Job Analysis Reading Pack

Transcription

1 Ashesi University Cllege FDE II Spring 16 Jb Analysis Reading Pack Article 1: Jb Analysis A jb analysis is a step-by-step specificatin f an emplyment psitin's requirements, functins, and prcedures. Just as a seed cannt blssm int a flwer unless the grund is prperly prepared, many human resurce management (HRM) practices cannt blssm int cmpetitive advantage unless grunded n an adequate jb analysis. Successful HRM practices can lead t utcmes that create cmpetitive advantage. Jb analyses, prperly perfrmed, enhance the success f these HRM practices by laying the fundatin. Jb analysis infrmatin can be applied t a variety f HRM practices. We nw take a brief lk at sme f them. 1. Establishing fair and effective hiring practices An emplyer's recruitment and selectin practices seek t identify and hire the mst suitable applicants. Jb analysis infrmatin helps emplyers achieve this aim by identifying selectin criteria, such as the knwledge, skills, and abilities (KSAs) needed t perfrm a jb successfully. A firm's managers and human resurce (HR) prfessinals can then use this infrmatin t chse r develp the apprpriate selectin devices (e.g., interview questins, tests). This apprach t selectin is legally required. An emplyer facing discriminatin charges must demnstrate t the curts that its selectin criteria are jb-related. T supprt this type f claim-relatedness, a firm must demnstrate that the challenged selectin practice was develped n the basis f jb analysis infrmatin. As ne judge nted during a discriminatin hearing, withut a jb analysis n which t base selectin practices, an emplyer "is aiming in the dark and can nly hpe t achieve jbrelatedness by blind luck." In the 1990s, the need fr firms t base selectin criteria n jb analysis infrmatin became even mre imprtant due t the passage f the Americans with Disabilities Act. This law states that emplyment decisins cncerning disabled candidates must be based n their ability t perfrm the essential functins f the jb. Fr instance, if reprt reading were an essential jb functin, then applicants whse disabilities prevented them frm reading culd be lawfully denied emplyment (assuming there was n way t accmmdate them). If, hwever, reprt reading were nt an essential functin, the inability t read culd nt lawfully serve as a basis fr denial. The determinatin f which jb functins are essential is made during a jb analysis. 2. Develping training and appraisal prgrams Firms can als use jb analysis infrmatin t assess training needs and t develp and evaluate training prgrams. Jb analyses can identify tasks a wrker must perfrm. Then, thrugh the perfrmance appraisal prcess, supervisrs can identify which tasks are being perfrmed prperly r imprperly. The supervisr can next determine whether imprperly perfrmed wrk can be crrected thrugh training. HR prfessinals als use jb analysis infrmatin t develp relevant training prgrams. The jb analysis specifies hw each jb is perfrmed, step by step, allwing HR prfessinals t Page 1 f 8

2 develp training materials t teach trainees hw t perfrm each task. T evaluate the effectiveness f a training prgram, the rganizatin must first specify training bjectives r the level f perfrmance expected f trainees when they finish the prgram. The success f a training prgram is judged n the basis f the extent t which thse perfrmance levels have been reached. Expected perfrmance levels are ften specified during a jb analysis. Infrmatin btained frm a jb analysis can be used t develp perfrmance appraisal frms. An example f a jb analysis-based frm wuld be ne that lists the jb's tasks r behaviurs and specifies the expected perfrmance level fr each. The rle f jb analysis is crucial here. Withut jb analysis infrmatin, rganizatins typically use a single, generalized frm in which all wrkers are appraised n the basis f a cmmn set f characteristics r traits that are presumed t be needed fr all jbs (e.g., cperatin, dependability, leadership). Jb analysis-based appraisal frms are superir t the generalized frms because they d a better jb f cmmunicating perfrmance expectatins and because they prvide a better basis fr giving feedback and fr making HRM decisins. Mst cmpanies base pay rates, in part, n the relative wrth r imprtance f each jb t the rganizatin. Jb wrth is typically determined by evaluating r rating jbs based n imprtant factrs such as skill level, effrt, respnsibility, and wrking cnditins. The infrmatin prvided by a jb analysis serves as the basis fr jb wrth evaluatins. Jb analysis als plays an imprtant rle in the develpment f prductivity imprvement prgrams. Varius pay-fr-perfrmance prgrams prvide rewards t emplyees wh perfrm their jbs at r abve sme desired level. Jb analysis is used t identify that level f perfrmance. 3. Remedial uses Managers must smetimes discipline emplyees fr their failure t prperly carry ut their jb respnsibilities. Fr instance, wrkers may be disciplined fr refusing t perfrm tasks that they believe are nt part f their jbs. If the respnsibilities and limits f authrity f a jb are delineated in a jb analysis, this infrmatin may be used t help reslve such prblems. Jb analysis infrmatin can als be useful frm a safety and health pint f view. While cnducting a jb analysis, an emplyer may uncver ptential dangers r hazards f a jb. The jb analysis may als identify unsafe practices, such as tasks that are perfrmed in a way that culd cause injury. Determining the type f infrmatin t be cllected A wealth f infrmatin may be gathered during a jb analysis. Jb analysis infrmatin may be divided int three categries: jb cntent, jb cntext, and wrker requirements. Jb cntent refers t wrkers' jb activities r what wrkers actually d n the jb. Jb cntext refers t the cnditins under which the wrk is perfrmed and the demands such jbs impse n the wrker. Wrker requirements refer t the wrker qualificatins needed t perfrm the jb successfully. The specific infrmatin falling within each categry is described next. Page 2 f 8

