Job Analysis

Chapter 4

Presented by: FSZ

 Learning Objectives

Explain why talent management is important

Discuss the nature of job analysis, including what it is and how it’s used

Use different methods of collecting job analysis information, including

interviews, questionnaires, and observation

Knowing job description & job specification

Explain competency-based job analysis

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 What is Talent Management?

“The holistic, integrated, results and goal-oriented process of

planning, recruiting, developing, managing, and compensating
employees.”
 Talent Management Process
He/she starts with the results and asks, “What recruiting, testing, training, or pay action
should I take to produce the employee competencies we need to achieve our company’s
goals?

He/she treats activities such as recruiting and training as interrelated. For example, the
manager knows that having employees with the right skills depends as much on recruiting
and training as on applicant testing.

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 Talent Management Process
Because talent management is holistic and integrated, he/she will probably
use the same “profile” of required human skills, knowledge, and behaviors
(“competencies”) for formulating a job’s recruitment plans as for making selection,
training, appraisal, and compensation decisions for it.

To ensure the activities are all focused on the same ends, the manager will
take steps to coordinate the talent management functions (recruiting and training , for
example). Doing so often involves using talent management software.

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 Basics of Job Analysis
Job Analysis:

- “is the procedure through which you determine the duties of the positions and characteristics of
the people to hire for them.”

Job Descriptions:

- a list of what the job entails

Job Specifications:

- what kind of people to hire for the job

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 Basics of Job Analysis
HR specialist collects the following information via job analysis

Work activities: job’s actual work activities, such as cleaning, typing, teaching. Also includes
how, why, and when

Human Behaviors: sensing, communicating, walking long distances

Machine, Tools, Equipment, & Work Aids: tools used, materials processed, knowledge
applied, services rendered

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 Basics of Job Analysis
Performance standards: in terms of quality or quantity

Job context: physical working condition, work schedule, interaction frequency

Human requirements: knowledge skills (education, work experience) and personal attributes
(personality)

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“

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 Conducting Job Analysis
STEP 1: Decide How You’ll Use the Information

STEP 2: Review Relevant Background Information

- Organization Charts: show the organization-wide division of work, and where the job fits in the overall

organization

- Process Charts: provide more detailed picture of the workflow

STEP 3: Select Representative Positions

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 Conducting Job Analysis
STEP 4: Actually Analyzing the Job

- by collecting data on job activities, working conditions, human traits, and abilities needed to
perform the job

- greeting participants

- identifying the job’s responsibilities

STEP 5: Verify the job analysis information with the workers and immediate supervisor

STEP 6: Develop a Job Description and Job Specification

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 Guidelines for Job Analysis
Make the job analysis a joint effort by HR manager, worker, and supervisor.

Make sure the questions and the process are both clear to the employees.

Use several different job analysis tools/methods.

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Methods for Collecting Job Analysis
Information
The Questio
Interview -nnaires

Observ- Participant
ation Diary/Logs

Quantitative Internet-
Job Based
Analysis Job
Techniques Analysis

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 The Interview
▪ simple and quick way to collect information,
▪ range from completely unstructured (tell me
that might not appear on a written form
about your job) to highly structured
▪ distortion of information (outright
▪ conduct interviews with each employee, groups
falsification or honest misunderstanding) is
of employees, or supervisors
the main draw back

▪ make sure that the interviewee fully understands

▪ may exaggerate certain responsibilities while
the reason
minimizing others

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 Questionnaire
▪ having employees fill out forms to describe their job-related duties

▪ vary from structured checklists to unstructured

▪ quick and efficient way of collecting information from a large number of employees

▪ less costly than interview

▪ developing and testing questionnaires may be time consuming

▪ possibility of distortion

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 Observation
▪ especially useful when jobs consist mainly
of observable physical activities- ▪ reactivity of the worker can be a
assembly-line worker problem

▪ not appropriate when the job includes a lot ▪ might use observation and
of mental activities or occasional interviewing together
engagement in important activities

▪ observe the worker on the job during a

complete work cycle

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 Participant Diary/Logs
▪ workers keep a diary of what they do during the day

▪ can avoid relying on workers to remember what they did hours earlier

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 Other Methods
▪ Quantitative Job Analysis Techniques:
▪ Internet-Based Job Analysis:
- compare jobs
- collecting information from geographically
- Position Analysis Questionnaire (PAQ)
dispersed employees can be challenging

- HR distributes standardized job analysis

questionnaires via company intranet

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 Writing Job Descriptions

▪ a written statement of what the worker actually does, how he/she does it, & the job’s
working conditions
▪ Job Identification: job title specifies the name of the job; location; supervisor;
grade/level
▪ Job Summary: includes only its major functions/activities
▪ Relationships: reports to; supervises; works with; outside the company

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 Writing Job Descriptions

▪ Responsibilities & Duties: heart of the JD; list of the job’s significant duties &
responsibilities
▪ Standards of Performance & Working Condition: standards the company expects
the employee achieve for each of the JD’s main duties

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 o*net
https://www.onetonline.org/

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 Writing Job Specifications
▪ what human traits and experiences are required to perform a job effectively

▪ what kind of person to recruit

▪ what qualities to look for

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 Writing Job Specifications
▪ Specifications for Trained vs. Untrained Personnel:
- relatively straightforward for trained employees
- focus on length of previous service, quality of relevant training, previous job
performance
- complex for untrained ones; specify physical traits or personality
▪ Specifications based on Judgment: educated guess, using common sense
▪ Specifications based on Statistical Analysis:

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- educated guess
 Business Process
Reengineering
redesigning business processes, usually by combining steps, so that small
multifunction teams using information technology perform the jobs, formerly
done by a sequence of departments
- identify a business process to be redesigned
- measure the performance of the existing processes
- identify opportunities to improve these processes
- redesign and implement a new way of doing work
- assign ownership of tasks to an individual or team that use new computerized systems
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 Job Redesign
Job Enlargement: assigning workers
Job enrichment:
additional same-level activities
- redesigning jobs in a way that increases the
opportunities for the worker to experience
Job rotation: systematically moving workers
feelings of responsibility, achievement, growth,
from one job to another
and recognition

- the best way to motivate

- empowering workers by providing the skills
and authority to inspect the work, without
having supervisors 25
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 Thanks!
Any questions?
You can find me at
faseeha.zabir@northsouth.edu

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 Reference
Dessler, G. (2012). Human Resource Management (13th Edition).
New York: Pearson.

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