1. JOB ANALYSIS AND PLANNING H600

2. Announcements Form groups for the assignment
Feel free to contact me via , preferred option is through ELM

3. Lecture Outline Job Analysis Steps in the JA Process
Definition
Purpose
Approaches
Steps in the JA Process
Preparation
Collecting JA Data
Using JA Data
Competency-based JA
HR Planning?
What is it?
Issues affecting HR supply and demand
Forecasting Techniques
Strategic considerations

4. What is a job? Job Tasks Group of related activities and duties
Made up of tasks
Tasks
Basic elements of jobs
“what gets done”

5. What is Job Analysis?
Job analysis (JA) is the systematic process of collecting, evaluating, and organizing information about jobs
JA identifies behaviours, knowledge, skills, abilities, and other attributes (KSAOs) that are required for a job

6. In Class Exercise
Using jobs, tasks, and KSAs to design recruiting questions.

7. Why Bother??
The Job Analysis provides the foundation for almost everything HR is involved in.
Compensation
Employee Selection
Training
Performance Appraisals
Person job matching
Eliminate discrimination
Job Re- Design

8. What is the purpose of JA?
JA lays the foundation for HRM systems:
Selection
Selection system developed to assess key KSAs
Ensures that it is job-related
Training
Gaps in KSAs of new hires represent training needs
Performance Appraisal
Job analysis establishes performance standards

9. What is the purpose of JA?
Compensation
Relative worth of jobs measured via job evaluation
JA helps you to select the right ee, evaluate the ee fairly, compensate, and train the appropriate skills to the appropriate ees
JA also ensures your HR systems are legally defensible and fair (procedural justice)

10. Steps in Job Analysis Steps in Job Analysis Phase 1 Phase 2 Phase 3
Preparation for Job Analysis
Phase 2
Collection of Job Analysis Information
Phase 3
Use of Job Analysis Information

11. Steps in Job Analysis Process
Phase 1: Preparation for job analysis
Familiarization with the organization and its jobs
Determine the uses of the JA information (selection, training?)
Identify what jobs need to be analyzed
Critical to success of the organization
Difficult to learn
New technology

12. Steps in Job Analysis Process
Phase 2: Collection of JA information
Source of Job Data
Job incumbents, supervisors, subordinates, customers
Existing job descriptions
Manuals, publications
National Occupational Classification

13. Steps in Job Analysis Process
Phase 2: Collection of JA information
Data collection instrument design
Gather information systematically – using a standardized approach
Often involves questionnaire, checklist
Different jobs may require different instrument
Information gathered:
Status, key duties/tasks, KSAOs, working conditions, performance standards
See e.g. of JA questionnaire on pp in text

14. Phase 2: Collection of JA information
Data collection method
Questionnaires
Face-to-face interviews
Employee log/diary
Observation
No “best” approach
Trade-offs re: accuracy, time, and cost
Combination of multiple methods is common

15. Existing JA Methods Position Analysis Questionnaire (PAQ)
Functional Job Analysis (FJA)
Critical Incident Technique (CIT)

16. Position Analysis Questionnaire (PAQ)
McCormick (1972)
Developed because of criticism that JA relied on observation – not quantifiable
Detailed questionnaire (194 tasks)
Job context / working conditions
Mental processes / demands
Information input
Work output
Relationships with others
Determines extent to which each task is important for target job
Using a 5-point scale
INFORMATION INPUT
Where and how does the worker get the information that is used in performing the job?
MENTAL PROCESSES
What reasoning, decision making, planning, and information processing activities are involved in performing the job?
WORK OUTPUT
What physical activities are required to perform the job, and what tools or devices are used?
RELATIONSHIPS WITH OTHER PERSONS
What relationships with other people are required in performing the job?
JOB CONTEXT
In what physical and social contexts is the work performed?
OTHER JOB CHARACTERISTICS
What activities, conditions, or characteristics other than those described above are relevant to the job?

17. PAQ Example of “Relationship with others”

18. PAQ Example of “Sources of Job Information”
Rate the extent to which each is used by the worker as a source of information in performing the job:
Extent of Use: N - Does not apply
1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).
2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges, thermometers)
4.___ Features of nature (landscapes, geological samples, cloud formations)

19. Functional Job Analysis (FJA)
Fine & Wiley (1971); Fine & Cronshaw (1999)
Focuses on task statements
Task statements include:
What? - What gets done (the action/behaviour)
To whom or what? - The object of the action
Why? - Purpose of the action
How? - What facilitates the action?

