Job Analysis

1. Ranjana Dureja (LJMBA)

2. Ranjana Dureja (LJMBA)

3. Job Analysis • The Procedure of determining the Duties and Skillsrequirement of the job and the kind of personshould be hired for this. • A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. • Job Analysis Procedure information is used for writing Job Description and Job Specification. • Incumbent who is the holder of an office, or one that occupies a particular position. Ranjana Dureja (LJMBA)

4. What Aspects of a Job Are Analyzed? Job Analysis should collect information on the following areas: • Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. • Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. • Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. • Relationships Supervision given and received. Relationships with internal or external people. • Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job. Ranjana Dureja (LJMBA)

5. Uses of Job Analysis Good personnel management demands both the employee and the employer to have a clear understanding of the duties and responsibilities to be performed on a job. Job analysis helps in this understanding by drawing attention to a unit of work and its linkage with other units of work. • Human resource planning: Job analysis helps in forecasting human resource requirements in terms of knowledge and skills. It facilitates the formulation of a systematic promotion and transfer policy • Recruitment: Job analysis is used to find out how and when to hire people for future job openings. An understanding of the skills needed and the positions that are vacant in future helps managers to plan and hire people in a systematic way. For example, a company might be traditionally hiring MBA students for equity research. A recent job analysis showed that the positions could be filled by graduates with an analytical mind. Now, this would help the company hire equity analysts from a greater number of available graduates by offering even a slightly lesser salary. Ranjana Dureja (LJMBA)

6. Selection: Without a proper understanding of what is to be done on a job, it is not possible to select a right person. • Placement and orientation: After selecting people, we have to place them on job best suited to their interests, activities and aptitude. • Employee safety: A thorough job analysis reveals unsafe conditions associated with a job. By studying how the various operations are taken up in a job, managers can find unsafe practices. This helps in rectifying things easily. • Performance appraisal & remuneration : By comparing what an employee is supposed to be doing (based on job analysis) to what the individual has actually done, the worth of that person can be assessed. Ultimately, every organization has to pay a fair remuneration to people based on their performance. To achieve this, it is necessary to compare what individuals should do (as per performance standards) with what they have actually done (as per job analysis). Ranjana Dureja (LJMBA)

7. Job design and redesign: Once the jobs are understood properly, it is easy to locate weak spots and undertake remedial steps. We can eliminate unnecessary movements, simplify certain steps and improve the existing ones through continuous monitoring. In short, we can redesign jobs to match the mental make-up of employees. • Job evaluation: Job analysis helps in finding the relative worth of a job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed, etc. This, in turn, assists in designing proper wage policies, with internal pay equity between jobs Ranjana Dureja (LJMBA)

8. Collection of Back ground information -Organizational Charts -Class Specification -Work Flow Charts Deciding the use of job Analysis Information -Procurement -Development -Compensation -Integration -Maintenance Selecting the Representative jobs-No of Jobs to be analyzed -Priorities of deferent jobs Steps in Job Analysis/ Process of Job Analysis • Techniques of Data Collection • Direct Observation • - Interview • -Questionnaire • Post Record • -Critical Incidence Job description & Job Specification Collection of Job Information Ranjana Dureja (LJMBA)

9. Steps in Job Analysis -Decide how will you use the information, This will determine the data you collected -Review the relevant background information such as organizational charts, Process charts and job descriptions. Organizational Charts :- A chart that shows the organizational wide distribution of work, with titles of each positions and interconnecting lines which shows who report to and communicate to whom. Work Flowchart :- Work flowchart that shows the flow of input to an output from a particular job. Ranjana Dureja (LJMBA)

10. Ranjana Dureja (LJMBA)

11. Select Representative positions • Actual analyzing the job – By collecting the data on the job activity , required employee behavior , working conditions , human traits and ability needed to perform the job. • Verify the job analysis information with the workers performing the job with his/ her immediate supervisor. • Develop job Description & Job Specification. Ranjana Dureja (LJMBA)

12. Method of collecting Job Analysis Information • Job Performance :- Under this method the job analyst actually perform the job under study to obtain first hand experience of actual task, physical and social demand of actual job. • Interview :- The analyst personally interviewed the employee , his supervisor and the other concerned person and record the answer of the relevant questions .The interviewer used the standardized interview schedule and ask job related questions in the interview Ranjana Dureja (LJMBA)

