1. Develop Personnel plans and Job Description
Learning outcomes:
Discuss the nature of job analysis, what it is and how it’s used
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation
Write job description, including summaries and job functions, using the internet and traditional methods
Write a job specification
Explain job analysis in a “work-empowered” world, including what it means and how it’s done in practice.

2. The basics of JOB ANALYSIS
Job Analysis: The procedure for determining the duties and skill- requirements of a job and the kind of person who should be hired for it.
Job Description:
A list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.
Job Specification: A list of job’s “human requirements,” that is, the requisite education, skills, personality, and so on.

3. HR Specialist Collects following Types of Information via Job Analysis
1. Work activities
First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching or painting.
How, why, when the worker performs each activity.
2. Human behaviors
the specialist may also collect Information about human behaviors like sensing, communicating, writing & deciding.
3. Machines, tools, equipments and work aids
This category includes information regarding tools used, material processed, knowledge dealt with or applied (such as finance or law), & services rendered (counseling or repairing).

4. HR Specialist Collects following Types of Information via Job Analysis
4. Performance Standards
The employer may also wants information about the job’s performance standards. Management will use these standards to appraise employees.
5. Job Context
Included here is information about such matters as physical working conditions, work schedule, & the organizational and social context. Information regarding incentive might also be included here.
6. Human Requirements
Information regarding the job’s human requirements, such as job-related knowledge or skills & required personal attributes.

5. Uses of Job Analysis Information
Recruitment and Selection
Job Analysis provides information about what the job entails and what human characteristics are required to perform these activities.
Compensation
Job Analysis information is crucial for estimating the value of each job & its appropriate compensation.

6. Uses of Job Analysis Information:
Performance Appraisal
A Performance Appraisal compares each employee’s actual performance with his or her performance standards. Mangers use job analysis to determine the job’s specific activities & performance standards.
Training
The JD shows the activities & skills-and therefore the training-that the job requires.
Discovering Unassigned Duties:
Job Analysis can also help reveal unassigned duties.

7. Uses of Job Analysis Job Analysis JD & JS Recruitment & Selection
Performance appraisal
Job evaluation-wage & salary decision (COMP)
Training Req

8. Steps in Job Analysis Six Steps:
Step-1 Interviewing the employees: Formal interview process or formal/informal observations
Step-2 Review relevant backgrounds
Step-3 Select representative positions for study
Step-4 Actually analyze the job selected
Step-5 Verify the job analysis information obtained
Step-6 Develop a job description and job specification

9. Steps in Job Analysis Step-1 :
Interviewing the employees: Formal interview process or formal/informal observations
Decide how you will use information; determine the data you collect and how you collect them.
Some data collection techniques:
Interviewing the employee
Position analysis questionnaire:

10. Steps in Job Analysis Step-2:
Review relevant background info such as organization charts, process charts, and job descriptions
Organization charts: organization wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organization. Shows the title of each position and by means of interconnecting lines, who reports to whom and with whom the job incumbent communication.
Process Chart: provides a more detailed picture of the work flow. It shows the flow inputs to and outputs from the job you are analyzing. The diagram shows process chart

11. Steps in Job Analysis Process Chart: Info input from plant manager
Components input from suppliers
Job under study --Quality control clerk
Info output to plant manager regarding component quality
Product quality output to plant manager

12. Steps in job analysis Step 3: Step 4:
Select representative position. There may be too many similar jobs to analyze them all.
Step 4:
Actually analyze the job, by collecting data on job activities, req employee behaviors, working condition, and human traits and abilities needed to perform the job.

13. Steps in job analysis Step 5: Step 6:
Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm the info is correct & complete. This also helps gain employee’s acceptance of the job analysis data and conclusions.
Step 6:
Develop JD and JS. JD is written statement that describes the activities and responsibilities of the job, as well as its important features, such as working conditions and safety hazards. JS summarizes the personal qualities, traits, skills, and Background required for getting the job done.

14. Job Analysis Guidelines
Joint effort by a HR specialist, the worker, and the worker’s supervisor
Collect job analysis info from employees in different departments
Make sure the questions and process are clear to the employees
Use several different tools for the job analysis

15. Methods of collecting Job Analysis Information
The Interviews
Questionnaires
Observation

16. Methods of Collecting Job Analysis Information: The Interview
Types of Interview
Managers use three types of interviews to collect job analysis data.
Individual interviews with each employees
Group interviews with group of employees who have the same job
Supervisors interviews with one more supervisors who know the job
Advantages
Quick, direct way to find overlooked information.
Disadvantages
Distorted information

17. Interview Guidelines
The job analyst and supervisor should work together to identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.

18. Methods of Collecting Job Analysis Information: Questionnaires
Information source
Have employees fill out questionnaires to describe their job-related duties and responsibilities.
Questionnaire formats
Structured checklists
Opened-ended questions
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expense and time consumed in preparing and testing the questionnaire

19. Methods of Collecting Job Analysis Information: Observation
Information source
Direct observation is especially useful when job consists mainly of observable physical activities-Assembly-line worker, & accounting clerk are examples.
Advantages
Provides first-hand information
Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental activity.

