Using Job Analysis and

Competency Modeling
as the Foundation for
the HR System
 JOB ANALYSIS
• is a systematic process of discovery aimed to
understanding what people do at work. It may
be directed primarily at the work itself or the
worker attributes or it may be directed at
both.
• is the procedure of determining the duties and
skill requirements of a job and the kind of
person who should be hired for it.
Basic questions on job analysis:

 What does the worker do?

 What gets done?
 What should be the worker good at?
 Do we need people who are persuasive or
fluent in English?
The following information can be collected
through job analysis:
• Specific tasks and activities – a job analyst can obtain
information on the different tasks required by a job. Additional
information includes how these tasks are done, the specific
time they are performed, and the reasons why they should be
performed.
• Required behavior on the job – information about the behavior
required in the performance of various jobs such as
communicating, writing, computing among others.
• Required job standards – the job analyst can also gather
information regarding the performance levels or standards
required by the job. This is needed to evaluate the performance
of the employee.
• Knowledge, tools and equipment used – information on the tools and
equipment used by the employee can be gathered during the job
analysis. Knowledge in software applications, accounting procedures,
and law, among others is also taken into account.

• Work conditions – these included the physical aspects of the job such
as work schedules, physical environment. Information on social contact
is also obtained

• Personal characteristics and requirements – these include the

educational background, training or experience, as well as type of
personality, attitudes, values and physical characteristics needed for
the position.
 JOB ANALYSIS PROCESS

1. Formulation of objectives – in this step, the firm

identifies and formulates the goals of the job analysis. It
determines how the job analysis will be used.
2. Selection of jobs – large organizations usually have many
jobs. Since job analysis is a time-consuming process, jobs
to be analyzed are carefully selected.
3. Application of job analysis techniques – there are many
techniques that can be used in conducting a job analysis.
Proper selection of the appropriate techniques will be
less costly for the organization.
4. Actual conduct of job analysis – the actual data gathering
needs considerable time and effort since the data included the
features of the job, the proper attitude towards the job, and
the characteristics of the employee who will perform the job.

5. Preparation of the job description and job specifications –

after data gathering comes the time to write the job
description for each job analyzed.

Job description – lists the duties, responsibilities,

reporting relationships and the job specifications for each job.

Job specifications – refers to the minimum

qualifications required by a particular job such as educational
background, experience, skills and abilities.
Preparation of job description and job specifications used in
HR activities:
 HR Planning – HR audit, the job descriptions of all jobs are
reviewed. This review is necessary to assess which of the
jobs are available, which jobs should be combined, and
how many jobs may be needed in the future.
 Recruitment and selection – job specifications is needed
by HR Department to update the educational background
of each employee and align it to the requirements of
his/her work. A good job analysis can also validate and
ensure good decision-making in recruitment and
selection.
 Compensation – indicates how much money an employee
is paid for doing a certain job based on the tasks and
responsibilities attached to it.
 Training and development – information obtained from the job
analysis can help in the employee’s development. The HR dept.
can identify the skills the employee should have to improve on
the job.
 Performance appraisal – performance standards are set during
job analysis. This assessment can help supervisors set up better
performance measures.
 Safety and health – the information obtained from employee’s
evaluation of working conditions can help the HR department
eliminate health hazards to ensure work safety.
 Labor relations – job analysis helps to determining whether
certain aspects of a job can be covered by union agreements. It
helps in avoiding future conflicts between the management
and union regarding the coverage of jobs negotiated for the
employee.
Job Description has the following parts:
 Job title or position – describes the exact job title or
designation.
 Reporting relationships – includes job title for the position’s
immediate supervisor.
 Job classification – provides the rank or position of the job in
the hierarchy of the various jobs in the company.
 General description of the job – this portion provides a
summary of the job and gives an overview of its duties and
responsibilities.
 Specific duties and responsibilities – include and clarify the
functions of the job in detail.
 Job specification – it lists the minimum requirements of the
job.
Job design is usually formulated after a job analysis. Some
companies that make some modifications on certain duties
of jobs to achieve the company’s goals and objectives. Job
design divided into two basic categories

job enlargement – horizontal approach to job design, a

supervisor gives his/her subordinates more tasks to do. The
employee is not empowered to decide his/her own.

job enrichment – vertical approach of job design. It satisfies

the need for growth since the employee has a hand in
decision making. In this case he/she is motivated to become
more responsible. Hence, the employee eventually
enhances hi/her self-worth.
Job design principles based on the job characteristics
model by Hackman and Oldham (Parker and Hall, 1998):
 Task variety – the company should attempt to provide employees with
a variety of tasks. However, one should note that too much variety can
result in inefficiency whereas too little could lead to boredom.
 Skill variety – using a number of their skills makes employees happy.
 Feedback – employees should be informed if they have already reached
their required targets. Employees should learn to set the standards of
work quality and quantity they will follow.
 Task identity – each group of tasks should be clearly defined, visible,
meaningful and separated from one another.
 Task autonomy – employees should have some form of control over
their work. They should be empowered to decide on some aspects of
the job.
Allocation function is used in recruitment, selection and placement.
This signifies the meaningful hiring of employees for the company.
This means that the HR considers fully all the factors that may affect
the recruitment process.
Recruitment
Planning and approval Selection of recruitment
Position announcement
based on HR Planning strategies

Selection
Screening/interview and
Psychological testing Job offer and negotiation
background check

Placement
Post-selection
considerations : Pre-
Signing of employment
employment Hiring
contract
requirements, and medical
examination
Recruitment is the process of allocating qualified
applicants who apply for various positions in a
particular organization. The process of selection and
placement is rather tedious. It requires a keen and
analytical mind to make such selection decisions.

Adjustment refers to different ways by which the

organization together with new employees adapt to
the work environment. This includes the
organizational structure with the inclusion of new
employees.
VARIOUS JOB ANALYSIS TECHNIQUES:
 Observation – there are jobs that can be observed like
those performed by an assembly line, service crew or
warehouse workers. It is crucial to identify key job
behaviors.
 Interviews – the interview allows a face-to-face
interaction between the job analyst and the interviewee.
 Questionnaire – use of questionnaire is one of the least
expensive tools for data gathering. It usually includes
duties and responsibilities, working conditions,
equipment used, and requirements of the jobs.
 Logbook – is a good source of data gathering employee
duties - how frequently they have to be done and when
they are scheduled to be finished.
Competency modeling
1. One such meaning concerns broad personal
attributes (e.g. results orientation, product
knowledge) that apply across many jobs within
the organization.

2. Organizational-competency models tend to be

more focused on organizational goals and
attributes that distinguish superior from average
workers, and thus provide value or competitive
advantage to the organization.
Thank You!!