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Tropical Storm Charley
In August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter Company. Many employees’ homes were devastated and the firm found that it had to hire almost 3 completely new crews, one for each of its shifts. The problem was that the “Old-timers” had known their jobs so well that no one had ever bothered to draw up job descriptions for them. When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it. The storm quickly became old news to the firm’s out-of state customers- who wanted filters, not excuses. Phil Mann, the firm’s President, was at his wits end. He had about 30 new employees, 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local universities business school. She immediately had the oldtimers fill out a job questionnaire that listed all their tasks, duties & responsibilities. Arguments ensued almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to make themselves look more important, and the old-timers instead that the list faithfully reflected their duties. Meanwhile, the customers clamoured for their filters.
Questions: Should Phil & Linda ignore that old-timers’ protests and write up the job descriptions as they see fit? Why? Why not? How would you go about resolving the differences? Solution: No, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timers who have full knowledge about the tasks, duties & responsibilities they used to perform. Ignoring them may result to turbulence among the workers and they’ll feel cheated hence leading to lower productivity. Writing job description without the information acquired from old-timers would be like climbing mountain without a guide. Since they know the nature and requirement of the job very well, they must be asked about the information of the job before writing a job description. To resolve the problem I would have used a questionnaire with both structured as well as openended questions. That would have lead to lesser confusion and misinterpretation by Phil & Maybelline. (The Job Information Sheet is given below which consist of both structured and unstructured questions)
I would further proceeded to get the information reviewed and verified by the immediate supervisor of the interviewee and the interviewee. In the interview method.Question: How would you have conducted the job analysis? What should Phil do now? Solution: I would have conducted the job analysis in one of the two ways. Either I would have used questionnaire (with both structured as well as unstructured questions) or the interview method.: _________________________________ Superior's Title: _________________________________________________________________ Hours worked _______ AM to ________ PM Job Analyst's Name: _____________________________________________________________ 1. When the workers will be trained accordingly they’ll know what to do and how to do. which is verified and reviewed by supervisor and worker both. Questionnaire with Structured & Unstructured Question Job Analysis Information Sheet Job Title: ___________________________________________ Date: _______________________ Job Code: ________________________________ Dept. duties & responsibilities of the workers. Phil should now use the information. What is the job's overall purpose? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ . The information consists of task. resulting in lesser confusion and time-wastage & increase in productivity so that Optima Air Filter Company comes back on track. for the training purpose of the new worker. after collecting the information.
list them by job title. if there is more than one employee with the same title. Describe the type and extent of supervision received by the incumbent. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 3. If the incumbent supervises others. HOW he or she does it. monthly. Check those activities that are part of the incumbent's supervisory duties. π Training π Performance appraisal π Inspecting work π Budgeting π Coaching and/or counseling π Others (please specify) __________________________________________________ 4. Daily duties (those performed on a regular basis every day or almost every day) _______________________________________________________________________ b. Include duties in the following categories: a. if possible.2. JOB DUTIES: Describe briefly WHAT the incumbent does and. put the number in parentheses following. or at other regular intervals) _______________________________________________________________________ c. Duties performed at irregular intervals _______________________________________________________________________ . Periodic duties (those performed weekly. ______________________________________________________________________________ 5. quarterly.
describe. LOCATION: Check location of job and.6. ______________________________________________________________________________ 7. Is the incumbent performing duties he or she considers unnecessary? If so. π None π Less than 1 month π 1 to 6 months π 6 months to 1 year π 1 to 3 years π 3 to 5 years π 5 to 10 years π More than 10 years 10. π No formal education required π Eighth grade education π High school diploma (or equivalent) π 2-year college degree (or equivalent) π 4-year college degree (or equivalent) π Graduate work or advanced degree (specify:) π Professional license (specify:) 9. Is the incumbent performing duties not presently included in the job description? If so. if necessary or appropriate. describe. ______________________________________________________________________________ 8. EDUCATION: Check the box that indicates the educational requirements for the job (not the educational background of the incumbent). EXPERIENCE: Check the amount of experience needed to perform the job. describe briefly. .