3 CONTENT: When gathering infrmatin abut tasks, the jb analyst seeks t determine what the wrker des, the purpse f the actin, and the tls, equipment, r machinery used in the prcess. The analyst may als gather additinal infrmatin abut tasks, such as their relative imprtance, the expected perfrmance levels, and the type f training needed by a new wrker t perfrm tasks satisfactrily. Jb cntent can be described in a number f ways, depending n hw specific ne wants (r needs) t be. The different types f jb cntent infrmatin are described in Exhibit 1. CONTEXT: Jb cntext refers t the cnditins under which wrk is perfrmed and the demands such wrk impses n emplyees. Specific types f jb cntext infrmatin typically identified during a jb analysis include reprting relatinships, supervisin received, judgment, authrity, persnal cntacts, wrking cnditins, and the physical and mental demands n the wrker. REQUIREMENTS: Wrker requirements refer t the knwledge, skill, ability, persnal characteristics, and credentials needed fr effective jb perfrmance. These terms are defined as: Knwledge - the bdy f infrmatin ne needs t perfrm the jb. Skill - the capability t perfrm a learned mtr task, such as frklift perating skills and wrd-prcessing skills. Ability - the capability needed t perfrm a nn-mtr task, such as cmmunicatin abilities, mathematical abilities, and reasning r prblemslving abilities. Persnal characteristics - an individual's traits (e.g., tact, assertiveness, cncern fr thers, bjectivity, wrk ethic) r their willingness/ability t adapt t the circumstances in the envirnment (e.g., ability t withstand bredm, willingness t wrk vertime, willingness t treat thers crdially). Credentials - prf r dcumentatin that an individual pssesses certain cmpetencies, such as diplmas, certificatins, and licenses. The sheer amunt f infrmatin that can be uncvered during a jb analysis may be verwhelming, but it is usually unnecessary t gather all pssible data. The purpse r intended use f the jb analysis dictates the particular infrmatin t be gathered. Therefre, the analyst must decide hw the jb analysis will be used befre deciding what infrmatin t seek. Fr instance, if a jb analysis were t be used t develp a technical training prgram fr new emplyees, the analyst shuld fcus n infrmatin abut subtasks (a step-by-step descriptin f hw the jb is carried ut) and the specific knwledge, skills, and abilities (KSAs) ne wuld need t d well n that jb. If the purpse were t develp a written emplyment test t assess applicants' knwledge f the jb, the analyst shuld target infrmatin abut the specific tasks f the jb and the knwledge required t perfrm each task (i.e., the facts, theries, principles, etc., ne must knw t be able t perfrm tasks satisfactrily). Page 3 f 8

