Presented by: Ms.

RITU JAIN
Ms. RITU JAIN 1

Job Analysis
• Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. • Job analysis is an important personnel activity because it identifies what people do in their jobs and what they require in order to do the job satisfactorily.
Ms. RITU JAIN 2

Sources of Job Data
 NON HUMAN SOURCES • Existing job description and specification • Equipment maintenance records • Records of employee working • Popular literature  HUMAN SOURCES • Job Analysis • Supervisors • Job Experts
Ms. RITU JAIN 3

Method of collecting Job Data
INTERVIEW

DIARY

JOB DATA

QUESTIONNAIRE

OBSERVATION
Ms. RITU JAIN 4

Should Contain the following basic information: – Job title of the holder – The job title of the job holder’s manager or supervisor – The job titles and number of the staff reporting to the job holder – A brief description (one or two sentences) of the overall role or purpose of the job – A list of the main task.Interview:– Structured interview – Unstructured interview Questionnaire:. RITU JAIN 5 . duties and responsibilities Ms.

Ms. RITU JAIN 6 . Diary:.Observation:-the job analyst carefully observe the job holder at work and records what he or she does. how he or she does and how much time is needed for completion of a given task.this method requires the job holders to record in detail their activities each day.

RITU JAIN 7 JOB SPECIFITION .USES OF JOB ANALYSIS HRP RECRUITMENT & SELECTION JOB DESCRIPTION TRAINING AND DEVELOPMENT JOB ANALYSIS JOB EVALUATION PERFORMANCE APPRAISAL PERSONNEL INFORMATION SAFETY & HEALTH Ms.

RITU JAIN 8 .Process of Job Analysis ORGANISATIONAL ANALYSIS Selection of representative positions to be analyzed Process of Job Analysis Preparation of job description Collection of job analysis data Preparation of job specification Ms.

 Organizational Analysis:.it is not possible to analyze all the jobs. Ms. A representatives sample of jobs to be analysed is decided keeping the cost and time constraints in mind.this is required to find the linkages between jobs and organizational objectives.  Selection of representative positions to be analyzed:. RITU JAIN 9 . interrelationships between jobs and contribution of various jobs to the efficiency and effectiveness of the organization.

 Preparation of job description:-this steps involves describing the contents of the job in terms of functions. Ms. duties responsibilities. training. RITU JAIN 10 . operations etc.  Preparation of job specification:-job specifications is a written statement of personnel attributes in terms of traits. skills. experience needed to carry out the job.  Collection of job analysis data:-care should be taken to use only reliable and acceptable techniques in a given situation.

Nature of Job Analysis JOB TASK JOB ANALYSIS JOB DUTIES JOB RESPONSIBILITIES Ms. RITU JAIN 11 .

Job Description and Job Specification JOB ANALYSIS JOB DESCRIPTION •JOB TITLE •LOCATION •JOB SUMMARY •DUTIES •MACHINES. TOOLS AND EQUIPMENT •WORKING CONDITIONS Ms. RITU JAIN JOB SPECIFICATION •EDUCATION •EXPERIENCE •TRAINING •JUDGEMENT •PHYSICAL EFFORTS •COMMUNICATION SKILLS •EMOTIONAL CHARACTERISTICS 12 .

Problems with Job Analysis • • • • Support from top management Single means and source No training or motivation Activities may be distorted Ms. RITU JAIN 13 .

Ms. RITU JAIN 14 .

• Job design following job analysis. Ms.JOB DESIGN • The logical sequence of job analysis is job design. • Job design involves conscious efforts to organize tasks. duties and responsibilities into a unit of work to achieve certain objectives. RITU JAIN 15 .

Factors Affecting Job Design FEEDBACK ORGANISATIONAL FACTORS JOB DESIGN PRODUCTIVE AND SATISFYING JOB ENVIRONMENTAL FACTORS BEHAVIORAL FACTORS Ms. RITU JAIN 16 .

ergonomics and work practices. RITU JAIN 17 . work flow.  ENVIRONMENTAL FACTORS:• Internal factors • External factors • Employee abilities and availabilities • Social and cultural expectations Ms. ORGANIZATIONAL FACTORS:.includes characteristics of task.

RITU JAIN 18 . Behavioral factors:• Feedback • Autonomy • Use of abilities Ms.

A process of finding and attracting capable applicants for employment Ms.Recruitment According to Edwin B. Flippo. RITU JAIN 19 . “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation” Meaning: Recruitment is the activity that links the employers and the job seekers .

• Help increase the success rate of the selection process by reducing the number of visibly under qualified or over qualified job applicants. Ms. RITU JAIN 20 .Purpose and Importance • Increase the pool of job candidates at minimum cost. • Begin identifying and preparing potential job applicants who will be appropriate candidates.

RITU JAIN 21 .Factors Governing Recruitment EXTERNAL FORCES •SUPPLY AND DEMAND •UNEMPLOYMENT •IMAGE INTERNAL FACTORS RECRUITMENT •RECRUITMENT POLICY •HRP •SIZE OF THE FIRM •COST •GROWTH AND EXPANSION Ms.

