1. Job Analysis/Job Evaluation
MANA 5322
Dr. Jeanne Michalski 1

2. Job Analysis
Systematic process for collecting information about how jobs are done and what personal characteristics they require.
Work activities – what the worker does, how and why these activities are conducted.
Tools and equipment used in performing work activities.
Context of the work environment, such as work schedule or working conditions.
Requirements for performing the job – KSA’s.

3. Depth of Job Analysis Dictated by:
Time
Economics
Purpose
Current practice is use of streamlined methods of analyzing jobs
Matching to position surveys
Using pre-written job descriptions
Requesting thumbnail descriptions of job duties
Typically performed when position is first created or when job content changes is a substantial way

4. Job-level pay determination includes: - Job analysis
“Organizations hire individuals, but once individuals join most organizations, the amount they are paid is determined primarily by the type of job that they do.”
Edward Lawler III, Ph.D., Director of the Center for Effective Organizations
Job-level pay determination includes:
- Job analysis
- Job evaluation or job worth determination
- Salary structure placement
- Incentive pay determination
- Performance Management

5. Job Analysis Applications
HR Planning
Recruitment: job descriptions and want ads
Selection: job requirements and qualifications
Pricing jobs
Training and Development
Performance Management

6. Job Analysis Application
Pricing Jobs
In compensation, job analysis has two critical uses:
Establishes similarities and differences in the work contents of the jobs
Helps establish an internally fair and aligned job structure
Key issue for compensation decision makers:
Ensuring that data collected are useful and acceptable to employees and managers involved

7. Job Analysis Methods Sources Person doing the job Expert on the job
Observe
Prepare diary
Ask questions
Expert on the job
Personal experience

8. Job Analysis Methods Forms of Inquiry Self-report Interviews
Diaries
Questionnaires
Checklists
Interviews
Structured
Open-ended
Group or individual
Critical Incident

9. Primary Sources of Job-Analysis Information
Approach
Major Advantages
Major Disadvantages
Direct Observation
Helps analyst understand work being performed
Time-consuming
Individual Interview
Not dependent on writing skills
Group Interview
Same as above; less time consuming
May inhibit individual responses; May misclassify 2 jobs as 1
Technical Conference
Same as above
Diaries/logs
Can provide complete picture of job
Open-ended Questionnaires
Quick turnaround; inexpensive; flexible design
Difficult to get returned; depends on writing skills; may require follow-up
Highly Structured Questionnaires
Multiple purpose use; Detail aids credibility
Time-consuming; Expensive

10. Types of “Job” Analysis
Job Content analysis
Task statements
KSA’s
Competency analysis
Competencies
Matrix / Models
Compensation analysis
“Compensable” factors

11. Job Analysis Steps Obtain management approval Gain employee acceptance
Union support
Decide who will conduct analysis
Think in terms of work-flow
Consult secondary sources first
Decide method and collect data
Document the analysis
Obtain necessary approvals
Test for legal compliance
Conduct a reality test
Keep up-to-date

12. Job Analysis Data Collection Methods
Identify and collect job information
Analyze job information
Validate job information
Critical data will fall into two categories – nature of the work and the level of the work.
Nature of work refers to duties and responsibilities
Level of the work refers to the skills required for the job, mental or physical effort, levels of accountability, and working conditions.

13. Secondary Sources for Job Analysis
Existing job documentation
Work-flow studies
Policies and procedures materials
Organizational charts
Organizational goals or objectives
Industry association materials
Sample surveys
Government publications – O*Net, Dictionary of Occupational Titles, Occupational Outlook Handbook

14. O*NET http://online.onetcenter.org/ Occupational Information Network
Database of worker attributes and job characteristics.

15. Job Analysis Methods/Data Collection
Gather job information
Interviews: Critical Incident Technique
Questionnaires:
Functional Job Analysis
Position Analysis Questionnaire
Task Inventory Analysis (KSA matrix)
Observation: Motion studies
Diaries: Time studies

16. Job Analysis Methods Analyze job information Create task statements
Action verbs
Concise summary
Create KSA’s or job qualifications

17. Task Statements Characterize activities with action verbs.
Tasks have identifiable beginnings and endings.
Identifiable outputs or consequences.
Mean the same thing to all respondents.
Non-trivial but complete.
What the worker does, how they do it, to who or what and why?