occasionally. .π Outdoor π Indoor π Underground π Pit π Scaffold π Other (specify) 11.) π Dirt π Dust π Heat π Cold π Noise π Fumes π Odors π Wetness/humidity π Vibration π Sudden temperature changes π Darkness or poor lighting π Other (specify) 12. HEALTH AND SAFETY: Check any undesirable health and safety conditions under which the incumbent must perform and note how often they are encountered. etc. constantly. ENVIRONMENTAL CONDITIONS: Check any objectionable conditions found on the job and note afterward how frequently each is encountered (rarely.
______________________________________________________________________________ 17. What is the seriousness of error on this job? Who or what is affected by errors the incumbent makes? . describe. EQUIPMENT. Are there any exceptional problems the incumbent might be expected to encounter in performing the job under normal conditions? If so. time taken for a particular task. or work aids the incumbent works with on a regular basis: ______________________________________________________________________________ ______________________________________________________________________________ 14. equipment. Are there any personal attributes (special aptitudes. personality traits. MACHINES. physical characteristics.) required by the job? ______________________________________________________________________________ 16. etc. tools. ______________________________________________________________________________ 18. Describe the successful completion and/or end results of the job. AND WORK AIDS: Describe briefly what machines. etc.)? If so. what are they? ______________________________________________________________________________ 15. Have concrete work standards been established (errors allowed.π Elevated workplace π Mechanical hazards π Explosives π Electrical hazards π Fire hazards π Radiation π Other (specify) 13. TOOLS.
To what job would a successful incumbent expect to be promoted? [Note: This form is obviously slanted toward a manufacturing environment. but it can be adapted quite easily to fit a number of different types of jobs.] Job Description (Example Overview) .______________________________________________________________________________ 19.
Develops and implements a sales process to include initial contact.The example below is for a sales person who is selling financial service products. presentation and closing procedures. Excel and PowerPoint Constant Contact or other Customer Relations Management Software D. B. About 75% of his/her time is spent in the office and the other 25% is out on the road making presentations to customers. sales projections and quota ratios. The job requires a Certified Financial Planners designation and requires heavy duty lead generation. Reporting Structure Reports to regional sales manager . Computer Skills and Software Used Windows operating system MS Office including Word. follow up. Job Duties Research and Create targeted new client lists within Delhi/NCR territory Makes initial contact with potential clients Performs routine and regular follow up with potential clients Performs routine and regular follow up with former clients Visits potential clients and makes sales presentations Closes sales Maintains regular record reporting sales activity C. Job Requirements A: Summary of Position Researches and identifies target client sectors for financial product services. Maintains records of contacts and sales status including contact reports.
Certified Financial Planner Indian Driving License Success Factors A. Grow Sales Increase market channel penetration by 30% in first Year . Education and Training Bachelor Degree in business. 250+ Outbound calls per week Ability to close a sale Adapt to changing financial conditions and meet customer expectations C. Bachelors Degree Preferred Certified Financial Planner B. Licenses/Certifications CFP . Skills and Aptitudes Fearless cold caller. Environment and Physical Work in high volume sales office Be able to sit for prolonged periods of time Be able to travel to client locations 25% of time D.Has nobody directly reporting to this position Required to participate in Annual Sales Meeting Employee Requirements A. finance or accounting or commerce or 0-2 Years experience.
Develop 3 secondary channels in first 180 days Grow referral-based sales from 15% to 20% in first year B. Develop Sales Department Recruit and train 2 junior sales associates with gross sales of 100K by 3nd quarter Increase number of sales presentations by 20% within 12 months Implement Web-Meeting presentation System to Reduce travel costs by 20% per year Comments____________________________________________ ____________________________________________________ ____________________________________________________ HR Representative___________________________________ Department Manager__________________________________ Date Completed______________________________________ Structured Questionnaire (Example) Sample Job Analysis Checklists ROUTINE CLERICAL RESPONSIBILITIES .
