1. JOB ANALYSIS and HR PLANNING Week 2 ________________________ Agata Mirowska DeGroote School of Business McMaster University

2. Human Resource Strategies
Planning HR
Attracting HR
Placing, Developing & Evaluating HR
Motivating and Rewarding HR
Maintaning high performance

3. What is a job? Job Tasks Position
Group of related activities and duties
Made up of tasks
Tasks
Basic elements of jobs
“what gets done”
Position
Tasks and responsibilities performed by one individual

4. What is Job Analysis?
Job analysis (JA) systematically collects, evaluates, and organizes information about jobs
JA identifies behaviours, knowledge, skills, and abilities (KSAs) that are critical to a job

5. In-Class Discussion Why is JA Important
What HR systems use JA Information

6. What is the purpose of JA?
JA lays the foundation for HRM systems:
Selection
Selection system developed to assess key KSAs
Ensures that it is job-related
Training
Gaps in KSAs of new hires represent training needs

7. What is the purpose of JA?
Performance Appraisal
Job analysis establishes performance standards
Compensation
Relative worth of jobs measured via job evaluation

8. What is the purpose of JA?
JA helps you to select the right employee, evaluate the employee fairly, compensate, and train the appropriate skills to the appropriate employees (in theory)
JA also ensures your system is legally defensible and perceived as fair (procedural justice)

9. Job Analysis Process Prepare for JA Collection of JA information
Use of JA information

10. Steps in Job Analysis Process
Phase 1: Preparation for job analysis
Familiarization with the organization and its jobs
Determine the uses of the JA information (selection, training?)
Identify what jobs need to be analyzed
Critical to success of the organization
Difficult to learn
New technology

11. Steps in Job Analysis Process
Phase 2: Collection of Information
1. Determine sources of job data
Human and nonhuman
2. Data collection instrument design
Job analysis schedules
3. Choice of method for data collection
Interviews
Mailed questionnaires
Employee log
Observation
Combinations 11 11

12. Existing JA Methods(Instruments)
Functional Job Analysis (FJA)
Position Analysis Questionnaire (PAQ)
Critical Incident Technique (CIT)

13. Functional Job Analysis (FJA)
Fine & Wiley (1971)
Focuses on task statements
Task statements include:
What? - What gets done (the action/behaviour)
To whom or what? - The object of the action
Why? - Purpose of the action
How? - What facilitates the action?

14. Functional Job Analysis
Tasks are rated on scales reflecting varying degrees of involvement with Things, Data, and People as well as math, language, etc. requirements
Each scale is arranged hierarchically
E.g., People scale ranges from “taking instructions” to “leadership”

15. Position Analysis Questionnaire (PAQ)
McCormick (1972)
Developed because of criticism that JA relied on observation – not quantifiable
Detailed questionnaire (194 tasks)
Determines extent to which each task is applicable to target job
Using a 5-point scale

17. Critical Incident Technique
Flanagan (1949)
Identifies behaviours that indicate success or failure on the job
Effective vs ineffective behaviours
Critical Incidents include:
Context - in which the incident occurred
Behaviour - exactly what the individual did that was effective or ineffective
Consequences - of the behaviour and whether or not consequences were in the employee’s control

18. Developing Critical Incidents
Interview those who are familiar with the job
E.g., supervisors, subordinates, customers
Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job
Incident context – What led up to the incident (background)? What was the situation?
Behaviour – What exactly did the person do that was effective / ineffective?
Consequence - What was the outcome of the behaviour?

19. In-Class Exercise
In groups, develop critical incidents for a specific job with which you are familiar. (Non-managerial preferred)
Generate at least:
3 incidents of effective behaviour and
3 incidents of ineffective behaviour

20. Critical Incident Technique
Think of someone who has been (in)effective in this specific job.
Think of a specific incident that you saw occur that made you think they were (in)effective
What were the circumstances surrounding the incident? What was the situation?
What exactly did they do that was (in)effective?
Make sure you are describing observable behaviour
What were the consequences of the behaviour?
Were the consequences due to the person’s behaviour?

