JOB ANALYSIS

• A job analysis is the process used to collect

information about the duties, responsibilities,
necessary skills, outcomes, and work
environment of a particular job.
• For example, what are the duties of a
supervisor, grade II, what minimal knowledge,
skills and abilities are necessary to be able to
adequately perform this job? How do the
requirements for a supervisor, grade II,
compare with those for a supervisor, grade I?
These are the questions that job analysis
answers.
 Why Job Analysis
• The Job; not the person 
An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person. While
Job Analysis data may be collected from incumbents
through interviews or questionnaires, the product of the
analysis is a description or specifications of the job, not
a description of the person.
 Why Job Analysis
• Determining Training Needs 
Job Analysis can be used in training/"needs assessment" to
identify or develop:
 training content
 assessment tests to measure effectiveness of training
 equipment to be used in delivering the training
 methods of training (i.e., small group, computer-based, video,
classroom...)
• Compensation 
Job Analysis can be used in compensation to identify or
determine:
 skill levels
 compensable job factors
 work environment (e.g., hazards; attention; physical effort)
 responsibilities (e.g. supervisory)
 required level of education (indirectly related to salary level)
• Selection Procedures 
Job Analysis can be used in selection procedures to identify or
develop:
 job duties that should be included in advertisements of vacant
positions;
 appropriate salary level for the position to help determine what
salary should be offered to a candidate;
 minimum requirements (education and/or experience) for
screening applicants;
 interview questions;
 selection tests/instruments (e.g., written tests; oral tests; job
simulations);
 applicant appraisal/evaluation forms;
 orientation materials for applicants/new hires
• Performance Review 
Job Analysis can be used in performance review to identify or
develop:
 goals and objectives
 performance standards
JOB ANALYSIS PROCESS
 Job Analysis Process
1. Organisational Job Analysis:
Job analysis begins with obtaining pertinent information
about a job, its relation to other jobs, and its
contribution to performance of the organisation.
2. Selecting Representative Jobs for Analysis:
Analysing all jobs of an organisation is both costly and
time consuming. Therefore, only a representative
sample of jobs is selected for the purpose of detailed
analysis.
3. Collection of Data for Job Analysis:
In this step, job data, features of the job and
required qualifications of the employee are
collected. Data can be collected either through
questionnaire, observation or interviews.
However, due care should be taken to select
and use the method of data collection that is
the most reliable in the given situation of the job.
4. Preparing Job descriptions—Task requirements
Job description is written record of the duties, responsibilities
and requirements of particular jobs. It is concerned with the job
itself and not with the work. It is a statement describing the job
in terms of title, location, duties, working conditions and
hazards. It other words, it tells us “What to be done, and how it
is to be done and why”.
5. Preparing Job specifications—Person requirements
-It is a written record of the requirements sought in an
individual worker for a given job. It is a statement of the
minimum acceptable human qualities necessary for
the proper performance of a job.
 Methods Of Collecting Job
Analysis Data
• Direct observation
• Interview of existing
post holder
• Interview of
immediate
supervisor
• Questionnaires
• Previous studies
• Work dairies
 Methods of Job Analysis:
• Direct Observation
– Observing and noting the physical activities of
employees as they go about their jobs

• Advantages
– Provides first-hand information
– Reduces misrepresentation of
information
 Observation:

• Disadvantages:
– Time consuming
– Difficulty in capturing entire job cycle
– Of little use if job involves a high level of
mental activity
– Observer’s Difference of mental disposition.
– Analyst’s caliber should match employee’s
caliber
 The Interview
• Information Sources
– Individual employees (existing job holder)
– Immediate boss (Supervisors ) with knowledge
of the job.

• Interview format
Structured
Unstructured
 The Interviews:
• Advantages
– Quick, direct way to find overlooked information required.
• Disadvantages
– Exaggeration(overestimation) or depreciation of importance
of job
– Attitude may not be supportive.
– Difference in perception, attitude and aptitude of the
interviewee.
– Lack of communication.
– Analyst’s caliber should match employee’s caliber.
 Questionnaires
• Information Source:
Have employees fill out questionnaires to describe
their job-related duties and responsibilities.