13. Questionnaire :- In this method properly drafted questions are sent out to the jobholder to describe job related duties and responsibilities. • Observation :- In this analyst directly observe the worker or the group engaged in doing the job . The task performed , where activities are carried out , Working conditions , Hazards involve , are observed during complete work cycle. This method is appropriate for job involve manual/Physical standardized and short job cycle activities. • Dairy Log :- In this method job holder daily record the duty performed making the time at which each task is started and finished . The record so maintained provides the information about the job. But this method gone high-tech , like some organization provide pocket dictating machines , pagers , then at random times during the day , they page the worker who dictates what they are doing at time. Ranjana Dureja (LJMBA)

14. Specimen of JOB ANALYSIS FORM (Interview) PARTICIPANT ____________________________________ JOB TRAINER COMPANY CO. PH.ONE _________________________________________ ADDRESS __________________________________________ CONTACT____________________________________________ DATE JOB BEGINS __________________________________ SITE _________________________________________________ JOB TITLE Immediate supervisor PROJECT YEAR _____________________________________ JOB DETAILS: _____________________________________________________________________________________________________________________________________________________________________ Ranjana Dureja (LJMBA)

15. RATE OF PAY: ____ HOURS PER WEEK: __________ WORK DAYS: -------------- BENEFITS: ---------------- HOLIDAYS/LEAVE TIME: _____________________ BREAKS/LUNCH: ___________________________ WORK HOURS EACH DAY: ____________________ OVERTIME/WEEKEND: _____________________ ATTACH JOB SUMMARY ON SEPARATE SHEET I.THE WAY IN WHICH THE JOB TASKS ARE TYPICALLY PERFORMED: A.Method:The facilitator should observe the manner in which typical employees in the setting perform each job. This is accomplished by assuming an unobtrusive observation position and carefully watching the employee perform their duties. The facilitator should strive to make a "mental video tape" to be used later as a standard of correct performance and as a way to assist the supported employee to perform INnatural manner Job observedEmployee ObservedDate & Time 1. 2. 3. Ranjana Dureja (LJMBA)

16. B. Content:The employment facilitator should ask if the employer has step-by-step procedures for the job tasks observed above. If so, these procedures should serve as the initial content task analysis for each task. If not, the facilitator should write content steps, which would be appropriate for an average employee in the work site. These content steps should be presented to an appropriate decision-maker in the company for approval and refinement. Attach step-by step-procedures to this Form ,Specific Requirements Identified by Employer (Check only critical items; fully describe the extent of the demand and outline possible adaptations/accommodations it felt to be problematic for targeted employee) Ranjana Dureja (LJMBA)

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18. C. DESCRIPTION OF SPECIFIC STRATEGIES USED BY THE EMPLOYER • 1.WHO TYPICALLY PROVIDES NEW EMPLOYEES WITH TRAINING? • 2.AVAILABILITY OF COMPANY TRAINER ASSIGNED TO EMPLOYEE: • 3. AVAILABILITY OF CO‑WORKERS/SUPERVISORS AS TRAINERS • 4. DESCRIPTION OF STRATEGIES USED BY EMPLOYER: • 5. IMPORTANT RULES STRESSED BY EMPLOYER & CO-WORKERS: • 6.UNWRITTEN RULES UNIQUE TO THE SETTING: • 7.POTENTIAL FOR USE OF ADAPTATIONS, in MODIFICATIONS WORK SITE: • 8. WILLINGNESS OF CO‑WORKERS/SUPERVISORS TO PROVIDE SUPPORT AND ASSISTANCE: Ranjana Dureja (LJMBA)

19. B. SEQUENTIAL CHRONOLOGY OF TYPICAL WORK DAY: (Include all job tasks) 1.TYPE OF JOB TASK (Core, episodic, job‑related) 2. NAME OF JOB TASK ____________________ 3.HOW OFTEN PERFORMED: C.CONTENT STEPS/SKILLS, STRATEGY FOR FACILITATION Including instructional and natural cues and adaptations) D. NAME OF JOB TASK _____________________________ CONTENT STEPS/SKILLS STRATEGY FOR FACILITATION (including instructional and natural cues and adaptations) Ranjana Dureja (LJMBA)