18. KSA’s Defined
Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.
Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.
Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.

19. KSA’s Defined Knowledge: Various engineering fields and terms.
DOT regulations
Skills:
Typing 50 words per minute without error.
Basic PC operations including .
Abilities:
Writing and edit business correspondence.
Interviewing clients for marketing information.

20. KSA’s Really necessary for task performance?
Must newly hired employees have this KSA?
To what degree would it differentiate between high and low performance of new employees?

21. Job Analysis Methods 3. Validate job information Survey job incumbents
Managers
Subject Matter Experts (SME’s)

22. Summary: Data Collection and Analysis
Identify major responsibilities – observation of incumbents, open-ended interviews
Write task statements
Rate tasks – position questionnaire
Identify KSAO’s for essential tasks – interviews with SME’s
Rate KSAO’s – group meeting with SME’s
Validate the description – job descriptions are valid to the extent that they accurately represent job content and that persons possessing necessary/identified KSAO’s do perform more effectively on the jobs.

23. Job Analysis Interview Form
Introduce yourself to the interviewee and thank him or her for taking the time to talk with you.
Explain the purpose of the interview and what the outcome of the project will be.
Explain that you need information form people who are knowledgeable about the job, and that the project’s success depends on the people you will be working with.
Next, explain that you will be asking questions about the job and that you will be taking notes.
Ask if the interviewee has any questions and answer them before proceeding.
Interviewee’s Name Interviewee’s Title
Length of time in Position In company
Organizational Chart showing reporting relationship

24. Major Functions
If you had to divide your job into four or five major job functions, what would they be?

25. Major Functions
For each of the major functions the interviewee listed ask the following:
What are the specific activities or tasks you perform to accomplish the major function?
What kinds of things do you do to prepare for the task you described?
What kind of follow-up activities do you perform after these tasks?

26. Interactions
What interactions do you have with others within the organization (job titles, groups, departments)?
What activities require cooperation or coordination?
How do you usually communicate (memo, phone, meetings)?
What interactions do you have outside the organization (customers, suppliers, groups)?
What activities require coordination or cooperation?

27. Knowledge, Skills, Abilities and Other (KSAOs)
What technical knowledge does this position require? (ex. A computer operator needs to understand computer hardware and software.)
What types of equipment or tools do you use? (ex. Many people have to operate computers, calculators, copy machines)
What abilities does this position require? (ex. Customer service representative has to be able to communicate calmly with angry customers.)

28. KSAO continued
Other - I’m going to read a list of paired statements that describe aspects of jobs, which of the statements best describes the job, or if the job falls somewhere in the middle
Much travel Little travel
Predictable work schedule Unpredictable work schedule
Flexible work hours Set work hours
Moderate to slow work pace Fast work pace
High pressure for results Low pressure for results
Frequent deadlines Infrequent deadlines
Closely supervised Little supervision
Establish own goals Goals established by others
Work closely with others Work mostly alone
Work requires little Work requires considerable
creativity creativity

29. Critical Incidents
Describe for me critical incidents or situations that illustrate either outstanding or poor job performance.
What led up to the incident?
What did the employee do that was effective or ineffective?
What were the consequences?
Were the consequences within the control of the employee?

30. Additional Questions
What types of prior work experience, knowledge, or skills are essential for effective performance in this position?
If you had to interview candidates for this position, what information would you need to select the right person for the job?
If you had to select a person for this position, what job activities would you want to see them perform before hiring them?

31. Hourly Position Questionnaire
Your name
Job title
Location
Department
How long have you been in this position?

32. Hourly Position Questionnaire - Sample Excerpt
Briefly describe (in three or less sentences) the overall purpose or function of the job. “Why does this position exist?”

