JOB ANALYSIS PLANNING

1. JOB ANALYSIS PLANNING • METHOD SELECTION • OBTAINING ACCEPTANCE

2. METHOD SELECTION • PROBLEM MANY METHODS MANY HR FUNCTIONS • NO THEORY TO GUIDE • APPLICATION GUIDES SELECTION

3. JOB DESCRIPTIONAND SPECIFICATION • MATCH WITH WORK-ORIENTED JA JOB CONTEXT TRAIT REQUIREMENTS USE OBSERVATION INTERVIEWS TASK INVENTORY

4. JOB CLASSIFICATION • FOUR APPROACHES JOB ORIENTED SYSTEMS PRODUCTS PRODUCED WORKER ORIENTED BEHAVIOURS ATTRIBUTE REQUIREMENTS KSAs, PERSONALITY, PHYSICAL JOB TITLE/TYPE OF WORK MANAGERIAL CORRESPONDENCE OF JC AND JA TYPE

5. JOB EVALUATION • RANKING JOB DESCRIPTIONS • POSITION CLASSIFICATION WORK PERF/ RESPONSIBILITY • JOB WORTH

6. JOB DESIGN • JOB FACTORING BLENDING EXISTING JOBS REQUIRES TASK BASED OBSERVATION, INTERVIEWS, ELEMENTAL (TIME & MOTION) • MANAGERIAL QUESTIONNAIRES, INTERVIEWS, DIARIES

7. PERFORMANCE APPRAISAL • PROMOTIONS, RAISES, TERMINATION BASE ON BEHAVIORS RELATIVE IMPORTANCE • USE TASK INVENTORIES OBSERVATION INTERVIEWS WRITTEN DOCUMENTATION/MANUALS CUSTOMERS TECHNICAL AND TRAINING EXPERTS • CLUSTER INTO JOB FAMILIES USE SIMILAR INSTRUMENT

8. PERSONAL REQUIREMENTS/SPECIFICATION • CONTENT VALIDATION TASK INFORMATION REQUIRED • MULTIPLE DATA SOURCES • USE EXPERT ANALYST TO GATHER DATA • LARGE SAMPLE OF RESPONDENTS • TASKS, DUTIES RATE RELATIVE IMPORTANCE • TIE KSAS TO TASKS AND DUTIES • STANDARDIZE JA PROCEDURES • ASSESS REQUIREMENT TRAINABILITY/DIFFICULTY

9. TRAINING • IDENTIFY TASKS • JOB CONTEXT TOOLS, EQUIPMENT • CRITICAL INCIDENTS USEFUL

10. WORKFORCE PLANNING • SKILLS BASED INVENTORY EMPLOYEES AND COMPETENCIES • USE SUPERVISORS, INCUMBENTS, OTHER EXPERTS, INTERVIEW, STANDARDIZED QUESTIONNAIRE

11. CONCLUSIONS • TASK SEEM MORE APPLICABLE • MEASURE TASK IMPORTANCE • USE VARIETY OF METHODS • TRAINED ANALYST HELPS • INCLUDE BOTH TASK AND WORKER-ORIENTED

12. OBTAINING AND MAINTAINING ACCEPTANCE • INITIAL ACCEPTANCE • ESTABLISH AND MAINTAIN MOMENTUM • FIRST CONTACT • JA TOOLS TO FACILITATE ACCEPTANCE • COOPERATION • COMMUNICATING JA RESULTS • APPLYING JA INFO • FINAL ACCEPTANCE

13. INITIAL ACCEPTANCE • ESTABLISH OBJECTIVES • BE SPECIFIC, REALISTIC, POSITIVE • DOCUMENT CORRECTABLE INADEQUACIES • SELECT PROJECT STAFF CREDIBLE PROFESSIONAL GOOD INTERPERSONAL SKILLS • TRAIN • INFORM STAFF

14. ESTABLISH AND MAINTAIN MOMENTUM • CHECK ORG READINESS BAD TIMES START/END QUARTER REORGANIZATION • APPEAL TO BUSINESS LOGIC RATIONALE GOOD SENSE TO HIRE BEST • DEFINE ROLES/OBJECTIVES OF ADVISORY BOUNCE IDEAS MEMOS AND DATA APPROPRIATE

15. FIRST CONTACT • TELL WHO AND WHY • INTRODUCE SELF AND ROLE • EXPLAIN REASON NEEDED INFORMATION THEY ARE BEST PERSON • OPEN HONEST CLIMATE • FOCUS IS ON JOBS NOT PEOPLE • SET REALISTIC EXPECTATIONS FOR FEEDBACK WHEN DATA AVAILABLE/FORMAT LIST OF TASKS, KSAS ETC. • ANSWER QUESTIONS

16. DEVELOPING JA TOOLS TO FACILITATE ACCEPTANCE • CONSIDER TRADEOFFS • OBTAIN FEEDBACK • MAKE PROFESSIONAL TOOLS • PROOF EVERYTHING • RELIABLE AND EFFICIENT FORMAT • SME REVIEW

17. PARTICIPANT COOPERATION IN QUESTIONNAIRE ADMINISTRATION • OBTAIN APPROVAL • INFORM MANAGERS • COVER LETTER • PREPARE MAILINGS • ESTABLISH HOTLINE • KEEP RECORDS RETURN RATE INFO REMINDERS THANK-YOU NOTES

18. COMMUNICATING JA RESULTS • PROCESS DATA IN TIMELY FASHION • WRITE FOR NON-TECHNICAL AUDIENCE • CONSIDER PACKAGING • LIKE NEWSPAPER BROAD TO DETAIL

19. APPLYING JA INFO • PRESENT USEABLE/UNDERSTANDABLE RESULTS • INVITE FEEDBACK • ADDRESS CONCERNS WHILE MAINTAINING INTEGRITY • PROVIDE INFO TO ORG DECISION-MAKERS • STONEWALLING WHAT ABOUT…? HAVE YOU CONSIDERED…? FOLLOW-UP ON ALL QUESTIONS THANK PERSON

20. FINAL ACCEPTANCE • DETERMINE RESPONSIBILITY • PROVIDE DOCUMENTATION • TRAIN • RELY ON WRITTEN OBJECTIVES • DEVELOP IMPLEMENTATION PLAN • SHOW COST-EFFECTIVENESS • RETAIN KEY PEOPLE FOR SUPPORT FUTURE PROJECTS