JOB ANALYSIS FOR RECRUITMENT

1. JOB ANALYSIS FOR RECRUITMENT Robin Mattocks

2. Using 5W’s to explain job analysis: Who? You and Subject Matter Expert (SME/JKE) or HA Hiring Authority Collaboration What is it? Per HR Portal: It is studying jobs to gather, analyze, synthesize and report info re job requirements. What it is not: Position Reallocation or Class Study Where? Confidential Room When? Planning stage: before opening recruitment Why is it important? Use these 5W’s to help you understand, confirm and fill in any missing information provided by HA. Job Analysis for Recruitment Details: Use The 5 W’s for Missing Info

3. Benefits of Job Analysis • Attract/Attain Best Candidates • Accurately communicate current duties and competencies to candidates • Duties most used (Form A), Required Competencies (ksa) (Form B), Best Assessments/Tests (Form C) to use for Competencies • Document/Justify Competencies Requested (Ties duties to competencies – required) Uniform Guidelines • Determine most effective means of identifying qualifications • Defense for Compliance Agencies, Audits & Arbitration RESULT: GOOD DEFENDABLE RECRUITMENT

4. Do Your Research (Sources) Before even sending out the “JA for Recruitment (Form A)” to HA Review, Analyze and Consider: • Class Specification (auto populate to form?) • Prior Job Announcement (Consider: How Old, Quality, Past Result, Defensible) • May consult other Counties, Agencies… • How have other jurisdictions recruited and assessed for this? • Uniform Guidelines Key Factor = Link Duties to Competencies (Form A) • HR Portal –WRIPAC, SHRM, CPS, all more complex (more methods of JA) • Prepare for HA Meeting – analyze what you have, identify what you need and what you want to recommend. • Consider the Source - Who is your Hiring Authority (HA), Job or Subject Matter Expert (JKE or SME). How well & long doing job?

5. Degree of Analysis: More versus Less? Consider: • How long since the last job analysis was completed? • How old is the job specification? • Have changes occurred since the last analysis? • Consider the source? Who is your Hiring Authority, how long and how well have they done the job? • Is documentation needed? • IT IS YOUR DECISION

6. Responsibilities: • From Hiring Authority, verify duties & competencies or get update: • Information to Identify and Develop: • For Job Announcement • Competencies (Knowledge, Skills and Abilities) & Weights of each • Rating Criteria – Examples of Desirable Qualifications. DQ = Superior Response • Your responsibility: • Collaborate With/Guide HA to clarify info, ID competencies & Superior Response vs Qualified • You determine Best Assessment Method for each Competency with HA buy-in • Assessment should have Face Value and be Logical • Assessment should not simply use “past practice” (AAP/QAP) • Assessment should identify and separate the best from mediocre • Can it be administered and rated in a reasonable amount of time and effort • Your job to “sell” your recommendations to Hiring Authority

7. New Forms (A) Duties- (B) Competencies- (C) AssessmentsOld PDQ renamed/simplified • The initial form to SME is condensed and renamed from PDQ/PDF to Job Analysis for Recruitment • Changes • Some questions deleted or moved to meeting with HA/SME • Better reception & buy-in from SME • Collaboration can lead SME to provide more meaningful data. • Forms = 3 Responsible for Content and Completion listed below • Form A Position/Person Information & Duties (HA) before meeting • Form B Identifying (& Weight) Criticality Competencies (you & HA collaborate) • Form C Assessment for Competencies (you and HA collaborate)

8. Form A- Identifying Major DutiesSection 2 TO BE COMPLETED BY HIRING AUTHORITY OR SUBJECT MATTER EXPERTS • Your Name __________________________________________ • Class Title ___________________________________________ • Place of Work:________________________________________ • Division/Unit ___________________________Phone_________ • Your Supervisor’s Name ________________________________ • Supervisors Title ______________________________________ Instructions: For each duty below, estimate the % of the overall job, whether or not it is trainable or needed upon entry to the job and list one or more required competencies

9. Form A, Page 2 TO BE COMPLETED BY HIRING AUTHORITY OR SUBJECT MATTER EXPERT • In addition to those listed on the attached class specification, what qualifications would the ideal candidate possess in order to perform the duties you described on his or her first day of work? (An ideal candidate is incumbent that can be successful with no or minimal job training). Please list. (For example Accounting Assistant I MQ = 1 year office support or 6 month with statistical or financial records. AA II = 1 year or 18 months respectively. Ideal for I level might equal the MQ for II (1 year or 18 months.) • Are there any special qualifications for this assignment, (beyond MQs on class spec attached) required upon entry to the job? (For example, new State or Federal requirements: certificate, degree, registration…) ____ If so, identify below.  • Has this job been difficult to find qualified candidates for? If yes, explain below. Yes ____ No ____ • Where would you most likely find qualified candidates? List prior and potential advertising resources.  • Is there anything re: this job which makes it different from others in this class? Yes ___ No ___ please explain.