RITU JAIN 22 .SOURCES OF RECRUITMENT INTERNAL SOURCES externalSOURCES PROFESSIONAL R E C R U I T M E N T ADVERTISEMENTS CAMPUS RECRUITMENT RADIO AND TELEVISION COMPETITORS ACQUISITION AND MERGERS PRESENT EMPLOYEES FORMER EMPLOYEES PREVIOUS APPLICANTS Ms.

promoted or demoted  Merits • Economical • Suitable • Reliable • Satisfying  DEMERITS • Limited choice • Inefficiency Ms.Sources of Recruitment  INTERNAL SOURCES • Retired employees • Transferred. RITU JAIN 23 .

RITU JAIN 24 . relatives and existing employees • Candidates responding to the advertisements. issued by the organization Ms. friends.EXTERNAL SOURCES • Employees working in other organizations • Students from reputed educational institutions • Candidates referred by unions.

 MERITS • Wide choice • Fresh blood • Motivational forces • Long term benefits  DEMERITS • Expensive • Time consuming • Demotivating • uncertainty Ms. RITU JAIN 25 .

RITU JAIN 26 . what are some of the important reasons for the deep changes we are seeing in the way jobs are done?(TEAM 1) • Explain how you would carry out a job analysis in a company that never job descriptions(TEAM 2) • Are job description really necessary? What would happen if a company decided not to use any job description at all?(TEAM 3) Ms.Discussion Questions • In your opinion.

Arrange interviews 7.Recruitment Process 1.Managing the response 5.Identify vacancy 2.Prepare job description and person specification 3.Conducting interview and decision making Ms. RITU JAIN 27 .Short-listing 6.Advertising the vacancy 4.

RITU JAIN 28 .SELECTION According to Thomas stone “ • Selection is the process of differentiating between applicants in order to indentify and hire those with a greater likelihood of success on the jobs • In simple words…… • It is the functions perform by the management of selecting the right employees at the right time After identifying the sources of human resources. searching for prospective employees and stimulating them to apply for jobs in an organization . Ms.

• The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates..Contd. Ms. RITU JAIN 29 .

RITU JAIN 30 .Steps in the Selection Process • • • • • • • • Screening of application Preliminary interview Application blank/CV Check of references Psychological test Group discussion Approval by the supervisor Physical examination Ms.

Help to increase success rate. Helps to get organizations legal and social obligations. • Helps to increase organization and individual effectiveness. RITU JAIN 31 .Importance of Recruitment and Selection • • • • Helps to get a proper candidate. Ms. Help to reduce the probability.

RITU JAIN 32 .all types Presentations Tests Psychometric tests Ms.Selection Methods • • • • Interviews .

personal qualities. behaviours? • Does candidate know enough to decide this is right job and organisation for them? (so they stay) • Good impression of University? (even if not successful) Ms. skills. RITU JAIN 33 .Purpose of an Interview • Does candidate meet person specification – knowledge. experience.

be quickly briefed and given half an hour to prepare a 5 minute presentation. Ms.presentation • Presentations can be used in a variety of ways depending on how they relate to the job description and the normal working practices expected of the post. RITU JAIN 34 . candidates could be asked to simply arrive early to the interview. • Example 1: for a post which is required to respond to a committee or the public in a very short timescale given a few facts. and deliver it orally with no supports.

if some IT skills are needed for the posts. how will you know that the candidates meet the standard that you are expecting in the job? Ms. such as Access database skills. RITU JAIN 35 .TEST • It is possible that when defining the person specification criteria that some criteria prove hard to assess either through the application form or c. • For example.v. or via the interview..

• These types of test are especially good at assisting with assessing how candidates are likely to behave. for example.such as strong relationship building skills. towards their peers. towards a manager. RITU JAIN 36 . and towards their subordinates.Psychometric tests • These are particularly useful if you want to assess candidates for managerial or senior appointments or candidates for appointments where there is a special need for the post . Ms.

RITU JAIN 37 . • Increase the pool of job candidates Ms.Conclusion • The Purpose and Importance of Recruitment and select • Attract and encourage candidates. • Create a talent pool. • links the employers with the employees. • Determine present and future requirements.

it involves assigning a specific rank and responsibility to an employee. transfer or demotion of present employees. placement refers to the allocation of people to jobs. and promotion. The placement decision are taken by the manager after matching the requirement of a job with the qualifications of a candidate. Ms.PLACEMENT Placement is the actual posting of an employee to a specific job. it includes initial assignment of new employees. RITU JAIN 38 .

report for duty regularly Avoid mistakes and accidents Ms.Major Benefits • • • • Show good results on the job Get along with people easily Keep his spirits high. RITU JAIN 39 .

Induction/ Orientation • Orientation or Induction is the task of introducing the new employees to the organization and its policies . seminar are also provided to new employees so that they can settle down quickly and resume the work. groups. Ms. handbooks. RITU JAIN 40 . films. procedures and rules. • Lectures.

OBJECTIVES • Removes fears • Creates a good impression • Acts as a valuable source of information Ms. RITU JAIN 41 .

RITU JAIN 42 .Induction programme: steps • Welcome to the organization • Explain about the company • Show the location/department where the new recruit will work • Give the company manual to the new recruit • Provide details about various work groups and the extent of unionism within the company Ms.

benefits. etc Ms. leave etc.Contd. • Explain about future training opportunities and career prospects • Clarify doubts • Take the employee on a guided tour of buildings. RITU JAIN 43 .. facilities. • Give details about pay. holidays.

RITU JAIN 44 .1) Content:Organizational issues Employee benefits Introduction Job duties 2) Socialization 3) Follow up Ms.

RITU JAIN 45 .Ms.

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