33. Hourly Position Questionnaire - Sample Excerpt
Job Tasks
This job is performed
Extent to which task is important relative to other tasks
1. Read and interpret routine work orders and instructions(service orders, traffic orders, trunk facility orders, TFOs, transfer sheets, etc.).
Somewhat
Important
Moderately
Important
Not at all
Important
Important
Very
Never
Annually
Monthly
Weekly
Hourly
Daily

34. Hourly Position Questionnaire - Sample Excerpt
Job Tasks
This job is performed
Extent to which task is important relative to other tasks
2. Read and interpret non- routine written instructions (procedures for reporting vehicle accidents, etc.).
3. Read and interpret technical manuals/material (Installation and Maintenance Series, Engineering Series, etc.).
Somewhat
Important
Moderately
Important
Not at all
Important
Important
Very
Never
Annually
Monthly
Weekly
Hourly
Daily

35. Hourly Position Questionnaire - Sample Excerpt
Job Tasks
This job is performed
Extent to which task is important relative to other tasks
11. Read instructions or information aloud to another person.
12. Print or write information legibly in small places.
Somewhat
Important
Moderately
Important
Not at all
Important
Important
Very
Never
Annually
Monthly
Weekly
Hourly
Daily
13. Handle direct contact with customers

36. Job Descriptions Summary
Job Description- narrative written descriptions of jobs as currently constituted.
“Job Specifications are those employee behaviors, skills, abilities, and interests deemed necessary to perform a job “ Casio 1978

37. Job Descriptions Identifying Information Job Title
Exempt or Non-exempt
Full-time or Part-time
Gender neutral
Summary
Brief description
Place in org. structure

38. Job Descriptions Duties and Responsibilities What does the person do?
How do those tasks get done?
Under what conditions?
Using what materials?
Requirements and Qualifications
KSA’s
Certifications or degrees
Appropriate for the job

39. Job Analysis Value
Important to use multiple techniques: sources and forms of inquiry
Goal is to measure the job not the individual doing it.
Issues to be concerned about:
Reliability
Measure of consistency of results among various analysts, various methods, various sources of data, or over time
Validity
Examines the convergence of results among sources of data and methods
Acceptability
Usefulness
Practicality of information collected

40. Barriers of Validity Sampling errors Incumbent bias
Incomplete information
Illogical question order and sequence
Inadequate communication
Misinterpretation of the questions
Bias in recording information
Faulty interpretation of results

41. Job Analysis Useful or Not
Work-related information is needed to determine pay, and differences in work determine pay differences – no satisfactory substitute
Real issue should be:
“How much detail is needed to make these pay decisions

42. Job Process Job Analysis Job Documentation Job Evaluation
Job worth hierarchy

43. Job Evaluation
Formal process used to create a job-worth hierarchy within an organization
Two basic approaches
Market Data
Job Content
Nonquantitative methods
Quantitative methods

44. Internal Job Evaluation
Develop internal standards of comparison and measure relative job values within the organization
Relative value of jobs internally is just as important as external competitiveness
Ties to organization’s compensation strategy
Establishes wage structure
Contributes to employees feeling of fair treatment

45. Internal Job Evaluation – Nonquantitative Methods
Ranking
Paired
Comparisons
Classification
Steps
Analyze and document job content
Identify job sets
Rank order jobs w/in sets
Determine number of pairs (# of pairs * # of pairs - 1)/2
Compare each pair/select stronger job
Determine # times job selected
Indentify benchmark job clusters
Develop preliminary definitions
Compare jobs to definitions
Assign rest of jobs to classification levels

46. Nonquantitative Methods
Ranking and Paired Comparison are easy to administer, inexpensive and require little training
Jobs are compared as a whole
Problems occur when there are inconsistent judgments across raters and documentation of differences are not recorded

47. Job Evaluation – Quantitative Methods
Use measures that lend themselves to precise definition and assessment, little room for variability of data
Important to balance complexity and flexibility against needs of organization
Select job factors that do not discriminate against specific class or group of employees

