1. Part 2 Support Activities Chapter 04: Job Analysis and Rewards McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match Organization Mission Goals and Objectives Staffing Organizations Model 4-2

3. 4-3 Chapter Outline Changing Nature of Jobs Job Requirements Job Analysis Job Requirements Matrix Job Descriptions and Job Specifications Collecting Job Requirements Information Competency-Based Job Analysis Nature of Competencies Collecting Competency Information Job Rewards Types of Rewards Employee Value Proposition Collecting Job Rewards Information Job Analysis for Teams Legal Issues Job Relatedness and Court Cases Essential Job Functions

4. 4-4 Changing Nature of Jobs Jobs are constantly evolving The traditional way of designing a job Identify and define its elements and tasks precisely Shortcomings of the traditional view Jobs are constantly evolving Flexible jobs have frequently changing task and KSAO requirements Need for new, general skills or competencies like teamwork and engagement

5. 4-5 Exhibit 4.1 Terminology Used in Describing Jobs Job family A grouping of jobs, usually according to function Job category A grouping of jobs according to generic job title or occupation Job A grouping of positions that are similar in their tasks and task dimensions Position A grouping of tasks/dimensions that constitute the total work assignment of a single employee Task dimension A grouping of similar types of tasks Task A grouping of elements to form an identifiable work activity Element The smallest unit into which work can be divided

6. 4-6 Job Requirements Job Analysis: Overview Definition Process of studying jobs to gather, analyze, synthesize, and report information about job requirements Two major forms Job requirements Specific KSAOs for the job Competency based General KSAOs for all applicants Has different degrees of relevance to staffing activities Support activity for staffing activities Provides foundation for successful staffing systems

7. 4-7 Ex. 4.2: Job Requirements Approach to Job Analysis

8. 4-8 Task statements Definition objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job Each statement should include What the employee does, using a specific action verb To whom or what the employee does what he or she does, stating the object of the verb What is produced, indicating the expected output of the verb What equipment, materials, tools, or procedures, are used

9. 4-9 Task Dimensions Definition Involves grouping sets of task statements into dimensions, attaching a name to each dimension Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions” Characteristics Creation is optional Many different grouping procedures exist Guideline - 4 to 8 dimensions Grouping procedure should be acceptable to organizational members Empirical validation against external criterion is not possible

10. 4-10 Importance of Tasks/Dimensions Involves an objective assessment of importance Two decisions Decide on attribute to be assessed in terms of importance Decide whether attribute will be measured in categorical or continuous terms Ex. 4.5: Ways to Assess Task/Dimension Importance Relative time spent Percentage (%) time spent Importance to overall performance Need for new employee training

11. 4-11 Exhibit 4.10 Examples of Ways to Assess KSAO Importance

12. 4-12 Job Descriptions and Job Specifications Job description Describes tasks, task dimensions, importance of tasks / dimensions, and job context Includes Job family, job title, job summary Task statements and dimensions Importance indicators Job context indicators Date conducted Job specifications Describes KSAOs

13. 4-13 Collecting Job Requirements Information Methods Prior information Observation Interviews Task questionnaire Committee or task force Sources to be used Job analyst Job incumbents Supervisors Subject matter experts

14. 4-14 Competency-Based Job Analysis Nature of competencies an underlying characteristic of an individual that contributes to job or role performance and to organizational success Usage reflects a desire to: connote job requirements that extend beyond the specific job itself describe and measure the organization’s workforce in more general terms as a way of increasing staffing flexibility in job assignments

15. 4-15 KSAOs or Competencies? Similarities between competencies and KSAOs Both reflect an underlying ability to perform a job Differences between competencies and KSAOs Competencies are much more general May contribute to success on multiple jobs Contribute not only to job performance but also to organizational success

16. 4-16 Organization Usage Organizations are experimenting with Developing competencies and competency models and Using them as underpinnings of several HR applications Three strategic HR reasons for doing competency modeling Create awareness and understanding of need for change in business Enhance skill levels of workforce Improve teamwork and coordination Emphasis -- Establishing general competencies

17. 4-17 The “Great Eight” Competencies Leading: initiates action, gives direction Supporting: shows respect, puts people first Presenting: communicates and networks effectively Analyzing: thinks clearly, applies expertise Creating: thinks broadly, handles situations creatively Organizing: plans ahead, follows rules Adapting: responds to change, copes with setbacks Performing: focuses on results, shows understanding of organization

18. 4-18 Job Rewards Extrinsic rewards external to the job itself designed and granted to employees by the organization pay, benefits, work schedule, advancement, job security Intrinsic rewards intangibles experienced by employees as an outgrowth of doing the job variety in work duties, autonomy, feedback, coworker and supervisor relations Employee value proposition the “package” or “bundle” of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization

19. 4-19 Job Rewards: Collecting Information Within the organization Interviews with employees Surveys with employees Outside the organization SHRM survey Organizational practices

20. 4-20 Job Analysis for Teams Many team members perform multiple jobs (rather than a single job) Staffing must emphasize recruitment and selection for both job-specific KSAOs and job- spanning KSAOs Increased importance of KSAOs pertaining to interpersonal qualities (e.g., communicating, collaborating, and resolving conflicts) and team self-management qualities (e.g., setting group goals, inspecting each other’s work).

21. 4-21 Recommendations: Establishing Job-Related Nature of Staffing Practices Job analysis must be performed and must be for the job for which the selection instrument is to be utilized Analysis of job should be in writing Job analysis should describe in detail the procedure used Job data should be collected from a variety of current sources by knowledgeable job analysts

22. 4-22 Recommendations: Establishing Job-Related Nature of Staffing Practices Sample size should be large and representative of jobs for which selection instrument is used Tasks, duties, and activities should be included in analysis Most important tasks should be represented in selection devise Competency levels of job performance for entry-level jobs should be specified Knowledge, skills, and abilities should be specified, particularly if content validation model is followed