Job Analysis and Design

Presentation By Yugesh.M Prasanna.N Nandakumar.C Muralimohan Harish Hosmani Bharath Pai

Human Resource Planning

Definition:
Systematically forecasts an organizations future demand for and supply of employees, and then matches supply with demand .

Purpose :
To deploy Human Resources as effectively as possible where and when they are needed in order to accomplish the organizations goals.

Objective :
Enables survival of organization Facilitates proactive response to environmental & legal challenges Supports tactical plans

Human Resource Planning Process

External Environment Internal Environment Strategic Planning Human Resource Planning
Forecasting Human Resource Requirements Demand = Supply

Comparing Requirements and Availability Surplus of Workers

Forecasting Human Resource Availability Shortage of Workers

No Action

Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing

Recruitment
Selection

Elements of effective HRP

Three elements:
Analyzing Demand Analyzing Supply Balancing Demand and Supply

1.

Forecasting employee demand

Number and type of people needed to meet organizational objectives Organizational factors: competitive strategy, technology, structure & productivity (influence demand) Two approaches:
Quantitative: statistical/mathematical techniques, trend analysis. Qualitative: management forecasts, opinions of supervisors, department managers .

Elements of effective HRP

2. Analyzing Labour Supply
Internal labour supply
a) b) c) d) e) Staffing tables Markov analysis Skill inventories Replacement charts Succession planning

External labour supply

a) Canadian Employment and Immigration Commission (CEIC) b) Chambers of Commerce c) Governmental/Businesses/Websites have information

Elements of effective HRP

3. Balancing Supply and Demand Considerations
Labour shortages: Demand > Supply
Overtime Part-time workers Contingent workers (direct hires, contract CW, intermediated temporary workers) Employee leasing Transfers Promotions Full-time employees

Elements of effective HRP

Labour surpluses: Demand < Supply Restructuring: major change acquisitions, mergers, leveraged buy-outs. Job sharing and part-time workers Layoff strategies: usually based on seniority/ability Attrition strategies (no layoff policies): natural departures (death, voluntary T/O, retirement) and hiring freeze. Outplacement services: Assisting in stress management and finding new job/career

HR Forecasting Methods
Judgmental Mathematical

Bottom-up(unit) Top-down forecast Delphi Technique

Statistical regression analysis

Simulation models
Productivity ratios Staffing ratios
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JOB DESCRIPTION AND JOB SPECIFICATION

Human Resource Management Christ University, Bangalore

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Definitions

Job - Consists of a group of tasks that must be performed for an organization to achieve its goals.

Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization

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Definitions (Continued)
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. Job description Document providing information regarding tasks, duties, and responsibilities of job.

Job specification Minimum qualifications to perform a particular job.

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JOB DESCRIPTIONS
Summarize tasks and responsibilities Identify required knowledge, training, skills, and experience Summarize optional desirable knowledge, training, skills, and experience Indicates supervisor or position in organization
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DESCRIPTIONS MAY BE USED FOR: Advertising a position Hiring into a position Allocating tasks in a strategic plan Deciding about compensation Making performance reviews

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DESCRIPTIONS INCLUDE: 1
Job title Job tasks Special Skills required Education needed Work experience needed

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DESCRIPTIONS INCLUDE: 2
Special job requirements Possible salary and benefits Contact information

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DESCRIPTIONS AVOID: 1
Ethnicity National Origin Sexual Orientation Marital Status Disability/Health Dependent Care Responsibilities

Age Gender Race Religion Unnecessary criteria

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DEVELOPING JOB DESCRIPTIONS: GUIDELINES: 1

Focus on facts List important behaviors List essential tasks Identify special skills Describe education, experience, credentials needed
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EXAMPLE OF JOB DESCRIPTION

1. FINANCIAL ANALYST 2. DISTRIBUTION MANAGER

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Job Specification
Job specification A statement of the minimum qualifications that a person must possess to perform a given job successfully
Job Specifications
Knowledge, skills, and abilities Education and experience Physical requirements

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Job Specifications, Standards and Requirements:

The minimum qualifications needed to perform the essential functions of the job such as education, experience, knowledge and skills. Any critical skills and expertise needed for the job should be included. For example, for a receptionist, critical skills may be having: 1) a professional and courteous telephone manner 2) legible hand-writing if messages are to be taken 3) the ability to handle a multiple-lined phone system for a number of staff members 4) the patience and endurance to sit behind a desk all day. JOB SPECIFICATION

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Job Design
Defn:
The specification of the content, methods and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.

FACTORS AFFECTING JOB DESIGN

FEEDBACK ENVIRONMENTAL FACTORS JOB DESIGN OUTCOME ORGANIZTIONAL PRODUCTIVITY EMPLOYEE SATISFACTION

ORGANIZATIONAL FACTORS

BEHAVIOURAL FACTORS

Approaches to Job Designs

Job simplification Job rotation Job enlargement Job enrichment Job sharing

Job Simplication
Simplification of work requires that jobs be broken down into their smallest units and then analyzed. Eg McDonalds, Burger King Negative effect Lower productivity and increased cost

Job Rotation
Means systematically moving workers from one job to another This measure relieves the employee from the boredom and monotony.

Note*** Frequent job rotations are not advisable.

