1. 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

2. FIGURE 4.1 Job Analysis in Perspective

3. 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

4. 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.

5. 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

6. Strategic Recruiting Stages

7. 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

8. Labor Market Components

9. 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

10. 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

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

12. 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

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

14. 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

15. Figure 4-4 Job Performance, Selection Criteria and Predictors

16. 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

17. 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”)

18. Figure 4-5 Big Five Personality Characteristics

19. 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.

20. 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.

21. 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

22. 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

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