Job Analysis Techniques for Effective Recruitment

Module II
Job Analysis, Job Design and

Job Evaluation
Job Analysis
 Job analysis is a process used to collect
information about the duties,
responsibilities, necessary skills,
outcomes, and work environment of a
particular job.
You need as much data as possible to put
together a job description, which is the
frequent output result of the job analysis.
Job Analysis
Job Analysis is a primary tool to collect job-
related data.
The process results in collecting and recording
two data sets including job description and job
specification.
Any job vacancy can not be filled until and unless
HR manager has these two sets of data.
Job Analysis
It is necessary to define them accurately in order
to fit the right person at the right place and at the
right time.
This helps both employer and employee
understand what exactly needs to be delivered
and how.
Job Description
• Job description includes basic job-related data
that is useful to advertise a specific job and attract
a pool of talent.
• It includes information such as job title, job
location, reporting to and of employees, job
summary, nature and objectives of a job,
tasks and duties to be performed, working
conditions, machines, tools and equipments
to be used by a prospective worker and
hazards involved in it.
Job Description
• Job description carried for general purpose
typically involves job identification (title,
designation, location) and a statement of
duties and functions of a prospective or existing
employee.
Job Specification
 Also known as employee specifications, a
job specification is a written statement of
educational qualifications, specific
qualities, level of experience, physical,
emotional, technical and communication
skills required to perform a job,
responsibilities involved in a job and other
unusual sensory demands.
Job Specification
 It also includes general health, mental
health, intelligence, aptitude, memory,
judgment, leadership skills, emotional
ability, adaptability, flexibility, values and
ethics, manners and creativity, etc.
Purpose of Job Specification
• Described on the basis of job description,
job specification helps candidates analyze
whether they are eligible to apply for a
particular job vacancy or not.
• It helps recruiting team of an organization
understand what level of qualifications,
qualities and set of characteristics should be
present in a candidate to make him or her
eligible for the job opening.
• Job Specification gives detailed
information about any job including job
responsibilities, desired technical and
physical skills, conversational ability and
much more.
• It helps in selecting the most appropriate
candidate for a particular job.
Methods of Collecting Job Analysis
Information
Information: The Interview
Information Sources Interview
Individual employees Formats
Structured
Groups of employees
(Checklist)
Supervisors with knowledge Unstructure
of the job d
Information: The Interview
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Distorted information
Information: Questionnaires
Information Source
Have employees fill out questionnaires
to describe their job-related duties and
responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions
Information: Questionnaires
Advantages
Quick and efficient way to gather
information from large numbers of
employees
Disadvantages
Expensive and time consumed in
preparing and testing the questionnaire
Information: Observation
Observing and noting the physical
activities of employees as they go about
their jobs
Information: Observation
Advantages
Provides first-hand information
Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level
of mental activity
Information: Participant Diary/Logs
Workers keep a chronological diary/
log of what they do and the time
spent on each activity
Information: Participant Diary/Logs
Advantages
Produces a more complete picture of
the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees to accurately
recall their activities
Quantitative Job Analysis Techniques
Quantitative
Job Analysis
Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure
Quantitative Job Analysis Techniques: Position Analysis Questionnaire
The Position Analysis Questionnaire is
one of the most widely used means of
job analysis.
It is a structured job analysis
questionnaire that quantitatively
measures job characteristics and
correlates them with human traits.
It was developed at Purdue University by
McCormick et al in 1972. The PAQ is
concluded “in house” by the HR personnel
or managers who are trained in
administering and evaluating PAQs.
It is widely used by HR departments as well
as for Individual psychological assessment
and Industrial Psychology.
The PAQ contains “job elements” or items
which are 194 in number.
The questionnaire defines roles and
responsibilities associated with a position
and further aids in determining the
essential functions of a position, how
appropriate is the position classification, if
a particular position can be exempted from
overtime and so on.
Position analysis questionnaire (PAQ)
is a job analysis questionnaire that
evaluates job skill level and basic
characteristics of applicants for a set
match of employment opportunity.
The PAQ method involves a series of
detailed questioning to produce
many analysis reports.
The advantage of the PAQ is that it
provides a quantitative score or profile of
any job in terms of how that job rates on
five basic activities: (1) having decision
making / communication / social
responsibilities, (2) performing skilled
activities, (3) being physically active, (4)
operating vehicles / equipment, and (5)
processing information.
The purpose of PAQ is to develop an ‘internal
equity’ for the compensation offered in the
organisation.
PAQ scores are used for job analysis and in
performance appraisal, job evaluation,
devising compensation plans, training-need
analysis, job design, counselling and
development of assessment centres. It also
plays a pivotal role in selection of right
candidates for particular jobs.
•How to conduct PAQ?
•The three basic steps to conduct a position analysis
questionnaire are: Human resources and other staff
attend a PAQ job analysis training course. PAQ
questionnaires are filled out by trained professionals,
not job incumbents. Trained PAQ job analysts then
use the position analysis questionnaire to analyze
selected jobs.
Quantitative Job Analysis Techniques: Dept. of Labour Procedure
Dept. of Labour (DOL) method uses set of standard
basic activities called worker functions to describe to
what a worker can do with respect to data, people, and
things.
With respect to data, or instance, the basic functions
include synthesizing, coordinating, and copying.
With respect to people they include mentoring,
negotiating and supervising.
With respect to things, the basic functions include
manipulating tending and handling.
 For example:
 Note that each worker function gets an importance level. Thus,
coordinating is 1, whereas copying is 5. If you were analyzing the
job of a receptionist / clerk, for example, you might label the job
5, 6, 7 which would represent copying data, speaking / signaling
people, and handling things. On the other hand, you might code a
psychiatric aide in a hospital 1, 7, 5 in relation to data, people and
things. In practice, you would analyze each task that the worker
performed in terms of data, people and things. Then the highest
combination (say 4, 6, 5) would be used to identify the job, since
this is the highest level that a job incumbent would be expected
to attain.
 Finally, the schedule specifies the human requirements of the job,
for instance in terms of training time required, aptitudes
temperaments. As you can see, each job ends up with a
numerical score (such as 5, 6, 2). You can thus group together
(and assign the same pay to) all jobs with similar scores, even for
very different jobs like dough mixer and mechanic’s helper.
Quantitative Job Analysis Techniques: Functional Job Analysis
Functional Job Analysis
Another technique, functional job
analysis is similar to the DOL method,
but rates the job not on data, people and
things but also ion the extent to which
performing the task requires specific
instructions, reasoning and judgment
mathematical ability and verbal and
language facilities.
Quantitative Job Analysis Techniques: Functional Job Analysis
Functional Job Analysis
Questionnaire : The purpose of the
study is to obtain current information on
the job/ Function based on a review
of job duties and responsibilities.
 To Base the answers on what is normal to
the current job, not special projects or
temporary assignment duties, unless
these tasks are a regular part of the job.
Writing Job Specifications
“What traits and