4 Determining hw t cllect the infrmatin HR prfessinals ften gather jb analysis infrmatin. Hwever, because these individuals lack sufficient expertise in the jbs being analysed, they must enlist the actual jb incumbents and their supervisrs t gather and interpret the pertinent infrmatin. Jb analysis infrmatin may be gathered by interviewing these individuals, bserving them at wrk, and/r having them cmplete jb analysis questinnaires. The apprpriateness f each apprach depends, in part, n the type f infrmatin sught. Exhibit 1 The Different Types f Jb Cntent Infrmatin 1. Brad Level Functin r Duty Definitin: The majr areas f the jb-hlder's respnsibility. Example: A prfessr's functins are teaching, research, and service t the university/cmmunity. Intermediate Level 2. Task Definitin: What a wrker des when carrying ut a functin f the jb; it is an activity that results in a specific prduct r service. Example: The functin f teaching requires a prfessr t perfrm several tasks like lecturing, giving/ grading exams, and meeting with students. 3. Wrk Behaviur Definitin: An imprtant activity that is nt task specific; such behaviur is engaged in when perfrming a variety f tasks. Example: "Cmmunicating" a prfessr engages in this behaviur when perfrming several tasks, such as lecturing and meeting with students. 4. Specific Level Subtasks Definitin: The steps carried ut in the cmpletin f a task. Example: The task f prviding lectures cnsists f several subtasks, such as reading the text and ther relevant materials, deciding n what infrmatin t cnvey, and determining hw this infrmatin can be cmmunicated in a clear and interesting manner. 5. Critical Incidents Definitin: Specific activities that distinguish effective frm ineffective jb perfrmance. Example: "The prfessr uses several examples when explaining difficult cncepts." Lawrence S. Kleiman Revised by Andrea A. Schurr Surced March Page 4 f 8

5 Article 2: Jb Analysis in Human Resurces by Surajit Sen Sharma Human resurces persnnel need t be prepared t mdify jb specificatins and jb descriptins n an everyday basis. T achieve rganizatinal success, it is crucial t identify and determine the jbs that the rganizatin needs perfrmed in rder t reach its strategic gals. Jb analysis is therefre a vital functin f human resurces. What is jb analysis? Jb analysis may be defined as a methdical prcess f cllecting infrmatin n the functinally relevant aspects f a jb. Jb analysis tells the human resurces persnnel: the time it takes t cmplete relevant tasks the tasks that are gruped tgether under a single jb psitin the ways t design r structure a jb fr maximizing emplyee perfrmance the emplyee behaviural pattern assciated with perfrmance f the jb the traits and attributes f a prper candidate fr the jb the ways the data can be used t develp human resurce management What is the need fr jb analysis? Three majr factrs create the need fr jb analysis: statutry cncerns, such as equal emplyment pprtunity; respnses t business cmpetitin recruiting and retaining talent; and technlgical changes that create new jbs and render thers bslete. What are the uses f jb analysis infrmatin? Jb analysis infrmatin is used in human resurces n a regular basis t define: Jb descriptin: A jb descriptin gives an accunt f the wrk and duties assciated with a particular jb. It describes the way the jb is perfrmed currently. Mst jb descriptins cntain the fllwing infrmatin: the jb name summary descriptin f the jb a list f duties fr the jb a list f rganizatinal respnsibilities related t the jb Jb specificatins: Jb specificatins define the characteristics f the activities assciated with the jb and given in the jb descriptin. They describe the skill sets and qualificatins that a candidate fr the jb shuld pssess. Jb classificatin: Jb classificatin grups similar jbs int classes and families. This simplifies the verview fr managers and is essential fr streamlined functining f an rganizatin. Jb evaluatin: Jb evaluatin invlves finding ut the mnetary wrth f a jb and helps t set up equitable pay structures. Jb design: Jb design integrates emplyee needs with prductivity needs t maximize wrker efficiency. The cnclusins draw frm this data will ften be: Identifying training needs f persnnel Creating recruitment strategies Page 5 f 8

6 Making perfrmance reviews Withut prper jb analysis by the human resurces department, it is difficult fr any rganizatin t remain cmpetitive and be able t attract and retain talent. Surced March /Jb-Analysis-in-Human-Resurces/&gws_rd=cr&ei=FNveVu6KMcfSOtbygtAF Article 3: Hw t Write a Jb Analysis and Descriptin Make sure yu knw what yu're lking fr in an emplyee befre yu actually start lking. Use these guidelines t help. The emplyees yu hire can make r break yur business. While yu may be tempted t hire the first persn wh walks in the dr -- "just t get it ver with" -- ding s can be a fatal errr. A small cmpany cannt affrd t carry deadwd n staff; s start smart by taking time t figure ut yur staffing needs befre yu even begin lking fr jb candidates. Jb Analysis Begin by understanding the requirements f the jb being filled. What kind f persnality, experience and educatin are needed? T determine these attributes, sit dwn and d a jb analysis cvering the fllwing areas: The mental/physical tasks invlved (ranging frm judging, planning and managing t cleaning, lifting and welding) Hw the jb will be dne (the methds and equipment t be used) The reasn the jb exists (including an explanatin f jb gals and hw they relate t ther psitins in the cmpany) The qualificatins needed (training, knwledge, skills and persnality traits) If yu're having truble, ne gd way t get infrmatin fr a jb analysis is t talk t emplyees and supervisrs at ther cmpanies that have similar psitins. Jb Descriptin & Specificatin Use the jb analysis t write a jb descriptin and a jb specificatin. Drawing frm these cncepts, yu can then create yur recruitment materials, such as a classified ad. The jb descriptin is basically an utline f hw the jb fits int the cmpany. It shuld pint ut in brad terms the jb's gals, respnsibilities and duties. First, write dwn the jb title and whm that persn will reprt t. Next, develp a jb statement r summary describing the psitin's majr and minr duties. Finally, define hw the jb relates t ther psitins in the cmpany. Which are subrdinate and which are f equal respnsibility and authrity? Page 6 f 8

