DETRMINATION OF HUMAN

RESOURCE REQUIREMENTS: ROLE OF

JOB ANALYSIS AND COMPETENCY
MAPPING

DELIVERED BY

DR. PRATYUSH BANERJEE

 Job analysis

Job analysis is the process of studying jobs to

gather, analyze, synthesize and report
information about job responsibilities and
requirements and the conditions under which
work is performed. -----Heneman and Judge (2009)
 Figure 1. Job Analysis Process

Source: Denisi, Griffin, and Sarkar (2017). Human Resource Management

Figure 2. Job Analysis and Other Human Resource Functions

Source: Denisi, Griffin, and Sarkar (2017). Human Resource Management

 Process of Job analysis

• Step 1: Job requirements analysis

- task analysis
- Identification of KSAs

• The role of job benchmarking (No set standard in

India)
 Task & KSA Analysis

Develop task statement (what, how, to whom, why)

Determine single or multiple tasks
Stated completely
Determine task clusters
Ex:
Task cluster title- interaction with customer
Task clusters-a) determine customer’s difficulty, b) ask
for all relevant information, c) call the customer to
check whether problem is resolved, d) help customer
in follow-up process, e) inform customer about
possible service charges, f) be prepared for any hostile
negotiation
 Process of Job analysis contd…

Step 2: Determine the methods to analyze the job or

work process
Factors to consider at this stage include:
a) Costs of conducting any proprietary survey
b) Time taken for the process to be completed
c) Flexibility of the methods adopted
d) Validity and reliability of the tools
e) Acceptance by employees (privacy issues)
 Popular Job Analysis Tools and Techniques
 Face-to-face interviews with job incumbents, employees,
supervisors, suppliers, clients and other relevant stakeholders
 Active / Passive observation – Such as the Hawthorne
studies, or through surveillance systems
 Questionnaires – Standard proprietary tools such as Job
Diagnostic Survey (JDS), Functional Job Analysis, Position
Analysis Questionnaire (PAQ)
 Maintaining journals / diaries / logs – critical incident
 Output / Productivity analysis – useful for setting
performance benchmarks
Analyze existing JD and JS
 Process of Job analysis contd…

Step 3: Examine the recorded / collected data

Step 4: Define and formalize new methods and
performance standards by fine tuning the content of
the JD and the JS
Step 5: Monitor and maintain the changes
incorporated in the job or process
 Common problems with Job Analysis

Problem 1: Job analysis not getting updated or reviewed

Problem 2: JD and JS are too vague

Problem 3: Contamination and deficiency in Job

Analysis

Problem 4: Time and cost associated with faulty job

analysis
 Outcomes of Job Analysis

Job description:
 Systematic, detailed summary of job tasks, duties and
responsibilities.
 Assures that employees and managers are on the same page
regarding who does what.
Job specification:
 Detailed summary of qualifications needed to perform
required job tasks.
Performance standards:
 Establishes the level of satisfactory performance.
 Job Description

The job description should include at least the

following elements:
 Job title.
 Job code.
 Job summary.
 Essential job duty task statements.
 Job context or
 Any unusual elements (safety hazards etc.)

12 ©SHRM 2009
 Job Specification
The job specification should include at least the
following elements:
 Job title.
 Job code.
 Job summary.
 Knowledge required to perform job.
 Skills required to perform job.
 Abilities required to perform job.
 Education required.
 Experience required.
 Licensure required or certification desired to perform the
job.
A Typical Job Advertisement
Vague yet effective Job Advertisements
 JOB ANALYSIS TECHNIQUES

Critical Incident Technique (Flanagan, 1949)

Critical Incident mapping landscape at a
manufacturing site
 JOB ANALYSIS TECHNIQUES CONTD…

 Functional Job Analysis (Fine and Cornshaw, 1999)

-This is a combination of work-activity (data, people and processes)

with domains of human performance (cognitive, affective,
psychomotor)

-In this, data is collected through qualitative responses to capture

the details of the employees at their current stage of employment
and their current understanding of their jobs
 FUNCTIONAL JOB ANALYSIS

Questions are asked to job analysts and job incumbents

to best describe a particular job in terms of …

THINGS DATA PEOPLE

Skills to handle Knowledge of job- Attitude towards co-

tools and related information, workers, customers,
techniques to product knowledge, suppliers and other
complete a market dynamics, stakeholders, team-
particular job company values work, collaboration
 JOB ANALYSIS TECHNIQUES CONTD…

 Position Analysis Questionnaire (PAQ) – McCormick, 1979

 A quantitative survey-based job analysis
 Is a proprietary survey (can be purchased from Economic Research
Institute, https://www.erieri.com/paq)
JOB DIMENSIONS ANALYZED THROUGH PAQ
 PAQ

Other related
Interpersonal aspects
Activities Eg: local market
Now consider
Eg: Team-work knowledge
job design for a
FMCG Sales
Manager
Work situation Work output
and Job Eg: awards and
Context track record
Eg: Fieldwork

Information Mental process

input Eg: Decision
Eg: knowledge making,
of product creativity
SAMPLE PAQ
Application in Indian Context
 Competency mapping

 Process of identifying behaviors, knowledge, skills and

abilities that directly and positively impact the success of
employees and the organization

 Eg: technical and functional expertise, business acumen,

result-achiever, team-worker, serving the customer,
interpersonal and communication skills, leadership skills
 Competency Mapping

Competency mapping is a way of assessing the

strengths and weaknesses of a worker through:
Analysis of work history
Functional skill test
Behavioral assessment
Identifying core competencies
Performance evaluation standards
360 Degree Feedback
Assessment centers
How do we identify competencies?
Important definitions in competency mapping
 Identifying KPIs

Do the KPIs indicate what the employee is expected

to do by himself?

Together, do they cover a large part of the job?

Do they indicate the priority areas of work for the

appraisee?

Are the KPIs challenging enough to stretch the

appraisee to work optimally?
 EXAMPLE:
KPIs OF BRANCH MANAGER OF A BANK

KPI 1: Deposit mobilization

- Ensuring prompt service to customers
- Periodic meeting with staff
- Contacting prospective depositors (at least 200 pm)
- Developing strategies collectively
- Maintaining liaison with government authorities
 Possible objectives: to increase deposits by 10 %
 Assigning Weightage to KPIs:
Role- Assistant Accounts Officer

KPIs Weightage

To get people from other departments 4

to work in place of absentees

To compare wage bill of current 3

month with previous month to check
for anomalies
To ascertain statutory requirements 2
such as PT, ESIC and PF are met or
not
To attend to claims and grievances of 1
present and past employees
 Assessment Centers

 A series of tests conducted over a short duration to identify

the KSAs of individuals in a central location
 Useful for succession planning, recruitment and selection,
internal promotion, training need identification,
management development etc.
 Conduct Job Analysis (JD & JS), identify training needs
 Multiple assessors conduct sessions for each candidate
 Assessment done with help of critical incident techniques,
BARS, peer feedback, self-appraisal and consensus
An example: Competency Mapping @ Thomson
Reuters
A Competency Map for C-Suite
 Leadership competencies for successful
project management

Source: Hartono, B., Sulistyo, S., & Umam, M. (2019). Leadership profiles of successful project managers
in Indonesia. Journal of Industrial Engineering and Management, 12(2), 274-301.
A Radar Chart Representation of Competency Map

Source: https://salessense.co.uk/sales-manager-competencies
THANK YOU