Develop Personnel plans and Job Description

1. Develop Personnel plans and Job Description Learning outcomes: Discuss the nature of job analysis, what it is and how it’s used Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation Write job description, including summaries and job functions, using the internet and traditional methods Write a job specification Explain job analysis in a “work-empowered” world, including what it means and how it’s done in practice.

2. The basics of JOB ANALYSIS • Job Analysis:The procedure for determining the duties and skill- requirements of a job and the kind of person who should be hired for it. • Job Description: A list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities. • Job Specification:A list of job’s “human requirements,” that is, the requisite education, skills, personality, and so on.

3. HR Specialist Collects following Types of Information via Job Analysis 1. Work activities First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching or painting. How, why, when the worker performs each activity. 2. Human behaviors the specialist may also collect Information about human behaviors like sensing, communicating, writing & deciding. 3. Machines, tools, equipments and work aids This category includes information regarding tools used, material processed, knowledge dealt with or applied (such as finance or law), & services rendered (counseling or repairing).

4. HR Specialist Collects following Types of Information via Job Analysis 4. Performance Standards The employer may also wants information about the job’s performance standards. Management will use these standards to appraise employees. 5. Job Context Included here is information about such matters as physical working conditions, work schedule, & the organizational and social context. Information regarding incentive might also be included here. 6. Human Requirements Information regarding the job’s human requirements, such as job-related knowledge or skills & required personal attributes.

5. Uses of Job Analysis Information Recruitment and Selection Job Analysis provides information about what the job entails and what human characteristics are required to perform these activities. Compensation Job Analysis information is crucial for estimating the value of each job & its appropriate compensation.

6. Uses of Job Analysis Information: • Performance Appraisal A Performance Appraisal compares each employee’s actual performance with his or her performance standards. Mangers use job analysis to determine the job’s specific activities & performance standards. • Training The JD shows the activities & skills-and therefore the training-that the job requires. • Discovering Unassigned Duties: Job Analysis can also help reveal unassigned duties.

7. Uses of Job Analysis Job Analysis JD & JS Recruitment & Selection Performance appraisal Job evaluation-wage & salary decision (COMP) Training Req

8. Steps in Job Analysis • Six Steps: Step-1Interviewing the employees: Formal interview process or formal/informal observations Step-2Review relevant backgrounds Step-3Select representative positions for study Step-4Actually analyze the job selected Step-5Verify the job analysis information obtained Step-6Develop a job description and job specification

9. Steps in Job Analysis Step-1 : Interviewing the employees: Formal interview process or formal/informal observations Decide how you will use information; determine the data you collect and how you collect them. Some data collection techniques: • Interviewing the employee • Position analysis questionnaire:

10. Steps in Job Analysis Step-2: • Review relevant background info such as organization charts, process charts, and job descriptions • Organization charts: organization wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organization. Shows the title of each position and by means of interconnecting lines, who reports to whom and with whom the job incumbent communication. • Process Chart: provides a more detailed picture of the work flow. It shows the flow inputs to and outputs from the job you are analyzing. The diagram shows process chart

11. Steps in Job Analysis • Process Chart: Info input from plant manager Components input from suppliers Job under study --Quality control clerk Info output to plant manager regarding component quality Product quality output to plant manager

12. Steps in job analysis • Step 3: • Select representative position. There may be too many similar jobs to analyze them all. • Step 4: • Actually analyze the job, by collecting data on job activities, req employee behaviors, working condition, and human traits and abilities needed to perform the job.

13. Steps in job analysis • Step 5: • Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm the info is correct & complete. This also helps gain employee’s acceptance of the job analysis data and conclusions. • Step 6: • Develop JD and JS. JD is written statement that describes the activities and responsibilities of the job, as well as its important features, such as working conditions and safety hazards. JS summarizes the personal qualities, traits, skills, and Background required for getting the job done.

14. Job Analysis Guidelines • Joint effort by a HR specialist, the worker, and the worker’s supervisor • Collect job analysis info from employees in different departments • Make sure the questions and process are clear to the employees • Use several different tools for the job analysis

15. Methods of collecting Job Analysis Information • The Interviews • Questionnaires • Observation

16. Methods of Collecting Job Analysis Information: The Interview • Types of Interview Managers use three types of interviews to collect job analysis data. • Individual interviews with each employees • Group interviews with group of employees who have the same job • Supervisors interviews with one more supervisors who know the job • Advantages • Quick, direct way to find overlooked information. • Disadvantages • Distorted information

17. Interview Guidelines • The job analyst and supervisor should work together to identify the workers who know the job best. • Quickly establish rapport with the interviewee. • Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. • Ask the worker to list his or her duties in order of importance and frequency of occurrence. • After completing the interview, review and verify the data.

