JOB ANALYSIS AND WORKFORCE FLEXIBILITY

1. JOB ANALYSIS AND WORKFORCE FLEXIBILITY

2. Chapter Objectives 1. Defining job analysis. 2. Purposes of job analysis. 3. Job analysis process. 4. Flexible jobs/workforce.

3. 1. What is job analysis? The documentation of the major responsibilities, duties, and tasks of a job, as well as the kinds of knowledge, skills, and abilities needed to perform the job.

4. 1. What is job analysis? • Job Analysis: the process of collecting & analyzing information about jobs to write: • Job Description: a document that identifies the tasks & duties performed by a job • Job Specification: a document that identifies the qualifications required by a job • Most organizations combine the Job Description & the Job Specification into a single document for each job • Usually simply called a “Job Description”

5. Goal: Match Person & Job Need information about the Person & about the Job

6. Defining “responsibilities”, “duties”, and “tasks”. (See text, p. 61.) • Responsibility The major groupings of activities (i.e., duties) performed in a job. • Duty Clusters of specific actions (i.e., tasks) with a common purpose used to carryout each major responsibility. • Task A specific action taken for a specific purpose.

7. EXAMPLE: “Sales Manager” I. RESPONSIBILITIES • Planning sales campaigns. • Assisting in recruiting and hiring sales staff. • Training sales staff. • Supervising sales staff. • Developing pricing and discounting policies. • Directing and assisting in customer service.

8. I. RESPONSIBIITIES - “Training Sales Staff” II. DUTIES • Researching sales literature. • Developing training curriculum. • Selecting training methods (manuals, power points, computer software, etc.) • Obtaining equipment, materials, facility, etc. • Scheduling training programs. • Assessing trainee learning.

9. I. RESPONSIBIITIES - “Training Sales Staff” II. DUTIES - “Researching Sales Literature” III. TASKS • Searching on Internet for sales training. • Reviewing sales training magazines and books. • Reviewing product literature. • Reviewing customer brochures, etc. • Contacting training consultants. • Contacting other companies for “benchmarking”.

10. COMPENSATION B. Purposes RECRUITING SELECTION JOB ANALYSIS TRAINING CAREER PLANNING PERFORMANCE APPRAISAL

11. Purposes Illustrated(Legal, Staffing, & Appraisal) • Legal Compliance Specifying required duties to properly classify jobs into Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938.

12. Purposes Illustrated(Legal, Staffing, & Appraisal) • Legal Compliance Specifying required duties to properly classify jobs into Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938. • Recruiting Constructing accurate and detailed job advertisements in order to attract qualified and truly interested applicants for further screening.

13. Purposes Illustrated(Legal, Staffing, & Appraisal) • Legal Compliance Specifying required duties to properly classify jobs into Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938. • Recruiting Constructing accurate and detailed job advertisements in order to attract qualified and truly interested applicants for further screening. • Selection Choosing tests that measure the kinds of KSAs identified in a job analysis for a specific job.

14. Purposes Illustrated(Legal, Staffing, & Appraisal) • Legal Compliance Specifying required duties to properly classify jobs into Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938. • Recruiting Constructing accurate and detailed job advertisements in order to attract qualified and truly interested applicants for further screening. • Selection Choosing tests that measure the kinds of KSAs identified in a job analysis for a specific job. • Performance Appraisal Using job analysis to identify the relevant performance targets used in annual employee appraisals.

15. Purposes Illustrated(Training, Career Development, & Compensation) • Training Developing training programs that cover the kinds of tasks and skills needed for a specific job.

16. Purposes Illustrated(Training, Career Development, & Compensation) • Training Developing training programs that cover the kinds of tasks and skills needed for a specific job. • Career Development Specifying career paths comprised of sequences of jobs with specific duties and KSAs.