experience are
required to do this job
well?”
Specifications for Specifications Specifications

Trained Versus Based on Based on
Untrained Judgment Statistical
Personnel Analysis
Process of Job Analysis
1. Defining the objectives: The foremost
step in the process of job analysis is
defining the objective of the job analysis.
The objective could be either of the
following:
• Redesign the job description
• Revise the compensation program
• Change the organization structure
• Redesign the job in a particular
department.
2. Preparing the job Analysis: After setting
an objective, the kind of jobs that are to be
analyzed are selected, whether the clerical jobs,
managerial jobs, division specific job, etc.
Also, the members who are included in the
analysis and the methods to be used are
identified.
The complete review of the existing job
description is done to have a fair insight of the
duties, responsibilities, organization chart,
working conditions, hazards, etc.
3. Performing the Job Analysis:
Here, sufficient time should be allotted for
collecting the job details from the employees.
The information from the employees can be
collected through questionnaires, interviews, or
through an observation method.
Once the information gets collected it needs to be
sorted on the basis of its nature, division,
department.
4. Designing Job Descriptions and Job
Specifications: At this stage, the job analyst
prepares a draft of the job description and the
specifications.
After sorting of the information, the changes that
need to be made in the jobs is identified and is
written on paper.
Once the draft gets prepared, it is circulated to the
managers, supervisors, and the employees.
5. Control Job Descriptions and Job
Specifications:
This is the last step in the process of job
analysis wherein the job descriptions, and
the specifications are timely checked and
modified according to the changing needs
of the organization. It becomes a living
document.
JOB DESIGN
Job Design
Job design (also referred to as work
design or task design) is a core function of
HRM.
Job design is the process of organizing work
into the tasks required to perform a specific
job.
It is related to the specification of contents,
methods and relationship of jobs in order to
satisfy technological and organizational
requirements as well as the social and personal
requirements of the job holder or the employee.
Job Design
Job design is about the way that tasks are
combined to form complete jobs in the
workplace.
While job redesign has its focus on how
existing jobs are changed- for example, by
redesigning jobs, management may be able
to increase motivation around, say, the
introduction of self-managed work teams.
Job Design
Its principles are geared towards how the nature
of a person's job affects their attitudes and
behavior at work, particularly relating to
characteristics such as skill variety and autonomy.
The aim of a job design is to improve Job
satisfaction, to improve quality and to reduce
employee problems (e.g., grievances,
absenteeism).
Difference between Job Analysis and
Job Design
Job Design integrates the tasks, responsibilities and
duties that are quintessential for a specific job profile.
It also puts together the work content and qualifications
needed for a job profile according to the requirements of
an organization as well as an employee.
The key difference between job analysis and job design is
that job analysis aims to put forward the description and
specification for a job profile while job design carries out
the further process of finalising the actual tasks and
responsibilities the employee will be performing to
actualise organisational goals.
Difference between Job Analysis and
Job Design
Job Design in HRM means the process of
comprehending, identifying and deciding the
duties, roles, responsibilities and other
specifications of a particular job profile.
On the other hand, Job Analysis in HRM is