20. Methods of Collecting Job Analysis Information: Participant Diary/Logs
Information source
Workers keep a chronological diary/ log of what they do and the time spent in each activity.
Advantages
Produces a more complete picture of the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees to accurately recall their activities

21. WRITING JOB DESCRIPTIONS
A job description
A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are.
Sections of a typical job description Job identification 2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working conditions 7. Job specifications

22. Background Data for Job Description
Job Title _________ Department ______________ Job Number _________ Written by _____________ Today’s Date _________ Applicable Codes _________ I. Applicable Job Definition(s): II. Job Summary: (List the more important or regularly performed tasks) III. Reports To: IV. Supervises: ____________________________________ V. Job Duties: ____________________________________ (Briefly describe, for each duty, what employee does and, if possible, how employee does it. Show in parenthesis at end of duty the approximate percentage of time devoted to duty) A. Daily Duties: B. Periodic Duties: (Indicate whether weekly, monthly, quarterly, etc.) C. Duties Performed at Irregular Intervals:

23. Writing of Job Description
Job Identification
Job Summary
Responsibilities & Duties
Authority of Incumbent
Standards of Performances
Working Conditions
Job Specifications

24. The Job Description Job identification Job summary
Job title: name of job
FLSA status section: Exempt or nonexempt
Preparation date: when the description was written
Prepared by: who wrote the description
Location of the job
Information regarding salary/ pay scale
Job summary
Describes the general nature of the job
Lists the major functions or activities (be specific; not “other duties”)

25. The Job Description (cont’d)
Relationships (chain of command)
Reports to: employee’s immediate supervisor
Supervises: employees that the job incumbent directly supervises
Works with: others with whom the job holder will be expected to work and come into contact with internally.
Outside the company: others with whom the job holder is expected to work and come into contact with externally.

26. The Job Description (cont’d)
Responsibilities and duties
A listing of the job’s major responsibilities and duties (essential functions)
Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations.
Standard Occupational Classification
Classifies all workers into one of 23 major groups of jobs which are subdivided into 96 minor groups of jobs and detailed occupations.

27. The Job Description (cont’d)
Standards of performance and working conditions
Lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities.
EXAMPLE
Duty: Obtain BS degree in business administration
1. attend ALL classes
2. participate in ALL classes
3. Study ALL class assignments

28. Writing Job Specifications
Specifications for trained personnel
Focus on traits like length of previous service, quality of relevant training, and previous job performance.
Specifications for untrained personnel
Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

29. Writing Job Specifications (cont’d)
Specifications Based on Judgment
Self-created judgments (common sense)
List of competencies in Web-based job descriptions
Standard Occupational Classification

30. Writing Job Descriptions
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements (or prior actual exp or current)
Step 6. Complete Your Job Description

31. From specialized to Enlarged Jobs:
By the mid-1990s there were reactions to what was viewed as the “Dehumanizing” aspects of job categorization workers into highly repetitive and specialized jobs.
Solutions like job enlargement, job rotation, and job enrichment were proposed by scholars and researchers.

32. Job Enlargement:
Assigning workers additional same-level activities, thus increasing the number of activities they perform. Thus, the workers who previously only bolted the seat to the legs might attach the back as well.
Job Rotation:
Means systematically moving workers from one job to another.
Moving a trainee (or identified future manager) from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company

33. Job Enrichment: Dejobbing:
Means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—for instance, by letting the worker plan and control his or her own work instead of having it controlled by outsiders.
Dejobbing:
Broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.

34. Why Managers Are Dejobbing Their Companies
Internal factors leading to dejobbing
Flatter organizations less reporting structure)
Work teams overlapping responsibilities towards the same goal)
Boundaryless (overlapping depts)
Reengineering totally redesigning a job process)
External factors leading to dejobbing.
Rapid product and technological change
Global competition
Deregulation,
Political instability,
Demographic changes
Rise of a service economy.

35. Flatter Organization:
Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities.
Boundary-less Organization
Organization marked by the widespread use of teams and similar structural mechanisms that reduce and make more permeable the boundaries that typically separate departments.

36. Reengineering:
The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

37. Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable performance of a job.
Competency-based job analysis
Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well (how a job is performed)

38. Why Use Competency Analysis?
Maintain a strategic focus
Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic( goal oriented)
Measuring performance
Measurable skills, knowledge, and competencies are the heart of any company’s performance management process.

39. Performance Management
Managing all elements of the organizational process that affect how well employees perform.
Types of competencies
General competencies
reading, writing, and mathematical reasoning.
Leadership competencies
Leadership: visionary, strategic, alignment, communicates, motivates/ inspires, develops people.
Technical competencies
specific technical competencies required for specific types of jobs and/or occupations.