48. Steps in Quantitative Job Evaluation
Review job documentation
Decide on compensable factors
Get buy-in on factors
Define the compensable factors
Assign weights to each compensable factor and the degrees within each factor (statistical analysis or management judgment)
Get buy-in on weights
Determine structure

49. Compensable Factors
Compensable factors are the key to quantitative methods
Criterion used to provide basis for judging job value in order to create job-worth hierarchy
The elements used to measure a job’s worth
Intrinsic elements in jobs that add value to the organization and for which the organization wants to pay it’s employees

50. Equal Pay Act 1963
Established generic factors as key criteria for determining whether jobs are substantially equal
Skill
Effort
Responsibility
Working conditions

51. Skill Factor Experience – performance of job
Knowledge – education or minimum knowledge needed to perform job
Manual dexterity – specific movements
Analytical abilities – analyze, decipher or explore other possibilities
Creativity
Communications – Verbal or Written
Complexity of job –overall use of specific skills to perform the job

52. Effort
Physical Demands of the Job – how much exertion is needed for the job (running, lifting, etc.)
Mental exertion – relates to amount of mental effort could contain both decision making and concentration

53. Responsibility Supervisory Duties – number of direct reports
Budget – amount of dollars under control of the employee
Decision Making - impact of the decisions made to the organization
Accountability – amount of liability employee has for decisions made
Impact job has on Organization – how important is the position to the organization

54. Working conditions
Hazardous Environment – exposure to potentially hazardous conditions
Temperature
Odors
Loud Noises
Or lack of hazards – i.e. office environments

55. Job analysis can help in deciding compensable factors
Organizational strategy is key to selecting appropriate compensable factors
Job analysis can help in deciding compensable factors
Determines what factors important for each work group
Include enough factors to establish a value difference, too few factors difficult to gauge different value of job, too many administratively burdensome
Review selection of factors with upper management

56. Example of Skill Factor Levels
Skill factor – Experience Description – This factor measures the time normally required on related work and on-the-job training for the job being evaluated for an individual to attain satisfactory performance standards under normal supervision. 1st degree – less than 3 months 2nd degree – 3 months up to and including 12 months 3rd degree – more than 1 yest, up to and including 3 years 4th degree – more than 3 years, up to and including 5 years 5th degree – more than 5 years Handbook Compensation and Benefits

57. Call Center Environment Example
Factors
Verbal Communication
Hazardous Work Environment
Written Communication
Prior Work Experience
Product Knowledge
Analytical Ability
Physical Demand

58. Call Center Environment Example
Factors Rank
Verbal Communication 1
Hazardous Work Environment 6
Written Communication 2
Prior Work Experience 3
Product Knowledge 4
Analytical Ability 5
Physical Demand 7

59. Call Center Environment Example
Factors Weights
Verbal Communication 30%
Written Communication 20%
Prior Work Experience 15%
Product Knowledge 15%
Analytical Ability 10%
Hazardous Work Environment 5%
Physical Demand %

60. Point-Factor
Factor comparison is most widely used form of internal job evaluation
Point–Factor method is most common form of factor comparison
Point-Factor assigns point totals to each compensable factor
Hay Point Factor

61. Hay Point Factor Know-how Problem Solving Accountability Technical
Managerial
Human relations
Problem Solving
Thinking environment
Thinking challenge
Accountability
Freedom to act
Magnitude
Impact

62. Example of Compensable Factor Weighting
Max Points
% of Possible Points
Skill
(62.6%)
knowledge
120
14.6%
work experience
135
16.4%
analytical skill
110
13.3%
independent judgment
150
18.3%
Effort
(9.4%)
mental/visual strain 77
9.4%
Responsibility
(21.9%)
contact 75
9.1%
supervision
105
12.8%
Working Conditions
(6.1%)
physical environment 50
6.1%

63. Point-Factor Plans
Job content descriptions compared to the definitions of the degree levels and corresponding points assigned to level are awarded to the job
Points for all factors are summed to determine total job score
Total job scores used to create a job-worth hierarchy
Can purchase off-the-shelf version or custom design