• Questionnaires format:
1. Structured checklist.( to identify the
task performed)
2. Open ended questions
 Questionnaires
• Advantages
– Quick and efficient way to gather
information from large numbers of
employees
– Quick and economical to use
• Disadvantages
– Expense and time consumed in preparing
and testing the questionnaire.
– Becomes less useful where the employees
lack verbal skills.
 Previous studies
• Information source:
Past record of any employee.
The analyst keeps the past record of the
employees and keeps the previous
experiences and issues related to the
job analysis process of the organization.
 Previous studies
• Advantages
Easy to use this method.
Helps to find out that whether it is
beneficial or not
• Disadvantages
Wrong assessment of previous post
Bad performance of previous
employee
 Work Diaries
• Information Source
– Workers keep a chronological diary/ log of
what they do and the time spent on each
activity.
 Work Diaries
• Advantages
– Produces a more complete picture of the
job
– Employee participation
– Maintained on daily basis.
• Disadvantages
– Distortion of information
– Depends upon employees to accurately
recall their activities
 Job Description
• It is a written statement that identifies, describes and
defines job's duties, responsibilities, working conditions etc.
• Job description discloses what an incumbent is supposed
to do, how the task is to be done.
• The data to be included in the job description statement is
usually determined by the job analyst to make the document
more reliable and informative. Moreover, the information is,
in turn, used to write a job specification statement showing
minimum requirement of skill, knowledge and ability to
perform a specific task.
 Contents Of Job Description Statement
The job description statement contains the following contents:
1. Job Title
It explains the title of the job. It means, what the particular job is
all about is identified under this content.
2. Job Location
It refers to the name of the department where the job under
consideration exists in the organization.
3. Job Summary
Job summary tells about a brief history of job. It is a short
paragraph which explains the tasks and activities to be
performed by an incumbent. It is a statement which explains
what the job entails. 
4. Duties
Duties refer to the task performed by an employee. It is
necessary to mention the task of the employee because it helps
him to estimate the percentage of time that is devoted to the
5. Machines, Tools And Equipment's
The machines, tools and equipment's used by an incumbent
for the performance of tasks are included under this head. 
 
6. Materials And Form Used
It includes all input requirements and the method of
application in the production process.
 
7. Working Environment
The working environment is concerned with the actual work
place. It defines working condition in terms of heat, light,
noise level etc.
 
8. Job Hazards
Job hazards are obstacles and obstructions that may arise
during actual performance of the task.
 Job Specification
• It is a statement of minimum
acceptable human qualities necessary
to perform a given job. It includes all
human qualities to be taken, i.e,
physical, personal, psychological
responsibilities to be taken over and
academic qualifications and experience
etc.
Contents of a Job Specification
1. Physical characteristics:
These include height, weight, sight, physical structure,
health, etc.
2. Psychological characteristics:
These include decision making ability, analytical view,
mental ability, etc.
3. Personal characteristics:
These include behaviour, mental stability, enthusiasm,
leadership qualities, etc.
4. Personnel characteristics:
This means the sense of responsibility in a person to be
appointed on the job.
5. Responsibility:
A person’s sense of responsibility towards a particular job
should be clearly indicated. Example, responsibility for
 Human Resource Planning
• Human resources planning is a process
that identifies current and future human
resources needs for an organization to
achieve its goals. 
• Human resources planning should
serve as a link between human
resources management and the overall
strategic plan of an organization.
Concept of HRP
HRP is process by which an organisation ensures that it has the
right number & kind of people at the right place and at the right
time , capable of effectively and efficiently completing those tasks
that help the organisation achieve its overall objectives.

HRP is the process of forecasting a firm’s future

for, and supply of the right type of people in the
right number.