Job Enlargement
Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. It is done to keep workers from getting bored.

Job Enrichment
Aims to maximize the interests and challenges of
work by providing the employee with a job that has these characteristics.
Complete piece of work in the sense that the worker can identify a series of tasks or activities that end in a recognizable and definable product It affords the employee as much variety, decision- making responsibility and control as possible in carrying out the work It provide the direct feedback through the work itself on how well the employee is doing his work

Job Sharing
DEFINITION:- The arrangement of sharing one job by two or more part-time employees is called job sharing.
Job sharing is suitable for:
Dual career group employees who prefer to work in one organization Retired employees The organizations where work load is less.

Objectives For Conducting Job Analysis

Staffing would be haphazard if recruiter did not know qualifications needed for job.
Training and Development if specification lists a particular knowledge, skill, or ability, and the person filling the position does not possess all the necessary qualifications, training and/or development is needed.

Compensation and Benefits value of job must be known before dollar value can be placed on it.

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Objectives For Conducting Job Analysis (Continued)

Safety and Health helps identify safety and health considerations.

Employee and Labor Relations lead to more objective human resource decisions.
Legal Considerations having done job analysis important for supporting legality of employment practices.

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Process of Job Analysis

Organizational analysis. Selection of representatives positions to be analyzed. Collection of job analysis data. Preparation of job description. Preparation of job specification.

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Methods of Job Analysis

Observation Method
Analyst observes incumbent
Directly Videotape

Useful when job is fairly routine Workers may not perform to expectations

Methods of Job Analysis

Interview Method
Individual
Several workers are interviewed individually The answers are consolidated into a single job analysis

Group
Employees are interviewed simultaneously Group conflict may cause this method to be ineffective

Methods of Job Analysis

Questionnaires
Employees answer questions about the jobs tasks and responsibilities Each question is answered using a scale that rates the importance of each task

Methods of Job Analysis

Questionnaires (contd.)
Position Analysis Questionnaire (PAQ)
A structured, behavioral questionnaire 194 items in 6 categories
Information input Mental processes Work output Relationships Job context Other characteristics

Methods of Job Analysis

Diary Method
Employees record information into diaries of their daily tasks.
Record the time it takes to complete tasks

Must be over a period of several weeks or months.

Technical Conference Method

Uses experts to gather information about job characteristics.

Methods of Job Analysis

Critical Incident Technique (CIT)
Takes past incidents of good and bad behavior. Organizes incidents into categories that match the job they are related to.

Job Evaluation

Job Evaluation
Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. Process of systematically determining the relative worth of jobs to create a job structure for the organization.

The relative values of jobs assist in deciding wage rate and salaries for different jobs.

Main stages in the job evaluation process

Job Analysis Job Evaluation Reward structure

Strategic Objective

HR Plan

Some Major Decisions in Job Evaluation Determine overall strategy & objectives To get right people with right skill in the right place at the right time. Getting information about job. Evaluate plans usefulness

METHODS OF JOB EVOLUTION

Job Evaluation

Analytical

Non-Analytical

Point Method

Factor Comparison

Ranking

Classification

Ranking Method
Jobs are arranged from highest to lowest, in order of their merit to the organization. Jobs are usually ranked in each department and then the department rankings are combined to develop an organizational ranking.
Rank 1. 2. 3. 4. 5. 6. Accountant Accounts clerk Purchase Assistant Machine operator Typist Office boy Monthly Salaries Rs 3000 Rs 1800 Rs 1700 Rs 1400 Rs 900 Rs 600

Classification Method
A predetermined number of job groups or job classes are established. a) b) c) d) Class I Executives Class II Skilled Workers Class III Semiskilled Workers Class IV Semiskilled Workers

Factor Comparison Method

Under this method, instead of ranking complete jobs, each job is ranked according to series of factors. Pay will be assigned in this method by comparing the weights of the factors required for each job.

An example of Factor Comparison Method

FACTORS DAILY WAGE KEY JOB RATE ELECTICIAN FITTER WELDER CLEANER 60 50 40 30 PHYSICAL EFFORT 11 14 12 9 MENTAL EFFORT 14 10 7 6 SKILL RESPONSIBILITY WORKING CONDITIO NS 12 8 7 6 8 9 6 5

15 9 8 4

LABOURER

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Pros
Analytical and Objective. Valid as each job is compared with other relative jobs in terms of same key factors. Money value are assigned in a fair way based on an agreed rank order fixed by the job evaluation committee.

Cons It uses same key factors to assess all jobs is questionable.

Point Method
Points are assigned to each factor after prioritizing each factor in order of importance. The points are summed up to determine the wage rate for the job.

How to evaluate point method?

Select key jobs. Identify the key factors like skill, effort, responsibility etc involved in that job. Divide each major factor into no of sub factors. Each sub factor is defined and expressed clearly in order of importance, preferably along a scale.

Point value for degrees

FACTOR SKILL 1 10 2 20 16 10 12 3 30 24 15 18 4 40 32 20 24 TOTAL 100 80 50 60

RESPONSIBILITY 8 EFFORT WORKING CONDITIONS 5 6

Max total points of all factors depending on their importance of job

290

Merits
This method forces the raters to look into all key factors and sub factors of a job. This method contributes to minimum rating error. Demerits This method is complex. May be costly.