20. THE "CULTURE" OF THE WORK SITE • 1. EMPLOYER'S CONCERN FOR QUALITY: • 2. EMPLOYER'S CONCERN NEED FOR Productivity • 3. FLEXIBILITY/RIGIDITY OBSERVED: • III. PERSONNEL: MANAGERS, SUPERVISORS, AND CO-WORKERS • A. SUPERVISORS OF EMPLOYEE • ________________________________ TITLE _____________________ • 2. ________________________________ TITLE _____________________ • B. CO-WORKERS OF EMPLOYEE • 1. _______________________________ POSITION ______________________ • 2. _______________________________ POSITION ______________________ • 3. _______________________________ POSITION ______________________ • 4. _______________________________ POSITION ______________________ • EMPLOYEE SOCIAL GROUPS AND NON-WORK ACTIVITIESLEADERS AND POTENTIAL ALLIES AMONG CO-WORKERS AND SUPERVISORS: • IV. JOB DESCRIPTION • A. SCHEDULE: • # OF DAYS OF WORK PER WEEK ­­___________________________ • DAYS: ­­___________________________ HRS_________‑ _________ • ­­ ___________________________ HRS_________‑ _________ • ­­ Ranjana Dureja (LJMBA)

21. Quantities Job Analysis Techniques :- Qualitative approaches like interview and Questioner are not always suitable, so for that we have to assign quantitative value to each job. Position Analysis Questioner and US Department of labour approach are popular quantitative method. • PAQ:- PAQ is very structured job analysis questionnaire . It contain 194 job elements , Each of which represents a basic element that may or may not play an important role Its advantage is In this method we assign Quantitative score to each job based on their decision making , skilled activity , physical activity , vehicle, equipments/ operations, and information processing characteristics, etc. Ranjana Dureja (LJMBA)

22. DOL :- It is a standardized method by which to qualitatively Rate , classify and compare different jobs. Dol method use the set of standard basic activity called Worker functions, Data People Things 0 Synthesizing 0 Mentoring 0 Setting Up 1 Coordinating 1 Negotiating 1 Precision Work 2 Analyzing 2 Instructing 2 Operating/ Controlling 3 Compiling 3 Supervising 3 Driving/ Operating 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending 6. Comparing 6 Speaking/Signaling 6 Feeding/off bearing 7 Serving 7 Handling 8 Talking instructions Helping Ranjana Dureja (LJMBA)

23. Occupational Information Network (O*NET) The O*NET system was supposedly designed to supersede the 60-year-old Dictionary of Occupational Titles. The system uses a common language and terminology to describe occupational requirements, with current information that can be accessed online or through a variety of public and private sector career and labor market information systems. includes the O*NET database and the O*NET OnLine. O*NET Database. The O*NET database is a comprehensive source of descriptors, with ratings of importance, level, and frequency or extent for more than 950 occupations that are key to our economy. The new O*NET 5.1 database represents a major milestone, adding new data collected directly from job incumbents for over 50 occupations. O*NET descriptors include: • skills • abilities • knowledge • tasks • work activities • work context • experience levels required • job interests • work values/needs .Each O*NET occupational title and code is based on the most current version (2000) of the Standard Occupational Classification System. This ensures that O*NET information links directly to other labor market information such as wage and employment statistics. Ranjana Dureja (LJMBA)

24. Job Description & Job Specification Job Description :-Job description is the functional description of what the job entails. It is descriptive in nature and define the purpose and scope of the job . It is written record of appropriate and authorized content of the job . It is a factual and organized statement describe the job in terms of its titles , location , duties , responsibilities , working conditions , hazards and relationship with other jobs . It tell us whatto be done , how to be done , and why. The main objective of the job description is to differentiate it from other jobs and set out its outer limits. There job description is an important document as it helps to identify the job and clear idea of what the job is . Ranjana Dureja (LJMBA)

25. Content of Job Description • Job Identification • Job Summary • Job Duties and Responsibilities • Working Conditions • Social Environment • Machines , tools and Equipments • Relation to other jobs • Job Specification Ranjana Dureja (LJMBA)

26. Job Identification :- Job identification included Job Title , Code number of the job , Department or division where job is located .This part of job description help to identify and designate the job . It also reveal the relationship of job with other job. Example are as follows • 1.1 Position Title: Chief Planning Officer • 1.2 Position Level: P1 • 1.3 Major Group: Planning & Research Services Group • 1.4 Sub-Group: Planning Services • 1.5 Job Code No.: 16.710.01 • 1.6 Job Location : xxx • Ministry: X Department: X Division: _____X____; Section: ____X____: Unit: ____X_____. • 1.7 Title of First Supervisor (Official title of the Supervisor): Secretary/Director General/Director Ranjana Dureja (LJMBA)

