1. Job Description – Job Analysis MANA 4328 Dennis C. Veit dveit@uta.edu

2. How many people do we need?  Product Demand X Labor Productivity  Turnover Where are they coming from?  Internal Labor Market  Existing employees  External Labor Market  Potential employees HR Staffing and Analysis

3. Forecasting Labor Requirements  Total labor requirements  Productivity and FTE employees  Scheduling and shifts  High volume / traffic times  Internal Labor Market An internal survey of Houston Police Department officers eligible for retirement in 2010 found that 534 plan to leave that year - a 300% increase over recent years that translates into 1 in 10 officers.  External Labor Market  CVS disclosed in its annual report that it was forced to cut pharmacy hours in 2010 due to lack to qualified pharmacists.

4. Forecasting Labor Requirements How many pilots to we need? Commercial air travel has grown 8 percent in the past five years, from 683 million passengers per year in 2010 to 740 million in 2012, and the FAA expects that number to jump to 1.2 billion passengers by 2020. What determines supply of pilots?  Training pipeline for new pilots  Retirements (mandatory retirement at age 60)  After 9/11, many of the 10,000 pilots who were furloughed opted to take early-retirement packages, change professions or sought jobs with international carriers. What is driving the shortage of pilots?  Competition from overseas carriers  Competition from U.S. carriers  U.S. military needs

5. Trend Analysis of HR Demand 1997$2,35114.33164 1998$2,61311.12235 1999$2,9358.34352 2000$3,30610.02330 2001$3,61311.12325 2002$3,74811.12337 2003$3,88012.52310 2004*$4,09512.52327 2005*$4,28312.52342 2006*$4,44612.52355 BUSINESS  LABOR = HUMAN RESOURCES FACTORPRODUCTIVITYDEMAND YEAR (SALES IN THOUSANDS)(SALES/EMPLOYEE)(NUMBER OF EMPLOYEES) *Projected figures

6. Forecasting Supply of Employees  Markov Analysis  Skill Inventories  Replacement Charts  Succession Planning

7. Markov Analysis for a Retail Company

8. Replacement Charts

9. “Vacancy Factor” Calculation to help Indicate how many persons it takes to fill a position for a single shift, taking into account vacation, sick leave, training days, and other types of leave. 1. Total the number of days-off for all dispatchers including days off per week, vacation, sick time, training days etc. 2. Divide the total by the number of employees to obtain an individual average days-off per employee. 3. Subtract the above figure from 365 (days in a year) to estimate the average "days-on” per employee. 4. Divide 365 by the above number to obtain the vacancy or factor. 911 call centers average between 1.4 to 1.7.

10. Job Analysis  Systematic process for collecting information on the important work-related aspects of a job. Job Analysis is the systematic process of determining the skills, duties, and knowledge required for performing the job in any company 1. Work activities – what the worker does, how and why these activities are conducted. 2. Tools and equipment used in performing work activities. 3. Context of the work environment, such as work schedule or working conditions. 4. Requirements for performing the job – KSA’s.

11. KSA’s Defined --First method  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.

12. KSA’s 1. Differ in their weight or contribution to task performance -- (Don’t want to be misunderstood) 2. Should be judged on two points:  What will be he specific attribute(s) on which importance is judged?  Will the measurement of each attribute be categorical (required-preferred) or continuous (on a 1 – 5 rating scale).

13. 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.

14. KSA’s - Do we use or not? A – Importance to task performance 1. minimal importance 2. Some importance 3. Average importance 4. Considerable importance 5. Extensive importance B. – Should the KSA be assessed during recruitment/selection? ____Yes ____ No C. – Is the KSA required, preferred, or not required for: ____ Required ____Preferred ____ Not required www.Onetcenter.orgwww.Onetcenter.org O*NET

15. Job Analysis Methods 1. Gather job information 2. Analyze job information 3. Validate job information Survey job incumbents Managers Subject Matter Experts (SME’s)

16. Job Analysis Methods 1. Gather job information  Job documents  Interviews: Critical Incident Technique  Questionnaires: PAQ ( Position Analysis Questionnaire) – Most popular specific job analysis method. Functional Job Analysis Position Analysis Questionnaire Task Inventory Analysis (KSA matrix)  Observation: Motion studies  Diaries: Time studies

17. Job Analysis Methods & Sources 2. Analyze job information  Create task statements Action verbs Concise summary  Create KSA’s or job qualifications 3. Sources to be used:  Job Analyst (being neither manager nor incumbent)  Job Incumbent – familiarity with tasks/KSAs/Content

18. Job Analysis Methods Why are PAQs such an advantage in a job analysis?  They are standardized in content and format, thus yield a standardized method of information gathering  Can obtain considerable information from large numbers of people  Economical to administer and score  Are completed anonymously completed

19. 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?

20. Competency Models -- Second Method  “Core Competencies” for sustainable competitive advantage.  More general, broader descriptions that cut across many categories of jobs.  Integrated with selection, training, and performance management. Competencies  Behavioral indicators  Validation

21. Competency Models  Why use competency models?  Why avoid competency models?  Let’s see…….

22. Competency Models  Why use competency models?  Flexibility  Integration  Cultural fit  Why avoid competency models?  Vague  Less defensible

23. II. Succeeding Through People Valuing people: Demonstrates respect for others regardless of personal background. Commitment to Development: Develop own and others’ capabilities to better meet organizational needs. Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships. Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions. Influence: Uses appropriate methods to motivate others. Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

24. I. Achieving Competitiveness Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner. Business Focus: Strategically monitors business performance and environment to enhance competitive position. Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions. Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other. Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans. Systems Thinking: Improves and integrates business process to meet organizational strategic goals. Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

25. WHY DO PEOPLE LEAVE!  Desirability of Leaving:  Job “Dis” Satisfaction  Shock in new job (Cultural difference)  “Lack of” Career progression  Ethical questions??  Lack of Intrinsic or extrinsic rewards  Labor Market:  Labor market conditions  Human Capital (education and training  Job Offers

26. Analyzing Turnover:  Diagnosing retention problems:  Active: Employee surveys  Active Exit Interviews  Passive: Research and HRIS Data mining  HOW MUCH IS TOO MUCH TURNOVER?  Depends on the Organization  Depends on the position