mainly about determining the level of work
experience, educational and professional
qualifications, skills as well as expertise required
for a particular job profile.
Job Design V/s Job Analysis
Creating a job design is the succeeding step
to job analysis.
Job analysis provides information about the
skills and competency required to perform
a job efficiently.
Conversely, job design strives at organizing
tasks, duties, and responsibilities associated
with a job to achieve organizational as well
as individual objectives..
Job analysis is the process that identifies
tasks, duties, responsibilities, required
qualifications, skill and knowledge etc. for
an individual for a job. ...
On the other hand Job design is allocation
of tasks to an employee or group of
employees in an organization.
Job design is a step that follows job
analysis and is the process in which the
work is structured, and specific tasks
and responsibilities are designated to
individuals or groups.
Job design dictates the manner in which
work tasks are arranged, to arrive at the
maximum efficiency and optimal outcomes.
There are a number of components of job
design, including; job scope – various tasks
to be performed and responsibilities to be
taken on, and job depth – the autonomy
that the employee enjoys in taking
ownership and responsibility of their work.
A good job design will take into
consideration the performance goals that
need to be fulfilled and the skills and
capabilities required in an employee.
Other aspects of job design include job
enlargement, job rotation and job
enrichment. Job enlargement is done
when the amount and variety of work that
needs to be completed is increased, which
will in turn provide workers with
opportunities to learn and develop further
Job rotation will allow workers to change
jobs and to become proficient in a number
of job roles.
Job enrichment is when the employee is
given more opportunities for higher
achievement and responsibility and is used
as a way to motivate employees and
improve job satisfaction.
COMPONENTS OF JOB DESIGN
Components of Job Design
There are five components of Job Design:
• Job specialization
• Job expansion
• Psychological components
• Self-directed teams
• Motivation and incentive systems
• Job Specialization: The division of labor
into unique tasks. This is done by
development of dexterity, less loss of time,
development of specialized tools and a
fourth component, labor efficiency. Paying
exactly the wage needed for the particular
skill required
• Job Expansion : More varied job design
may improve the quality of work life.
Variety makes the job "better"
• Job enlargement: Grouping of variety of tasks
abut the same skill level; horizontal
enlargement.
• Job Rotation: A system in which an employee
is moved from one specialized job to another
• Job Enrichment A method of giving an
employee more responsibility alongwith
authority that includes some of the planning
and control necessary for job accomplishment;
horizontal & vertical expansion …not necessarily
promotion
Five Desirable Characteristics of Job Design
• Skill Variety: The number of different skills a
specific job requires.
• Job or Task Identity: The extent to which a job
requires completing the whole process from
beginning to end.
• Job or Task Significance: The impact the job
has on others.
• Autonomy: The level of choice, freedom, and
independence employees feel they have to do
their jobs.
• Feedback: The direct and clear information
received by the employee regarding the
effectiveness of their performance.
Job Design
Job Evaluation
Job Evaluation
• Job evaluation is a systematic way of
determining the value/worth of a job in
relation to other jobs in an organization.
• It tries to make a systematic comparison
between jobs to assess their relative worth for
the purpose of establishing a rational pay
structure.
Job Evaluation
• In simple words, job evaluation is the rating
of jobs in an organisation. This is the process of
establishing the value or worth of jobs in a job
hierarchy.
• It attempts to compare the relative intrinsic
value or worth of jobs within an organisation.
• Thus, job evaluation is a comparative process.
• job evaluation is ranking of job, not job
holder.
Job Evaluation
• Job evaluation is a systematic way of
determining the value/worth of a job in
relation to other jobs in an organization.
• It tries to make a systematic comparison
between jobs to assess their relative worth for
the purpose of establishing a rational pay
