Nature of Job Analysis Job Analysis A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs. Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills, and abilities needed

FIGURE 4.1 Job Analysis in Perspective

The Nature of Job Analysis (cont’d) Task-Based Job Analysis Task: a distinct, identifiable work activity composed of motions Duty: a larger work segment composed of several tasks that are performed by an individual Responsibilities: obligations to perform certain tasks and duties Competency-Based Job Analysis Competencies: Individual capabilities linked to enhanced performance by individuals or teams. Technical competencies Behavioral competencies

The Nature of Job Analysis (cont’d) Job Analysis and the Americans with Disabilities Act (ADA) Essential Job Functions Fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job. Marginal job functions Duties that are part of the job but are incidental or ancillary to the purpose and nature of the job.

Job Descriptions and Job Specifications Identification of the tasks, duties, and responsibilities of a job Job Specification The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily. Selection Choosing individuals with needed qualifications

Strategic Recruiting Stages

Strategic Approach to Recruiting Labor Markets and Recruiting Decisions Recruiting: the process of generating a pool of qualified applicants for organizational jobs Labor markets: the external supply pool from which organizations attract their employees Geographic, industry and occupational, educational and technical

Labor Market Components

Strategic Approach to Recruiting Recruiting Presence, Image, and Training Employment branding and image Training of Recruiters Employment Advertising Recruiting Nontraditional Workers Older workers Stay-at-home parents Welfare-to-work workers Recruiting Source Choices: Internal v. External

External Recruiting Sources Colleges, Universities, and Schools High Schools and Technical Schools Job Fairs and Special Events External Recruiting Sources Labor Unions Competitive and Media Sources Employment Agencies

Internet Recruiting Methods Job Boards Professional/ Career Web Sites Employer Web Sites E-Recruiting Methods

Increasing Recruiting Effectiveness Resume mining Applicant tracking Employer career Web sites Internal mobility Personable recruiters Emphasis on job positives Fair treatment of applicants Enhancing applicants’ fit with the organization

Selection and Placement Choosing individuals with qualifications needed to fill jobs Placement Fitting a person to the right job.

Criteria, Predictors, and Job Performance Selection Criterion Knowing what characteristics a person must have to do a job successfully Predictors The measurable or visible indicators of a selection criterion Combining Predictors Multiple hurdles Compensatory approach

Figure 4-4 Job Performance, Selection Criteria and Predictors

Selection Testing Cognitive Ability Tests Physical Ability Tests Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities. Physical Ability Tests Measure an individual’s strength, endurance, and muscular movement

Selection Testing (cont’d) Personality Tests Assess the degree to which candidates’ attributes match specific job criteria. Honesty and Integrity Testing Standardized honesty/integrity tests Polygraph tests (“lie detector”)

Figure 4-5 Big Five Personality Characteristics

Selection Interviewing Structured Interviews Use a set of standardized questions asked of all job applicants. Useful for initial screening and comparisons Effective Interviewing Plan the interview. Control the interview. Use effective questioning techniques.

Background Investigation Falsification of Background Information Many applications and resumes contain factual misstatements or significant omissions. Goals of Background Screening To show that the employer exercised due diligence in hiring To provide factual information about a candidate To discourage applicants with something to hide To encourage applicants to be honest on applications and during interviews.

Background Investigation (cont’d) Sources of Background Information – Many Require Signed Release from Applicant Previous-employment records Criminal records Drug tests Education/degree documentation Professional certifications/licenses Motor vehicle records Credit history Honesty tests Social Security number Sex offenders lists Worker’s compensation records Military records

Risks of Negligent Hiring and Negligent Retention Employer fails to check an employee’s background and the employee later injures someone on the job Employer hired unfit employee Background check was inadequate Employer did not research potential risk factors Negligent Retention Employer becomes aware than an employee may be unfit, but continues to employ the person, and the person injures someone on the job

Applicant Flow Documentation Employers voluntarily collect applicant data for EEO reporting requirements on Race Sex Other demographics