27. Job Summary :- This should be a short summary of the job which describe the content of the job in terms of activity or task performed . Example JOB SUMMARY: Clerical member of staff • Work on reception and carry out clerical duties (such as typing, checking invoices and photocopying) to support the department. Order stationery and input data. Ranjana Dureja (LJMBA)

28. Cardiff University: Example Job SummaryTITLE: Tutor / Teaching AssociateGrade: Directorate BRIEF OUTLINE: * Prepare and deliver whole or parts of modules including contributing to the assessment of students. * Deliver lectures as required (content supplied). * Undertake seminars, tutorials and group work. *Supervise student projects and carry out teaching-related administrative duties. * Teaching contributions are within a framework of an agreed programme typically overseen by an academic member of staff.REPORT TO: Head of School Ranjana Dureja (LJMBA)

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32. Job Duties and Responsibilities :- It describe the duty performed along with frequency of each major duty . Responsibility concerning custody of money, Supervision and training of staff etc are also describe in each task.Example of Major Duties for Administrative Secretary • Oversees clerical support functions; establishes work priorities, trains staff • Composes correspondence • Formats and edits brochures, reports, manuscripts, etc. • Develops and maintains complex files and databases • Researches and analyzes information and drafts reports • Keep department budget, reconciles statements, assists in budget preparation, recommends and approves purchases • Keeps calendars, arranges meetings • Makes travel arrangements and completes travel documents Ranjana Dureja (LJMBA)

33. Working Condition :- The physical environment of the job is describe in terms of heat , light , noise level, dust and fumes etc. Nature of risk (Hazards) and their possibilities and of occurrence are also given. • Social Environment :- Size of work group , inter personnel interaction require to perform the job are given . • Machines, Tools and Equipments :- The names of major machines , Equipments and material used in job are described. • Supervision :-The extend of supervision given or received or stated in terms of number of person to be supervised along with their job titles , Designations of immediate superior and subordinate may also be given. • Relation to other job :-The job immediately below and above mentioned . It provide an idea of vertical work flow and channel of promotion. It also indicate to whom the job holder will report. And who will report him. Ranjana Dureja (LJMBA)

34. Specimen of Job Description Job Title Manager, Wages & Salary administration. Code Number HR/1705 Department Human Resource Division. Job Summary * Responsible for company Wages and Salary programs. * Job Analysis, Job Evaluation, * Wage Survey and benefit Administration. Job Duties (1) Supervise job Analysis study and approves final form of description. (2) Develop, execute and monitor job evaluation procedure in cooperation with operating manager Ranjana Dureja (LJMBA)

35. Cont- Job Duties (3) Act as a chairmen of company wide job evaluation committee. (4) Conduct periodic age and Salary Survey in community and industry. (5) Administer the company’s fringe benefits recommends changes in and addition to existing benefits. Working Condition Normal Working Condition. Eight hour per Day, Five days a weak. Supervision Report to the director , Human Resource and Exercise supervision on officers in wage and Salary Department in Human Resource Division of the company. Relationship (a) With Equivalent level of management in other departments. (b) Maintain Social and official contacts with local officials Ranjana Dureja (LJMBA)

36. Sales Careers Online Job Description Title: Marketing Manager Summary : Responsible for developing and maintaining marketing strategies to meet organizational objectives. Evaluates customer research, market conditions, competitor data and implements marketing plan changes as needed. Oversees all marketing, advertising and promotional staff and activities. Ranjana Dureja (LJMBA)

37. Responsible for the marketing of professional online recruiting services tailored exclusively to the sales and marketing Industry. • Demonstrates technical marketing skills and product knowledge of SalesCareerOnline.com’s Sales Recruiting System. • Develops annual marketing plan in conjunction with sales department, which details activities to follow during the fiscal year, which will focus on meeting organizational objectives. • To manage the Marketing Department Budget. Delivery of all marketing activity within agreed budget. Direction of marketing staff where budgets are devolved. • To manage all aspects of print production, receipt and distribution. • . Responsibilities: Ranjana Dureja (LJMBA)