Growing unemployment
Death Marriages
Voluntary quits Technological changes
Retirement Promotion, Transfer
Expansion & Diversification
Need for HRP
 NEED AND IMPORTANCE OF HRP
•
With growing unemployment, there has been shortage of human
resources with the required skills, qualifications and capability to do
various work. Hence, the need for HRP.
• Large numbers of employees who retire, die, leave organizations, or
become incapacitated because of physical or mental ailments, need to
be replaced by new employees. Human Resource Planning ensures
smooth supply of workers without interruption
• Human Resource Planning is also essential to replace workforce
turnover
• Required to meet the needs of expansion and diversification of
organization.
• Technological changes and globalization, change in the methods of
production, distribution and servicing of goods/products. These changes
may require change of skills as well as the change in the number of
employees required. HRP helps management to adjust and cope with
such changes.
• Identifies areas of surplus personnel and also areas where there are
shortage of people. Steps can then be taken to recruit or downsize
 Objectives of HRP
• Forecasting Human Resource Requirements: HRP is essential to determine
the future human resource needs in an organisation. In the absence of such
plan, it would be difficult to have the services of the right kind of people at the
right time.
• Analyse Current Workforce: HRP helps in analysing the competency of present
workforce. It determines current workforce strengths and abilities.
• Effective Management of Change: HRP is required to cope with changes in
market conditions, technology products, and government regulations in an
effective way.
• Realising Organisational Goals: HRP helps in effectively meeting the needs of
expansion, diversification and other growth strategies of an organisation.
• Provide information: The information gathered through HRP is used for
identifying surplus and unutilised human resources.
• Effective Utilisation of Human Resource: Planning of Human Resource is the
prime responsibility of management to ensure effective utilisation of present
and future manpower.
• Determine Manpower Gap: HRP identifies the gaps in existing manpower so
that suitable training programmes may be developed for building specific
 Factors affecting Human Resource
Planning
1.Employment:
HRP is affected by the employment situation in the
country i.e. in countries where there is greater
unemployment; there may be more pressure on the
company, from government to appoint more people.
Similarly some company may force shortage of skilled
labour and they may have to appoint people from other
countries.

2.Technical changes in the society :-

Technology changes at a very fast speed and new
people having the required knowledge are required for
the company. In some cases, company may retain
existing employees and teach them the new technology
and in some cases, the company have to remove
3. Organizational changes :-
Changes take place within the organization from time
to time i.e. the company diversify into new products
or close down business in some areas etc. in such
cases the HRP process i.e. appointing or removing
people will change according to situation.

4. Demographic changes :-
Demographic changes refer to things referring to age,
population, composition of work force etc. A number
of people retire every year. A new batch of graduates
with specialization turns out every year. This can
change the appointment or the removal in the
company.
5. Shortage of skill due to labour turnover :-
Industries having high labour turnover rate, the HRP will
change constantly i.e. many new appointments will take
place. This also affects the way HRP is implemented.

6.Multicultural workforce :-
Workers from different countries travel to other countries
in search of job. When a company plans it’s HRP it needs
to take into account this factor also.

7.Pressure groups :-
Groups like human rights activist, woman activist, media
etc. as they are very capable for creating problems for the
company, when issues concerning these groups arise,
appointment or retrenchment becomes difficult.
Human Resources
Planning Process
E Resources
=
• Determining the Objectives of Human Resource Planning :
The main objective of HRP is to ensure that a right number
of people for the right kind of job are selected. The
objectives can vary across the several departments in the
organization such as the personnel demand may differ in
marketing, finance, production, HR department, based on
their roles or functions.
• Analysing Current Manpower Inventory: 
The next step is to analyse the current manpower supply in
the organization through the stored information about the
employees in terms of their experience, proficiency, skills,
etc. required to perform a particular job. Also, the future
vacancies can be estimated, so as to plan for the manpower
from both the internal (within the current employees) and
the external (hiring candidates from outside) sources.
• Forecasting Demand and Supply of Human
Resources:
Once the inventory of talented manpower is maintained; the
next step is to match the demand for the manpower arising in
the future with the supply or available resources with the
organization.
• HR Demand Forecast :process of estimating future quantity
and quality of manpower required for an organization .
• External factors - competition, laws & regulation, economic
climate, changes in technology and social factors
• Internal factors - budget constraints, production levels, new
products & services, organizational structure & employee
separations
•  Forecasting Techniques
1. Managerial Judgment - Managers discuss and arrive at a figure of
inflows & outflows which would cater to future labour demand.
2. Ratio-Trend Analysis - Studying past ratios, ie No. of Workers Vs
Volume of Sales, forecasting future ratios and adjusting for future
changes in the organization
3. Work-Study Technique - Used when length of operations and amount
of labour required can be calculated
4. Delphi Technique - From a group of experts the personnel needs are
estimated
• HR Supply Forecast
• process of estimating future quantity and quality of manpower
available internally & externally to an organization.
• Supply Analysis
1. Existing Human Resources
2. Internal Sources of Supply
3. External Sources of Supply
• Existing Human Resources
• Capability / Skills Inventory using HR Information
System
• Internal Supply
1. Inflows & Outflows - The number of losses & gains of staff is
estimated.
2. Turnover Rate - refers to rate of employees leaving.
3. Absenteeism - unauthorized absence from work.
4. Productivity Level - Change in productivity affects no. of
persons per unit of output.
5. Movement among Jobs - internal source of recruitment,
selection and placement

