?• How is the action done? Sorts What is the action? correspondence, forms, and reports What is the object? to facilitate filing them Why is it being done? alphabetical y. How is the action done? Page 16 Management 412 | Job Analysis Fall 2008

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Moving From Tasks to Job Skil s • What is the difference between a good and a poor employee? • Why can some employees perform the task better than others? • Think of examples of good and poor performance; what made the difference? • What does a person need to know to perform the task? • If you were to hire an employee to perform the task, what would you look for? Page 17 Management 412 | Job Analysis Fall 2008

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Writing Job Skil Statements • Avoid simply restating the task statement• Each statement must describe a separate skil• When describing the degree of possession needed, be specific • Avoid trait references• Skil s must be measurable• Balance specificity and generality• Avoid trivial skil s• Include the source of the skil when possible Page 18 Management 412 | Job Analysis Fall 2008

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Job Skills vs. Minimum Qualifications • Job skills • Al KSAOs needed to perform job• Some knowledge or skil may be acquired after incumbent begins job • Minimum qualifications (MQs) • Only those KSAOs necessary to begin the job • Typical y part of selection specifications Page 19 Management 412 | Job Analysis Fall 2008

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Competency Modeling • What is “competency modeling”?• Why does it matter?• Competency modeling vs. traditional job analysis • Examples Page 20 Management 412 | Job Analysis Fall 2008

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Competency Modeling • Development of sets or groups of competencies • Applied to all HRM activities• In order to increase organizational effectiveness Page 21 Management 412 | Job Analysis Fall 2008

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Roots and Origins • Traditional job analysis • Viewed by most as an unwanted stepchild• Typical y “owned” by HR• Necessary for HR activities, but no linkage to overal organizational effectiveness • Competency modeling • Idea of “core competencies”• More pressure on organizations to develop HR tools to increase effectiveness • Linkage between people and performance Page 22 Management 412 | Job Analysis Fall 2008

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Competency Models: Purpose • Collect information on knowledge, skills, and personal characteristics associated with high levels of performance • Use information to support management of people (not just traditional HR functions) Page 23 Management 412 | Job Analysis Fall 2008

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Defining Competencies • “A knowledge, skil , ability, or characteristic associated with high performance on a job” (Mirabile, 1997) • “A cluster of related knowledge, attitudes and skil s that affect a major part of one’s job” (Parry, 1998) • “A description of measurable work habits and personal skil s used to achieve a work objective” (Green, 1999) • “Measurable, occupational y relevant, and behavioral y based characteristics or capabilities of people” (Schippmann, 1999) Page 24 Management 412 | Job Analysis Fall 2008

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Behaviors: 3M Example Competency: Global Perspective.• Respects, values, and leverages other customs, cultures and values. Uses a global management team to better understand and grow the total business; bale to leverage the benefits from working in multicultural environments. • Optimizes and integrates resources on a global basis, including manufacturing, research, and business across countries, and functions to increase 3M’s growth and profitability. • Satisfies global customers and markets from anywhere in the world. • Actively stays current on world economies, trade issues, international market trends and opportunities. Page 25 Management 412 | Job Analysis Fall 2008

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Competency Models: General Approach • Research based • Based on what is actual y done now• Closest to traditional job analysis • Strategy based • Where are we going and how do we get there?• Linked to business strategy • Values based • Based on intangibles• Danger of fal ing into vague traits and styles Page 26 Management 412 | Job Analysis Fall 2008

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Competency Models: Procedures • Often begin with a pre-packaged or off- the-shelf package • In some cases, it stops there……• Better to begin with existing knowledge, then involve broad range of organization members in tailoring to the organization Page 27 Management 412 | Job Analysis Fall 2008

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Competency Models: End Results • Types of competencies • “Can-do” (time management)• “Wil -do” (learning to say “No”) • Information for: • Selection• Employee development (individual and bench-strength) • Performance management Page 28 Management 412 | Job Analysis Fall 2008

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Good Competency Models…. • Are used• Rooted in company mission and values (but are stil measurable) • Linked to core competencies• Use language and terms understood throughout the organization • Generalizable across occupational groups, yet specific enough to satisfy legal requirements Page 29 Management 412 | Job Analysis Fall 2008

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Examples 3M Inspiring Positively affects the behavior of others, Others motivating them to achieve personal satisfaction and high performance through a sense of purpose and spirit of cooperation. Leads by example AT & T Adaptability Keeps current in areas important to the business; is open to and invites ideas, new information, and diverse perspectives FedEx Interaction Able to communicate with customers in a timely and helpful manner; give priority to the customers needs over al other aspects of work; thanks customer for the opportunity to serve Page 30 Management 412 | Job Analysis Fall 2008

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Linkage to Organization Strategy and Core Competencies Competencies (Required) Work Activities Work Context Organizational Competitive StrategyStrategic Business Vision (Core Competencies) Initiatives Source: Schippmann, 1999 Page 31 Management 412 | Job Analysis Fall 2008

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The Future…. • Metacompetencies (Briscoe & Hal , 1999) • The competencies that al ow a person to learn and acquire more competencies • “Adaptability,“ or the ability to learn and change• “Self-Awareness”, or wil ingness to internalize and use learning • Increased methodological rigor and detail • For example, competencies by business unit • Expert systems• Nowhere…. Page 32 Management 412 | Job Analysis Fall 2008

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