38. The achievement of frequent, timely and positive media coverage for Sales careers Online and it’s programs across all available media Managing the entire product line life cycle from strategic planning to tactical activities. • Specifying market requirements for current and future products by conducting market research supported by on-going visits to customers and non-customers. • Driving a solution set across development teams (primarily Development/Engineering, and Marketing Communications) through market requirements, product contract, and positioning. • Developing and implementing a company-wide go-to-market plan, working with all departments to execute. • Analyzing potential partner relationships for Sales Careers Online product lines. Ranjana Dureja (LJMBA)

39. Relationships and Roles: Department: Marketing Division - Los Angeles, California Reports to: Vice President – New York Duties & Responsibilities Demonstrate ability to interact and cooperate with all company employees. Build trust, value others, communicate effectively, drive execution, foster innovation, focus on the customer, collaborate with others, solve problems creatively and demonstrate high integrity. Maintain professional internal and external relationships that meet company core values. Proactively establish and maintain effective working team relationships with all support departments Ranjana Dureja (LJMBA)

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41. JOB SPECIFICATION :- Job specifications, also known as man or employee specifications,. It specifies the qualities required in a job incumbent for the effective performance of the job. Basic contents of a job specification are as follows:- 1. Personal characteristics such as education, job experience, age, sex, and extra co-curricular activities.2. Physical characteristics such as height, weight, chest, vision, hearing, health, voice poise, and hand and foot coordination, (for specific positions only).3. Mental characteristics such as general intelligence, memory, judgment, foresight, ability to concentrate, etc.4. Social and psychological characteristics such as emotional ability, flexibility, manners, drive, conversational ability, interpersonal ability, attitude, values, creativity etc. Ranjana Dureja (LJMBA)

42. Various contents of a job specification can be prescribed in three terms: (1) Essential qualities which a person must possess;(2) Desirable qualities which a person may possess; and(3) contra-indicators which are likely to become a handicap to successful job performance content of a job specification may be divided into two broad categories: Technical qualities and Behavioral qualities. Technical qualities consist of knowledge and skills related to ‘how a job should be performed’. Knowledge refers to the possession of information, facts, and techniques of a particular job.Skillsrefer to the proficiency required to use the knowledge to perform the job. Generally technical qualities are job specific, that is, technical qualities which are relevant to a particular job will not be relevant to another job if both jobs differ significantly. Behavioral qualities are not job-specific but are of universal nature and are applicable in most of the jobs. Ranjana Dureja (LJMBA)

43. Specimen For job Specification of Compensation Manager Position Title: Manager Wages & Salary Administration Department : Human Resource Division. Education & Training:* Good Bachelor with at least 60 % Marks * MBA with specialization in HRM/MA Social Work/ Diploma in HRM or other Equivalent Qualification. * A Degree and Diploma in labour law will be additional desirable qualification. Experience : At least five years of Experience in Similar position in a large organization of repute. Age : Above 30 years and below 45 Years Other Attributes: * Good Health * Pleasing Manner * Fluency in Speaking and Writing * Analytical & Decision Making Skill * Ability to Work Long Hours * Innovative Approach, Negotiation Skills * Good Knowledge of Computers Applications Ranjana Dureja (LJMBA)

44. Ranjana Dureja (LJMBA)

45. Job Analysis in a “Jobless” World • From Specialized to Enlarged Jobs • Job enlargement • Assigning workers additional same level activities, thus increasing the number of activities they perform. • Job enrichment • Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. Ranjana Dureja (LJMBA)

46. Job rotation • Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company • Systematically moving workers from one job to another to enhance work team performance. Ranjana Dureja (LJMBA)

47. Dejobbing Broadening the responsibilities of the company’s jobs Encouraging employee initiative. Internal factors leading to dejobbing Flatter organizations Work teams External factors leading to dejobbing. Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy Why Managers Are Dejobbing Their Companies Ranjana Dureja (LJMBA)

48. Competencies • Demonstrable characteristics of a person that enable performance of a job. • Competency-based job analysis • Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well. • Why Use Competency Analysis? • Support HPWS • Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. • HPWS encourages employees to work in a self-motivated manner. Ranjana Dureja (LJMBA)

49. Maintain a strategic focus • Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. • Measure performance • Measurable skills, knowledge, and competencies are the heart of any company’s performance management process. Ranjana Dureja (LJMBA)

50. Self-Managed Teams (SMT)in Asia • A small group of workers with authority to manage their own work • Set their own targets and schedule • Inspect their own work • Review performance as a group • Allows workers to control their work arrangements and job conditions • Requires technical and decision-making skills Ranjana Dureja (LJMBA)