• External Supply
1. External recruitment, selection & placement - Advertisements,
Manpower Consultants, Campus Recruitment, Unsolicited
Applications, Employee Referrals
• Analysing the Manpower Gaps : 
After forecasting the demand and supply,
the manpower gaps can be easily
evaluated. In case the demand is more
than the supply of human resources, that
means there is a deficit, and thus, new
candidates are to be hired. Whereas, if the
Demand is less than supply, there arises a
surplus in the human resources, and
hence, the employees have to be removed
either in the form of termination,
retirement, layoff, transfer, etc.
• Employment Plan/Action Plan:
Once the manpower gaps are evaluated, the action plan is to
be formulated accordingly. In a case of a deficit, the firm may
go either for recruitment, training, interdepartmental transfer
plans whereas in the case of a surplus, the voluntary
retirement schemes, redeployment, transfer, layoff, could be
followed.

• Training and Development :

The training is not only for the new joinees but also for the
existing employees who are required to update their skills
from time to time. After the employment plan, the training
programmes are conducted to equip the new employees as
well as the old ones with the requisite skills to be performed
on a particular job.
• Appraisal of Manpower Planning: 
Finally, the effectiveness of the manpower
planning process is to be evaluated. Here the
human resource plan is compared with its
actual implementation to ensure the availability
of a number of employees for several jobs.
 Effective Human Resource
Planning
• Human resource specialists have pointed out the fact
most Indian organisations do not have adequate records
and information on human resources. Even the current
technologies and knowledge in respect of HR planning is
not put to use optimally. Such practices, inevitable, lead to
ineffective HR planning,
• The problems could be avoided. If certain guidelines are
followed:
• Objectives: The HR plan must fit in with the overall
objectives of the organisation. Important aspects such as
people working in the organisation, working conditions,
human relationships, etc. must be kept in mind while
developing the plan.
• Top Management Support: The plan must meet the
changing needs of the organisation and should enjoy
consistent support from the top management.
• Employee skills inventory: The organisation must
have an up-to-date employee skills inventory showing
previous jobs held, tenure on current job, educational
and training qualifications, specific knowledge and
skills, prior work performance, past and current
compensation etc.
• Human Resource Information System: To manage
employee skill inventory, organisations should
maintain computerized human resource information
system containing data on: individual demographics,
career progression, appraisals, skills, interests,
training, target positions, performance ratings,
geographic preferences etc.
• Coordination: A separate HR planning division
must be created, especially in large
organisations to coordinate HR planning
exercises at various levels. The various plans
for procurement, promotion and retention of
human resources must be integrated properly.
The ultimate objective must be to make use
of the human resources in an optimal manner
by filling future vacancies with the right type
of people.
 Role Analysis
• At operative levels, it is possible to write job descriptions that reflect what
workers do at work. At middle and higher management levels, a clear
defination of expected and unexpected job related behaviour is not possible.
Job analysis fails to capture behavioural expectations of various groups that
influence the actions of a job holder.
• Role analysis provides satisfactory answer to the above problem. A role is a
expectation, people have about the behaviour of person in a position. A
position holder may perform 3 types of roles in day-to-day life-
1. Expected role- The expected role is what other people expect from a person.
For Example: a college teacher is expected by his role partners i.e principal,
colleagues, students, to come to the college and teach properly.
2. Perceived role- The perceived role is how the individual thinks he should
behave to fulfil the expected role. Eg: The teacher may think that he may be
able to complete the given course within the given time and it is waste of
time to be in college all through the year.
3. Enacted Role: The enacted role or the actual role is the way the person
actually behaves in an organisation. Eg: The college teacher, giving shape to
his thoughts, might visit campus only once a week to handle his classes.
• Role Analysis involves the following steps:
1. The objectives of the department and its
function must be identified.
2. The role incumbent is asked to state his key
performance areas and his understanding of
the roles to be played by him.
3. Other role partners(boss, subordinate, peers,
etc.) are asked to state their expectations
from the incumbent.
4. Finally, the incumbent’s role is clarified and
expressed in black and white after
integrating the diverse viewpoints expressed
by various role partners.