21. Phase 3: Use of Information
Job
Descriptions
Job
Specifications
Job Analysis
Information
Job
Design
Job
Performance
Standards 21

22. Phase 3: Use of Information
1. Job descriptions—Task requirements
Statement that explains duties working conditions, etc. of a job
2.Job specifications—Person requirements
Statement of what a job demands of the incumbent
E.g., knowledge, skills, abilities (KSAs) and other characteristics required to perform job 22

23. Phase 3: Use of Information
Performance standards
What is expected of workers
JA may provide performance standards for job
Job Design
Identify job duties, characteristics, and competences
Consider organizational, employee, environmental and ergonomic factors
All of these uses become the foundation for various HRM systems 23

24. Job Characteristic Model
Jobs that provide:
Autonomy
Variety
Task identity
Feedback
Task significance
Lead to meaningfulness, responsibility and knowledge of outcomes, leading to higher motivation, job satisfaction and productivity

25. Job Specialization
As work force becomes more educated and affluent, seek accomplishment, recognition and psychological growth
Job rotation
Job enlargement
Job enrichment
Employee involvement and work teams

26. Competency-Based Alternative
Alternative to traditional job analysis
Competencies
Many different definitions exist
Any knowledge, skills, trait, motive, attitude, value, or other personal characteristic that is essential to perform the job and that contributes to superior performance and organizational success 26

27. Competency Architecture
Core Competencies
Apply to all jobs in the organization
Support organization’s mission
E.g., trust, communication, team orientation, adaptability
Functional Competencies
Apply to a group of similar jobs
E.g., customer service orientation
Job-Specific Competencies
Apply to all employees in the same job
E.g., ability to operate cash register 27

28. Why / When use Competency Models?
Describe job requirements in ways that extend beyond the job itself
More future-oriented, more organization-focused
Describe and measure an organization’s workforce in more general and comparable terms
Increase flexibility in staffing and job assignments 28

29. Competency: Team Orientation
INDIVIDUAL CONTRIBUTOR (behaviours)
Recognizes that own success is linked to team success
Supports team roles, norms, and decisions
Speaks up when he/she feels the team is heading in the wrong direction
Seeks and maintains positive relationships with teams and others outside of own group
Keeps other informed of decisions and information that may impact them 29 29

30. Competency: Team Orientation
MANAGER (behaviours)
Creates and monitors teams appropriate to meet business objectives
Sets clear expectations for teams
Works to build commitment toward common goals
Provides resources for team projects
Recognizes team for contributions to goal accomplishment
Measures own success by team’s success

31. Break

32. Human Resource Planning
HR Planning systematically forecasts an organization’s future demand for and supply of employees and matches supply with demand.
Involves
-Forecasting demand
-Forecasting supply
-Addressing labour shortages and surpluses 32 32

33. HR Demand and Supply Forecasting Demand Forecasting Supply External
Socio-political-legal
Economic; Technological
Competition
Organizational
Organizational strategy
Budgets; Sales forecasts
New ventures; org/job design
Workforce
Retirements, resignations, terminations, leaves of absence
Forecasting Supply
External;
Labour market analysis
Community attitudes
Demographic trends
Internal
HR audit/Current employees’ KSAs
Succession planning replacement charts
Management inventories

34. Forecasting Techniques used to Predict HR Demand
Expert Forecasts
E.g. Informal and formal survey
Trend Projection Forecasts
E.g. Statistical analysis
Other Forecasting Methods
Budget and planning analysis
New-venture analysis

35. When is there a mismatch between Supply and Demand?

36. Strategies to Match Supply and Demand for HR
Strategies for a Loose Labour Market (Oversupply)
- hiring freeze
- job sharing/job splitting
- internal transfers
- layoffs, terminations, outplacements
- leave without pay
- loaning or flexforce

37. Matching Strategies cont…
Strategies for a Tight Labour Market (Shortage)
- overtime
- PT, contingent, contract workers
- temporary employment agencies
- employee leasing
- transfers
- hiring FT workers

38. Emerging Work Options & Arrangements
Shorter work week
Flextime
Flexiplace
Telecommuting
Virtual organizations
Just-in-Time Employees

39. Strategic Issues re: HR Planning
Must know organization’s short and long- term goals
Different organizational strategies require different human resource plans
Human resource planning facilitates proactive response to environmental and legal challenges

40. Strategic Issues re: HR Planning
An organization’s tactical plans must be aligned with HR plans
Alignment between organizational and HR plans provides basis for timely and effective recruitment and selection.

41. Questions / Comments ?