Job Analysis/Job Evaluation MANA 5322 Dr. Jeanne Michalski Michalski@uta.edu 1

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.

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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?

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.

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

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?

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

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.

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

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

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?

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?

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.)

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

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?

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?

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

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?”

Hourly Position Questionnaire - Sample Excerpt Job Tasks This job is performed 0 1 2 3 4 5 Extent to which task is important relative to other tasks 0 1 2 3 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

Hourly Position Questionnaire - Sample Excerpt Job Tasks This job is performed 0 1 2 3 4 5 Extent to which task is important relative to other tasks 0 1 2 3 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

Hourly Position Questionnaire - Sample Excerpt Job Tasks This job is performed 0 1 2 3 4 5 Extent to which task is important relative to other tasks 0 1 2 3 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

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

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

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

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

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

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

Job Process Job Analysis Job Documentation Job Evaluation Job worth hierarchy

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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 5%

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

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

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%

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