10. Legend: Are duties trainable?Trainability • Yes or No – Can affect Weight of competencies • Be sure to include competency if not trainable • Calculating not required at this time. Is Recommended! • If calculating, use % of time spent on Duties: • (Use approximate %’s of overall job. % is relative) • Trainable on entry to job = YES/NO.

11. Examples of Meeting Questions • See Handout • After you receive Form A/Duties, meet and ask questions like: • Any important duties not listed here? Explain • What do you mean by “process.” What does “prepare” mean? • Can they perform the job without possession of this competency? • Collaboratively Complete Forms B and C together. • Link Duty with Competency, Note: If you get stuck – use Competency Cards • Are additional competencies/ksa’s needed to perform this duty. • Beyond the stated qualifications, what would ksa/comp’s would your ideal candidate possess? Any “special qualifications?” • Possibly pre-populate Form B to confirm info if spec. or data provided is recent prior to meeting • Gain consensus: Ensure HA knows he/she has been heard, then persuade/sell ideas to HA • Compromise? If HA makes reasonable argument for alternative, consider this as last resort. Remember JA is not an exact science.

12. Exercise #1 – Pre-Meeting Planning Gleaning Competencies (KSA’S) from Duties • Spend a few minutes reviewing the duties. • In Groups of 3 – Discuss Job Specification Duties and suggest the probable competency (KSA) necessary to perform that duty. • Look at Form C. Which assessment exercises could measure if an applicant does possess each competency? • Choose which assessments you would recommend to your HA and why.

13. FORM BIdentifying and Weighing Competencies

14. Assessment/ Competency Matrix Graph C

15. SUMMARY – HOW TO COMPLETE FORMS A, B, AND C. • Research • Determine Major or Minor Job Analysis needed • Prepopulate Form A if appropriate • Send Form A to HA for completion and request return deadline • Set meeting date with HA allowing sufficient time to analyze completed Form A, determine missing or unclear information and formulate questions. • Analyze Completed Form A prior to meeting • What’s missing, unclear or incomplete? • Prepare questions • Review data; anticipate competencies/ksa’s necessary for each duty. • Generate ideas for possible assessments to measure each competency/ksa. • In meeting, be ready to listen, suggest alternatives and ways to persuade HA to accept your recommendations re assessment methods.

16. Role Play Demo - Convincing the Hiring Authority • Why: HA wants fast and easy. • Explain: • A better candidate pool • Competition essential (Per State) • Best Practices accepted – taught in college I/O Psych • Even good recruitments and assessments can be better so try new approaches • Show them the $$$ saved (metrics) • More time now means less later (complaint responses) • Can minimize number of complaints - faster eligible list to refer • Less liability – defend against • Selection Complaints • Compliance Agencies (DFEH, EEOC) • Lawsuit • State audits- sanctioning County – loss of funds $$$ • Loss of “control.” State can take over OC Recruiting

17. Convincing Hiring Authority Role Play Pay attention to: • Any techniques to approach the subject • While viewing watch how Recruiter answers Hiring Authorities reluctance & concerns • Pay attention to Recruiter’s non-challenging terms • Techniques to obtain HA input • Making it HA idea • Reaching Agreement

18. Convincing Hiring Authority Role Play Debriefing • What worked well and not so well? • What language was effective in getting buy-in? • What words or concepts were not as effective when discussing the HA? • How do you think each role player felt? • What future action could we take to get a better result? • What have we learned?

19. Convincing Hiring Authority Role Play Debriefing continued • What is a better way to say, no? • How do you introduce a new concept? • What is a way to get buy-in?

20. What Else? • See County Policy located on HR Portal for further guidelines • May see that class or spec needs revision – recommend to Classification • May see that $ is too low to recruit • Notify Supervisor or Compensation/ Negotiation Managers

21. Summary • More initial work results in “best” and less turnover • Buy-in from and education of SME/HA • Recruitment more defendable • Face Validity - Appears more fair to candidates – less complaints • SME/HA is happier • You gain credibility

22. Questions???? • ?