20. Functional Job Analysis
Tasks are rated on scales reflecting varying degrees of involvement with Things, Data, and People as well as math, language, etc. requirements
Each scale is arranged hierarchically
E.g., ranging from low to high degree of involvement & complexity
Level would be reflected in HRM systems – recruitment, selection, compensation, etc.
Data – Extent to which cognitive resources are needed to handle info, facts, ideas
People – extent to which interpersonal resources are needed
Things – Extent to which physical resources are needed (strength, speed etc)

21. In Class Exercise Facebook web page developer/ Tim Hortons employee
Describe Job
Job Summary (purpose of the job)
Tasks, Duties
Other
Human characteristics
Performance standards
(Refer to pp for examples)

22. Software Engineer, Products
Interested in creating great products that more than 175 million people use? Build new features and improve existing products like Photos, NewsFeed, Mobile and Inbox? Want to solve large scale, highly complex technical problems? Facebook is seeking an experienced Software Engineer to join the Product team. The position is full-time and is based in our main office in downtown Palo Alto, CA. There are minimal travel requirements for this position. This position will help build the next-generation system behind Facebook's products, create web applications that reach millions of people, and build high volume servers.
Responsibilities
Create web applications using primarily PHP
Implement web interfaces using XHTML, CSS, and Javascript
Work closely with our product and design teams to define feature specifications
Work closely with operations and infrastructure to build and scale back-end services
Build report interfaces and data feeds
Requirements
B.S. or M.S. Computer Science or related field
Knowledge of perl or PHP or python
Knowledge of relational databases and SQL, preferably MySQL and Oracle
Knowledge of web techologies: XHTML, Javascript
Experience with C, C++ a plus

23. Critical Incident Technique
Developed by Flanagan (1949; 1954)
Aviation Psychology Program of US Air Force during WWII
Problems – failures in bombing runs, aircraft crashes, pilot disorientation in flight
CIT developed to identify causes of problems and develop selection standards for aviation personnel
Identifies behaviours that are:
critical – for success or failure on the job
observable

24. Writing Critical Incidents
Critical Incidents include 3 parts:
Context
What is the background? In what situation did the incident occur?
Behaviour
Exactly what did the individual do that was effective or ineffective?
Consequences
What happened as a result of the behaviour?
Want to ensure that consequences are directly linked to the behavior

25. Developing Critical Incidents
Interview with people familiar with the job
E.g., supervisors, subordinates, customers
Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job
Incident context – What led up to the incident (background)? What was the situation?
Behaviour – What exactly did the person do that was effective / ineffective?
Consequence - What was the outcome of the behaviour?

26. Using Critical Incidents
Many critical incidents are collected
Incidents need to be “content analyzed”
Sorted into common “themes” or behaviours that reflect underlying dimensions of job performance
Once the incidents have been sorted into groups, analysts must infer the nature of performance dimensions
Would infer KSAOs as well – for selection

27. Example Critical Incidents
“My young son was flying alone from Halifax, NS to Vancouver, BC with a connecting flight in Calgary, and was to be assisted by a flight attendant for the entire journey. At the Calgary airport, she left him alone with no one to escort him to his connecting flight. He was scared by the experience and nearly missed his flight”.
“I was on a flight to Toronto with my children. During the flight, my 4-year old son became airsick. The flight attendant was very attentive, asked how he was feeling, helped to calm him down and cared for him. It made a stressful situation much more manageable”.

28. Example Critical Incidents
These incidents could be grouped together because they relate to the performance dimension “Employee responsiveness to customer needs”
Specific behaviours may be derived from incidents for performance appraisal
KSAOs for selection – e.g., empathy

29. In-Class Exercise: Critical Incident Technique
Think about instructors/coworkers you have had over the last 12 months:
Without telling me the name, think of someone who has been (in)effective in their role.
Think of a specific incident that you saw occur that made you think they were (in)effective
What were the circumstances surrounding the incident? What was the situation?
What exactly did they do that was (in)effective?
Make sure you are describing observable behaviour
What were the consequences of the behaviour? Were the consequences due to the person’s behaviour?