structure.
Objectives of Job Evaluation
• The main objective of job evaluation is to
determine relative worth of different jobs in
an organisation to serve as a basis for developing
equitable salary structure.
• States an ILO Report the aim of the majority
of systems of job evaluation is to establish the
relative values of different jobs in a given
plant or machinery i.e. it aims at determining
the relative worth of a job.
Objectives of Job Evaluation
• The principle upon which all job evaluation
schemes are based is that of describing and
assessing the value of all jobs in the firms in
terms of a number of factors, the relative
importance of which varies from job to job.
• Determine equitable wage differentials
between different jobs in the organisation.
• Eliminate wage inequalities
• Form a basis for fixing incentives and different
bonus plans.
Job Evaluation Methods
Job Evaluation
Methods of Job Evaluation
1. Ranking Method
This method ranks jobs in order based on each job’s
perceived value in relation to the others.
Does not consider market compensation rates.
May work well for smaller companies. In a larger
organization, it is more complex to use, but sometimes
it can still work if jobs are grouped by job families—
professional level, etc.
2. Classification/Grading Method
With this approach, generic job characteristics are
grouped to reflect levels of skill/responsibility at a
number of predetermined grade classifications,
This is another straightforward method that is not too
time-consuming.
Individual jobs are compared to groups of job
characteristics, then matched to specific grade
classification.
3. Point–Factor Method
This approach identifies job factors that add value and
worth to a position. The job factors are separated into
groups (i.e., skill, responsibility, effort) and assigned a
numerical or weighted point value. The points for
individual factors are added up to get a point value for
the whole job.
May not reflect market values of jobs.
Generates a hierarchy but does not have an external
component.
4. Factor Comparison Method
With this method, job factors are identified under
primary groups (i.e., skill, effort, responsibilities,
working conditions) typically up to five groups. Each
factor is assigned a rupee value (as opposed to point
value).
This is a complex system used only by a few
organizations.
It is hard to communicate to employees.
There is an inherent degree of subjectivity.
5. Competitive Market Analysis Method
This approach looks at external data
Job evaluation forms the basis for market pricing. You
utilize job descriptions to compare jobs to like positions
within the external marketplace. Pay data are collected
from published sources and the value of the position
within the competitive market is determined.
Considers the organization’s compensation philosophy.
(Where do we want to position ourselves vis-à-vis the
market?) Examines internal value against market data.
Process of Job Evaluation
• There is no common procedure of job
evaluation followed by all organisations.
• As such, the process of job evaluation varies
from organisation to organisation. For example,
a job evaluation procedure may consist of the
eight stages as delineated in Figure…
1. Preliminary Stage:
This is the stage setting for job evaluation
programme. In this stage, the required
information’s obtained about present
arrangements, decisions are made on the need
for a new programme or revision of an existing
one and a clear cut choice is made of the type
of programme is to be used by the
organisation.
2. Planning Stage:
In this stage, the evaluation programme is drawn
up and the job holders to be affected are
informed. Due arrangements are made for
setting up joint working parties and the
sample of jobs to be evaluated is selected.
3. Analysis Stage:
This is the stage when required information
about the sample of jobs is collected. This
information serves as a basis for the internal and
external evaluation of jobs.
4. Internal Evaluation Stage:
In the internal evaluation stage, the sample of
bench-mark jobs are ranked by means of the
chosen evaluation scheme as drawn up at the
planning stage.
Jobs are then graded on the basis of data
pending the collection of market rate data.
Relative worth of jobs is ascertained by
comparing grades between the jobs.
5. External Evaluation Stage:
In this stage, information is collected on market
rates at that time.
6. Design Stage: Having ascertained grades for