7 Fr a ne-persn business hiring its first emplyee, these steps may seem unnecessary, but remember, yu are laying the fundatins fr yur persnnel plicy, which will be essential as yur cmpany grws. Keeping detailed recrds frm the time yu hire yur first emplyee will make things a lt easier when yu hire yur 50th. The jb specificatin describes the persnal requirements yu expect frm the emplyee. Like the jb descriptin, it includes the jb title, whm the persn reprts t, and a summary f the psitin. Hwever, it als lists any educatinal requirements, desired experience and specialized skills r knwledge required. Include salary range and benefits. Finish by listing any physical r ther special requirements assciated with the jb, as well as any ccupatinal hazards. Writing the jb descriptin and jb specificatins will als help yu determine whether yu need a part- r full-time emplyee, whether the persn shuld be permanent r temprary, and whether yu culd use an independent cntractr t fill the psitin. Surced March Article 4: Jb Analysis: Hw d I cnduct a jb analysis t ensure the jb descriptin actually matches the duties perfrmed by the emplyee in the jb? Jb descriptins are used fr a variety f reasns. They are a tl fr recruiting, determining salary ranges and levels r grades, establishing jb titles, creating emplyee s jb gals and bjectives, and cnducting perfrmance reviews. They can als be used fr career planning, creating reasnable accmmdatins and meeting legal requirements fr cmpliance purpses. Because f this, it is very imprtant t have written jb descriptins that accurately reflect the emplyees current jb duties and respnsibilities. Emplyers shuld audit their jb descriptins every few years, usually in cnjunctin with a cmpensatin study and whenever the rganizatin s purpse, missin r structure changes. One way t audit r create jb descriptins is t cnduct a jb analysis. Jb analysis is the prcess f gathering, examining and interpreting data abut the jb s tasks and respnsibilities. It generally includes tracking an emplyee s duties and the duratin f each task, bserving the emplyee perfrming his r her jb, interviewing the emplyee, managers and thers wh interact with the emplyee, and cmparing the jb t ther jbs in the same department and jb grade r jb family. An imprtant cncept in jb analysis is that it is an evaluatin f the jb, nt the persn ding the jb. The final prduct frm a jb analysis includes a thrugh understanding f the essential functins f the jb, a list f all duties and respnsibilities, a percentage f time spent fr each grup f tasks, the jb s relative imprtance in cmparisn with ther jbs, the Page 7 f 8

8 knwledge, skills and abilities (KSAs) needed t perfrm the jb, and the cnditins under which the wrk is cmpleted. There are many ways t perfrm a jb analysis, but all require the cperatin f the emplyee in the psitin, his r her manager(s) and thers the emplyee must wrk clsely with while perfrming his r her jb duties. The fllwing steps will help prvide the best analysis f a particular jb: 1. Invlve emplyees by having them cmplete jb analysis frms. 2. Interview emplyees, asking them specific questins abut their jb duties and respnsibilities. 3. Obtain lg sheets frm emplyees with infrmatin abut each f their tasks and the time spent n each task fr at least ne full wrk week. 4. Cmplete desk audits where yu bserve emplyees ding their jbs at different times f the day and days f the week and track what they d and fr hw lng. 5. Interview supervisrs and managers, and ther emplyees, clients and custmers the emplyee may interact with while perfrming the jb. 6. Cmpare the jb t ther jbs in the department as well as the jb grade r jb family t shw where it falls n the pay scale. If there is mre than ne persn ding the same jb, make sure t bserve and btain feedback and infrmatin frm mre than ne persn. Yu will want t review yur findings with the emplyees wh d the jb as well as their supervisrs and managers t tweak yur findings until yu have an accurate reflectin f the jb duties and respnsibilities. Surced March Page 8 f 8