18. Information source Have employees fill out questionnaires to describe their job-related duties and responsibilities. Questionnaire formats Structured checklists Opened-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire Methods of Collecting Job Analysis Information: Questionnaires

19. Information source Direct observation is especially useful when job consists mainly of observable physical activities-Assembly-line worker, & accounting clerk are examples. Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity. Methods of Collecting Job Analysis Information: Observation

20. Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity. Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities Methods of Collecting Job Analysis Information: Participant Diary/Logs

21. WRITING JOB DESCRIPTIONS • A job description • A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. • Sections of a typical job description1. Job identification2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance6. Working conditions7. Job specifications

22. Background Data for Job Description Job Title _________ Department ______________Job Number _________ Written by _____________Today’s Date _________ Applicable Codes _________I. Applicable Job Definition(s):II. Job Summary: (List the more important or regularly performed tasks)III. Reports To:IV. Supervises: ____________________________________V. Job Duties: ____________________________________ (Briefly describe, for each duty, what employee does and, if possible, how employee does it. Show in parenthesis at end of duty the approximate percentage of time devoted to duty). A. Daily Duties: B. Periodic Duties: (Indicate whether weekly, monthly, quarterly, etc.) C. Duties Performed at Irregular Intervals:

23. Writing of Job Description • Job Identification • Job Summary • Responsibilities & Duties • Authority of Incumbent • Standards of Performances • Working Conditions • Job Specifications

24. The Job Description • Job identification • Job title: name of job • FLSA status section: Exempt or nonexempt • Preparation date: when the description was written • Prepared by: who wrote the description • Location of the job • Information regarding salary/ pay scale • Job summary • Describes the general nature of the job • Lists the major functions or activities (be specific; not “other duties”)

25. The Job Description (cont’d) • Relationships (chain of command) • Reports to: employee’s immediate supervisor • Supervises: employees that the job incumbent directly supervises • Works with: others with whom the job holder will be expected to work and come into contact with internally. • Outside the company: others with whom the job holder is expected to work and come into contact with externally.

26. The Job Description (cont’d) • Responsibilities and duties • A listing of the job’s major responsibilities and duties (essential functions) • Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations. • Standard Occupational Classification • Classifies all workers into one of 23 major groups of jobs which are subdivided into 96 minor groups of jobs and detailed occupations.

27. The Job Description (cont’d) • Standards of performance and working conditions • Lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities. EXAMPLE Duty: Obtain BS degree in business administration 1. attend ALL classes 2. participate in ALL classes 3. Study ALL class assignments

28. Writing Job Specifications • Specifications for trained personnel • Focus on traits like length of previous service, quality of relevant training, and previous job performance. • Specifications for untrained personnel • Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

29. Writing Job Specifications (cont’d) • Specifications Based on Judgment • Self-created judgments (common sense) • List of competencies in Web-based job descriptions • Standard Occupational Classification

30. Writing Job Descriptions • Step 1. Decide on a Plan • Step 2. Develop an Organization Chart • Step 3. Use a Job Analysis/Description Questionnaire • Step 4. Obtain Lists of Job Duties from O*NET • Step 5. Compile the Job’s Human Requirements (or prior actual exp or current) • Step 6. Complete Your Job Description

31. From specialized to Enlarged Jobs: • By the mid-1990s there were reactions to what was viewed as the “Dehumanizing” aspects of job categorization workers into highly repetitive and specialized jobs. • Solutions like job enlargement, job rotation, and job enrichment were proposed by scholars and researchers.

32. Job Enlargement: Assigning workers additional same-level activities, thus increasing the number of activities they perform. Thus, the workers who previously only bolted the seat to the legs might attach the back as well. Job Rotation: Means systematically moving workers from one job to another. Moving a trainee (or identified future manager) 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

33. Job Enrichment: Means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—for instance, by letting the worker plan and control his or her own work instead of having it controlled by outsiders. Dejobbing: Broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.

34. Internal factors leading to dejobbing Flatter organizations less reporting structure) Work teams overlapping responsibilities towards the same goal) Boundaryless (overlapping depts) Reengineering totally redesigning a job process) 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

35. Flatter Organization: Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities. Boundary-less Organization Organization marked by the widespread use of teams and similar structural mechanisms that reduce and make more permeable the boundaries that typically separate departments.

36. Reengineering: The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

37. Competency-Based Job Analysis • 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 (how a job is performed)

38. Why Use Competency Analysis? • Maintain a strategic focus • Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic( goal oriented) • Measuring performance • Measurable skills, knowledge, and competencies are the heart of any company’s performance management process.

39. Performance Management • Performance management • Managing all elements of the organizational process that affect how well employees perform. • Types of competencies • General competencies • reading, writing, and mathematical reasoning. • Leadership competencies • Leadership: visionary, strategic, alignment, communicates, motivates/ inspires, develops people. • Technical competencies • specific technical competencies required for specific types of jobs and/or occupations.