Presentation by

Yoan Elisa G – 3303017030

Birgitta Alun S – 3303017041
Fanny Marcia – 3303017054
 Outline
 Definition of Job Analysis
 Roles of Job Analysis / Objectives of Job Analysis
 Process of Job Analysis
 Methods of Collecting Job Analysis
Information
 Outcomes of Job Analysis
 Job Analysis in a “Jobless” World
 What Do You
Think About
Job Analysis?
• Job analysis is the process of gathering
information about a job. It is, to be more
specific, a systematic investigation of the
tasks, duties and responsibilities necessary to
do a job.

• Job analysis is the process of collecting job

related information.
 Recruitment
Employee
Counseling
HRP Selection
safety

Performance
appraisal JOB Job
ANALYSIS evaluation

Job design
and
Placement
redesign
Training
 Recruitment: is used to find out
Recruit how and when to hire people for
ment
future job openings.
Selection: without a proper
Selection
understanding of what is to be done
on a job, it is not possible to select
the right person.
Job
Job evaluation: helps in finding the
evaluation relative worth of a job, based on
criteria, such as degree of difficulty,
type of work done, skills, knowledge
needed, etc.
Placement Placement: put people on jobs best
suited to their interests, activities
and aptitude.
Training Training: If there is no proper job
analysis it will lead to confusion and
proper training cannot be initiated.
Job design
and
Job design and redesign: Once the
redesign jobs are understood properly, it is
easy to locate weak spots and
undertake remedial steps.
 Performance appraisal: Only on a
Performance
appraisal proper job analysis being made
available will it be possible to assess
or compare individuals.

Human resource planning: Job

HRP analysis helps in forecasting human
resource requirements in terms of
knowledge and skills.
 Counseling: Managers will be in a
Counseli
ng
position to counsel employees
about their careers when they
understand the different jobs in an
organization.

Employee safety: to indicate unsafe

Employee conditions associated with a job.
safety
Organizational Analysis
Selection of Representative
Positions to be Analyzed
Collection of Job Analysis
Data
Preparation of Job Descriptions

Preparation of Job Specifications

 Organizational Analysis
Selection of Representative
Itis Positions
necessary to first
to be Analyzed
have an overall
Collection of Job Analysis
Data
picture of the various
Preparation
jobs in anof Job Descriptions
organization.
Preparation of Job Specifications
 Organizational Analysis
Selection of Representative
Positions to be Analyzed
Collection of Job Analysis
It is not possible to analyze all the
Data
jobs and a representative sample
ofPreparation
jobs canof be selected for
Job Descriptions
analysis keeping in mind time and
cost constraints.
Preparation of Job Specifications
 Organizational Analysis
Selection of Representative
Positions to be Analyzed
Collection of Job Analysis
Data
The step involves the collection of data on
Preparation of Job Descriptions
the characteristics of the job, the required
behavior and personal qualifications
Preparation
needed of the
to carry out Jobjob
Specifications
effectively.
 Organizational Analysis
Selection of Representative
Positions to be Analyzed
Collection of Job Analysis
Data
Preparation of Job Descriptions
This step involves describing the contents of the
jobPreparation of Jobduties,
in terms of functions, Specifications
responsibilities,
operations, etc.
 Organizational Analysis
Selection of Representative
The step involves
Positions conversion of
to be Analyzed
the job description statements into
Collection of Job Analysis
a specific job.
Data
Preparation of Job Descriptions

Preparation of Job Specifications

Outcomes of Job Analysis
 Job Description
A job description is a
written statement of the
duties, responsibilities, reporting
relationships , working conditions,
and required qualifications of a
particular job.
 Job specification
A list of a job’s “human
requirements” – requisite
education, skills, personality.
It is important in the selection process
as it keeps the attention of the
selector on the necessary
qualifications required.
 Job Evaluation

Provides the relative

value of each job in the organization.
It is an important tool to determine
wage and salary decisions
(compensation).
 Job Analysis in A “Jobless” World
• Job = a set of closely related activities carried
out for pay.
• But over the past few years the concept of a
job has been changing quite dramatically.
• As one observer put it: In fact, many
organizations are today well along the path
toward being ‘de-jobbed’.
• De-jobbing = broadening the responsibilities of
the company’s jobs, and encouraging employees
not to limit themselves to what’s on their job
descriptions.
• Some factors are:
- flatter organizations - boundaryless organization
- work teams - reengineering
• As a result, more employees are substituting brief
job summaries, perhaps combined with
summaries of the skills required for the position.
 Competency-Based Job Analysis
• Many experts say traditional job analysis
procedures can’t be a central role in HR
management.
• Basic concern: high-performance work
environments in which employers move from
job-to-job and based on job-specific duties
may actually inhibit the flexible behavior
companies need.
• Different organizations define competencies in
somewhat different ways.
• Some define it synonymously with the
knowledge, skills / abilities a person needs to do
the job.
• Others define “competencies” more narrowly, in
terms of measurable behaviors.
• Competency-based job analysis means describing
the job in terms of measurable, observable,
behavioral competencies that an employee doing
that job must exhibit to do the job well.
Traditional-based Job Analysis
• Focus on “what” is
accomplished – duties and
responsibilities.
• More job focused.
Competency-based Job Analysis
• Focus more on ”how” the
worker meets the job’s
objectives or actually
accomplishes the work.
• More worker focused.
 Why use Competency Analysis?
• Traditional job descriptions may backfire if a
high performance work system is the goal.
• Describing the job in terms of the skills,
knowledge, and competencies the worker
needs is more strategic.
• Measurable skills, knowledge and
competencies are the heart of any company’s
performance management process.
THANK YOU