30. Steps in Job Analysis Process
Phase 3: Uses of JA information
Job
Descriptions
Job
Specifications
Job Analysis
Information
Job
Design
Job
Performance
Standards

31. Steps in Job Analysis Process
Phase 3: Uses of JA information
Job descriptions—Task requirements
Statement that explains duties working conditions, etc. of a job
Job specifications—Person requirements
Statement of what a job demands of the incumbent
E.g., knowledge, skills, abilities (KSAs) and other characteristics required to perform job

32. Steps in Job Analysis Process
Phase 3: Uses of JA information
Performance standards
What is expected of workers
JA may provide performance standards for job
Job Design
Identify job duties, characteristics, and competences
Consider technology, workforce, organization character and environment
All of these uses form foundation for various HRM systems

33. Competency-Based JA Alternative to traditional job analysis
Competencies
Many different definitions exist
Any knowledge, skills, trait, motive, attitude, value, or other personal characteristic that is essential to perform the job and that contributes to superior performance and organizational success

34. Competency Architecture
Core Competencies
Apply to all jobs in the organization
Support organization’s mission
E.g., trust, communication, team orientation, adaptability
Functional Competencies
Apply to a group of similar jobs
E.g., customer service orientation
Job-Specific Competencies
Apply to all employees in the same job
E.g., ability to operate cash register

35. Developing Competency Framework
Methodologies vary
No accepted, standardized approach
Usually involves:
Interviews, questionnaires, observation
With job incumbents, supervisors, etc.
Org-level competencies often set by senior mgmt
Similar to JA procedures
But not standardized like some JA methods
Legal defensibility will depend on methodological rigour of the approach used

36. Why / When use Competency Models?
Describe job requirements in ways that extend beyond the job itself
More future-oriented, more organization-focused
Describe and measure an organization’s workforce in more general and comparable terms
Increase flexibility in staffing and job assignments

37. Competency Model – Real Example
Anheuser-Busch InBev (shhhhh!)
Value/Mission
Competitive Advantage through People
After focus groups and interviews, identified 2 competency groupings
Competencies needed by all employees – however, behavioural descriptors differ by job role
(“borrowed” from internal corporate document) 37

39. Typical Job Analysis Read any info available re: job
training manuals
job descriptions
equipment manuals
Interview middle managers
pick up lingo
understand job importance acc. to management
get feel for job
develop questions for later interviews

40. Typical Job Analysis cont.
Observe 3 or 4 people doing job
Schedule interviews with incumbents and supervisors
Distribute questionnaires/inventories re: job duties
Combine/compile info (most imp.)
must summarize using all info.
no standard procedure; uses creativity

41. HR Planning

42. Human Resource Planning
HR Planning involves systematically forecasting an organization’s future demand for and supply of employees and matches supply with demand
Having the right people in the right places at the right times
Involves
Forecasting demand
Forecasting supply
Addressing labour shortages and surpluses

43. HR Demand & Supply What factors influence demand for labour?
What factors must organizations consider when determining their future labour needs?
What factors influence supply of labour?
What factors must organizations consider to determine future labour availability?

44. HR Demand & Supply Forecasting Demand Forecasting Supply External
Socio-political factors
Economic, Technological
Competition
Organizational
Organizational strategy
Budgets, Sales forecasts
New ventures, org’l/job design
Workforce
Retirements, resignations, terminations, leaves of absence
Forecasting Supply
External
Labour market analysis
Community attitudes
Demographic trends
Internal
HR audit / Current employee KSAs
Succession planning, replacement charts
Management inventories

45. Forecasting Techniques used to Predict HR Demand
Forecasting Methods
Expert
Informal and instant decisions
Formal expert survey
Delphi technique
Trend
Projection
Extrapolation
Indexation
Statistical analysis
Other
Budget and planning analysis
New-venture analysis
Computer models

46. Current State
Tight Labour Market
Loose Labour Market

47. Strategies to Match Supply and Demand for HR
Strategies for a Loose Labour Market (Oversupply)
- hiring freeze
- job sharing/job splitting
- internal transfers
- layoffs, terminations, outplacements
- leave without pay
- loaning or flexforce

48. Matching Strategies cont…
Strategies for a Tight Labour Market (Shortage)
- overtime
- PT, contingent, contract workers
- temporary employment agencies
- employee leasing
- transfers
- hiring FT workers

49. Emerging Work Options & Arrangements
Shorter work week
Flextime
Flexiplace
Telecommuting
Virtual organizations

50. Strategic Issues re: HR Planning
Must know organization’s short- and long-term strategic goals
Different organizational strategies require different human resource plans
Ensures strategy can be executed successfully
Human resource planning facilitates proactive response to environmental challenges
Organizational and HR plans need to be aligned
Provides basis for timely and effective recruitment and selection…

51. Questions / Comments ?