17. Purposes Illustrated(Training, Career Development, & Compensation) • Training Developing training programs that cover the kinds of tasks and skills needed for a specific job. • Career Development Specifying career paths comprised of sequences of jobs with specific duties and KSAs. • Compensation Evaluating job duties and KSAs to determine the worth or “value added” of different jobs for setting equitable wages and salaries.

18. 3. Job Analysis Process 1. Who does the job analysis? 2. What methods are used to collect the information? 3. Using a qualitative versus quantitative approach. 4. Job descriptions.

19. 1. Who does the job analysis? • HR staff or outside consultants guide the job analysis process, including (a) questionnaire design, (b) collecting the information, and (c) documenting information. • Employees who perform the jobs and their supervisors provide the information and are often referred to as “Subject Matter Experts” (SMEs).

20. Observation – Direct Observation of incumbents performing their jobs enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed. Good for (a) simple jobs that are not too complicated and (b) jobs that involve physical manipulation of tools, equipment, etc. (c) observable involving . The analyst may meet with a group of workers or incumbents.For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc). Jobs in which the Observation method is successful include: - Machine Operator/Adjuster - Construction Worker - Police Officer/Patrol Officer - Flight Attendant - Bus Driver - Housekeeper/Janitor - Skilled Crafts Worker 2. What methods are used to collect the job information?

21. b. Interview method to collect a variety of information from an incumbent by asking the incumbent to describe the tasks and duties performed. Good when (a) job duties take place over different periods of time (impractical to observe) and (b) jobs are complex and require detailed explanations by the SMEs. c. Employee Diary – The job incumbent records activities and tasks in a log as they are performed. Good when (a) job duties take place over different periods of time and (b) it is difficult to schedule interviews with employees. 2. What methods are used to collect job information?

22. Questionnaire – Good for (a) insuring uniformity of the information collected for different jobs and (b) insuring completeness of the information gathered. 2. What methods are used to collect job information?

23. 3. Should a qualitative or quantitative approach be used? 1. Open Ended Questionnaires. • The open-ended questionnaire asks the job incumbent to describe the work in his or her own words. • Provides full and detailed information needed to construct Job Descriptions. 2. Quantitative Questionnaires. • Provide scores for jobs on a set of work-skill characteristics .

24. Examples of Quantitative Questionnaires • Task Checklist or Inventory - Used when there are a large number of employees in a given job distributed many geographical locations. - Goal is to determine the typical duties and tasks being performed for (a) developing a generic job description and/or (b) placing jobs into a classification system based on the employee task ratings .

25. Examples of Quantitative Questionnaires • Functional Job Analysis (FJA) - Used by the Office of Personnel Management in the federal government to score jobs and place them into job families for testing and training decisions. - The FJA measures three primary characteristics of work – People, Data, and Things.

26. Examples of Quantitative Questionnaires • Position Analysis Questionnaire (PAQ) – See Figure 2.4 Used to score jobs and group them into job families for testing, training, compensation, and legal decisions – such as classification of jobs into Exempt and Non-Exempt categories under the Fair Labor Standards Act of 1938.

27. 1. Identifying Information Title/Department Location Supervisor Date completed Who provided information Who reviewed Proper signatures 2. Job Summary Brief description of major responsibilities and their purpose within the work flow and department. 3. Responsibilities, Duties, and Tasks Detailed description of the major responsibilities, duties, and tasks of the job. 4. Job Specifications a. List of KSAs. b. List of qualifications that include education, training, and experience. c. Special credentials such as licenses, certification, etc. 4. What is included in a Job Description?

28. 4. Flexible Workforce 1. Temporary – Used to (a) fill-in for workers while on leave and (b) try out employees for permanent jobs. 2. Part Time – Used to (a) perform excess or specialized work and (b) lower overall compensation costs. 3. Subcontracting/Outsourcing – Used to (a) lower operating costs and (b) obtain specialized expertise and services. 4. Consultants/Contract Workers – Used for (a) one-time projects and (b) obtaining specialized expertise.