trace and adjust Frequency W M O . Determine layout and format. Answer telephones. Set up an type financial and statistical reports. Process payroll records. Prepare meeting and conference rooms. checks and receipts. letters. Prepare. Schedule appointments without prior clearance. Receive and welcome visitors. and documents. Maintain and update mailing lists. Maintain and report expense account activity. type. envelopes. refer callers to appropriate parties. and invoices.Activity D Types labels. Enter data electronically and verify. Compose standard letters in response to routine correspondence. Maintain. Proof read and correct errors. Open. process. post and verify figures. and refer to appropriate parties. Maintain confidential records and files. distribute. Record. and type in finished format. and distribute meeting minutes. and handle confidential correspondence and records. sort and distribute mail. and update records. monitor and follow up on voice mail recordings. schedule meetings and conferences. and make travel arrangements including reservations. files. bills. Take dictation and transcribe. screen and place calls. Transcribe dictation from voice recordings. Perform calculations. process. and verify invoices.
Record and verify entries or accounts. and distribute supplies to authorized parties. and general ledgers. periodic or special reports. journals. Present findings in oral or written form. requisition new supplies. Make copies. Maintain procedures and information manuals. . Act as resource for others as to staff and locations. and summarize information of routine. Schedule and monitor equipment repairs and service contracts. Maintain locks and keys for storage cabinets and other facilities. Review job applicants/applications and conducts screening interviews. Modify operations and/or procedures. Maintain cash box. Schedule work for co-workers as requested. Orient and train new employees. Maintain records of cash receipts and disbursements.errors. Sign legal documents. Research. Collate and bind. logs. Handle cash and negotiable instruments. Recommend improvements in operations and procedures. Date and stamp documents. Maintain inventory of office supplies. tabulate. Develop operating budget for approval. and distribute to authorized parties.
Review position responsibilities. Interview candidates for employment and make hiring decision or recommendations. develop. . work rules. workload and personnel needs of an organizational unit. Indicate the equipment that is operated as a regular part of the responsibilities of the job: Calculator Computer Microfilm equipment Security equipment Word processor Other equipment: ________________ Other Activities: Camera Dictation equipment Photocopier Sorter Cash register/petty cash Facsimile machine Postage machine Switchboard CHECKLIST OF ROUTINE MANAGERIAL/SUPERVISORY DUTIES Analyze.Balance accounts and reconcile statements. Orient new subordinates concerning policy and procedures. Plan. on a periodic basis. Review documentation for new positions and positions that have been revised. communicate and control work assignments and special projects concerning subordinates. Obtain approval to modify positions. Establish and maintain specific work goals and objectives or quantitative and qualitative work standards to be achieved by subordinates. and performance expectation levels. and motivate subordinates to improve current performance and to prepare for higher.level jobs. Train. Recommend changes in the staff level of the work unit. Determine significant changes in responsibilities and major duties of subordinates by reviewing their job responsibilities on a regular basis. delegate.
Document and discuss present and past performance with each direct report. Recommend personnel actions such as promotions. recommend and administer corrective action according to policy and procedures. demotions. Keep supervisor informed of results.Evaluate the performance of subordinates. Review salaries of subordinates and recommend changes according to policy and procedures. Other responsibilities: . etc. Communicate and administer personnel programs in accordance with design and objectives. Ensure proper communications. Maintain proper documentation on all subordinates. according to budget guidance and policy. performance awards.. Advise superiors and subordinates of developments that impact job duties. Maintain discipline.
com http://www..psyc.vt. Upper Saddle River: Prentice. David A.P. Cascio. Inc. c. and Stephen P. New York: John Wiley & Sons. Balkin. Excel Books (2009) b. Managing Human Resources. New York: McGraw-Hill..com For job analysis/personality research visit http://www.harvey. Gomez-Mejia. Robbins. DeCenzo..Hall. Rao V. 1992. Internet Sources http://www.S.hr. 2001.jobdescrption. Human Resource Management. Human Resource Management. Wayne F. Luis R. Managing Human Resources. 1999. Inc. and David B.edu .blr. d.Bibliography Reference Textbooks a.
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