jobs, salary structure is designed in this stage.
7. Grading Stage:
This is the stage in which different jobs are
slotted into the salary structure as designed in
the preceding stage 6.
8. Developing and Maintaining Stage:
This is the final stage in a job evaluation programme.
In this stage, procedures for maintaining the salary
structure are developed with a view to accommodate
inflationary pressures in the salary levels, grading new
jobs into the structure and regarding the existing jobs
in the light of changes in their responsibilities and
market rates.
Advantages of Job Evaluation
1. Job evaluation being a logical process and
objective technique helps in developing an equi
table and consistent wage and salary
structure based on the relative worth of jobs
in an organisation.
2. By eliminating wage differentials within
the organisation, job evaluation helps in
minimizing conflict between labour unions
and management and, in turn, helps in
promoting harmonious relations between them.
3. Job evaluation simplifies wage
administration by establishing uniformity
in wage rates.
4. It provides a logical basis for wage
negotiations and collective bargaining.
5. In the case of new jobs, job evaluation
facilitates spotting them into the existing
wage and salary structure.
6. Depends much on the machines than on the
worker himself/herself. Job evaluation provides
the realistic basis for determination of wages
7. The information generated by job evaluation
may also be used for improvement of
selection, transfer and promotion
procedures on the basis of comparative job
requirements.
8. Job evaluation rates the job, not the
workers. job evaluation helps in rating all these
jobs and determining the wages and salary and
also removing ambiguity in them.
Limitations of Job Evaluation
1. Job evaluation is susceptible because of
human error and subjective judgment. While
there is no standard list of factors to be
considered for job evaluation, there are some
factors that cannot be measured accurately.
2. There is a variation between wages fixed
through job evaluation and market forces.
While craft rates are relatively low. Weaker
groups are better served by an evaluation plan
than by the market
3. When job evaluation is applied for the first
time in an organisation, it creates doubts in
the minds of workers whose jobs are evaluated
and trade unions that it may do away with
collective bargaining for fixing wage rates.
4. Job evaluation methods being lacking in
scientific basis are often looked upon as
suspicious about the efficacy of methods of job
evaluation.
5. Job evaluation is a time-consuming process
requiring specialised technical personnel
6. Job evaluation is not found suitable for establishing
the relative worth of the managerial jobs which are
skill-oriented. But, these skills cannot be measured in
quantitative terms.
7. Given the changes in job contents and work
conditions, frequent evaluation of jobs is essential.
This is not always so easy and simple.
8. Job evaluation leads to frequent and substantial
changes in wage and salary structures. This, in turn,
creates financial burden on organisation.
Competency based Job Evaluation
Companies use the competency based performance evaluation
methods to determine what is going well with performance,
identifying the performance gaps and determining which
employee development plans should be implemented.
The advantage in using competency-based performance
evaluations is that they consider all the major
competencies required for company growth and success
Evaluating an employee’s performance based on pre-defined
competencies and their behavioural indicators, in turn is called
competency based assessment.
The preliminary condition for a competency based assessment is
a well-defined competency framework of the organization.
Job descriptions based on one or all three
competency areas (organizational, job and
personal competencies), clearly defined goals and
expectations serve as a basis for continuous
improvement and growth.
Organizational Competencies Method
Some organizations have core competencies -- skills possessed
internally that make the organization competitive -- necessary to
provide their products and services to the customer.
Companies may develop these competencies based on benefit to
the customer and the financial state of the organization.
Some examples are communication skills, leadership,
critical thinking and creativity. These competencies may be
included in a performance evaluation process.
Job Competencies Method
Job competencies contain the necessary knowledge, skills and
abilities to accomplish job related goals. Knowledge is what
the employee knows about the job function through previous
experience or education.
Skills are required to perform the job function. Abilities are
defined as what is necessary to perform the job. Some companies
design their evaluation based on these three areas --
knowledge, skills and abilities -- referred to as KSAs.
Job Competencies Method
Competencies are comprised of defined knowledge, skills, and
behaviors needed to be effective in one’s role, department, and
institution. A competency model provides a guide for
comprehensive measurement of overall job performance.
Personal Competencies Method
Personal competencies are what we are born with. We may have a
talent for playing the piano but never work as musicians. Some
people recognize what they enjoy and are good at doing. They
seek out work that pertains to those competencies. Some
examples of personal competencies are creativity, good
judgment and being numbers oriented or a good public
speaker. Companies may use assessment tools to determine
personal competencies.
THANKYOU!!!!!!!

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Module II

Job Analysis, Job Design and

“What traits and

Specifications for Specifications Specifications

On the other hand, Job Analysis in HRM is

6. Design Stage: Having ascertained grades for

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