Weekend sharing job analysis with competency based

Weekend Sharing : Human Resource Management Series

Competency – Based Job Analysis

www.humanikaconsulting.com

Class Activities

• Introduction

• Group discussion (Role play)

• Evaluation (Brainstorming)

Instructional Objectives

By the end of class today, you will be able to:

• Discuss the nature of job analysis

• Use at least three methods of collecting job analysis information

• Illustrate the sections of job descriptions

• Write a competency-base job specification

HR Management and Jobs

• Dividing Work into Jobs • Work

• Effort directed toward producing or accomplishing results.

• Job

• A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.

• Approaches to Understanding Jobs • Workflow analysis

• Re-engineering

• Job design

• Job analysis

• Job descriptions and job specifications

Related Terms

• Job Evaluation: Setting compensation rates for a job

• Job Description: Written summary of job duties, activities,

conditions, and requirements

• Organization Analysis: Understanding the goals, strategies,

structure, processes, and employees’ attitudes in an organization

An Integrative Approach of Job and Organization

Analysis (Van de Ven & Ferry, 1980)

Organization

Work Unit/Team

Position/Person

Relationships

Charting the Organization

• Organization chart

• A chart that shows the organizationwide distribution of

work, with titles of each position and interconnecting lines

that show who reports to and communicates to whom.

• Process chart

• A work flow chart that shows the flow of inputs to and

outputs from a particular job.

Process Chart for Analyzing a Job’s Workflow

Workflow Analysis

• Workflow Analysis

• A study of the way work (inputs, activities, and outputs)

moves through an organization.

Inputs

People

Materials

Equipment

Activities

Tasks and

Jobs

Outputs

Goods and

Services

Evaluation

Business Process Re-

engineering

• Business Process Re-engineering (BPR)

• Measures for improving such activities as product

development, customer service, and service delivery.

• Phases of Reengineering

• Rethink

• Redesign

• Retool

Importance Of Job Design

• Job Design

• Organizing tasks, duties, and responsibilities into a productive

unit of work.

• Person/job Fit

• Matching characteristics of people with characteristics of jobs.

Job Design

Job

Satisfaction

Job

Performance

Physical and

Mental Health

Job Characteristics Model

Nature of Job Design • Job Enlargement

• Broadening the scope of a job by expanding the number of

different tasks to be performed.

• Job Enrichment

• Increasing the depth of a job by adding the responsibility

for planning, organizing , controlling, and evaluating the

job.

• Job Rotation

• The process of shifting a person from job to job.

Using Teams in Jobs • Types of Teams

• Special-Purpose Team

• Organizational team formed to address specific problems, improve work processes, and enhance product and service quality.

• Self-directed Work Team

• A team composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished.

• Virtual Team

• Organizational team composed of individuals who are geographically separated but linked by communications technology.

Team Jobs

• Advantages

• Improved productivity

• Increased employee

involvement

• More widespread

employee learning

• Greater employee

ownership of problems

• Disadvantages

• Requires employees to be

“group oriented”

• Not appropriate for most

work in organizations

• Can be overused

• Difficult to measure team

performance

• Individual compensation

interferes with team concept

Work Schedules • Global Work Schedule Differences

• The number of work hours in a week varies from country to country.

• Work Schedule Alternatives

• Longer daily hours (e.g., 4-day, 40 hours)

• Shift Work

• Shift differentials for evening or night shift work

• Compressed Work Week

• A work schedule in which a full week’s work is accomplished in fewer than five days.

Work Schedules • Flextime

• A work scheduling arrangement in which employees work a

set number of hours per day but vary their starting and

ending times.

• Job Sharing

• A scheduling arrangement in which two employees perform

the work of one full-time job.

• Telecommuting

• The process of going to work via electronic computing and

telecommunications equipment.

Some Definitions

• Task: Multiple elements of work performed to achieve an objective

• Position: All duties or tasks assigned to an individual in an organization at a given time

• Job: Collection of positions of highly similar content

• Job Family: Collection of jobs that are different but related in that they require a similar set of KSAOs

• Subject Matter Experts (SMEs): Experienced practitioners who are knowledgeable about a job

Uses of Job Analysis

Information

• Recruitment and Selection

• Compensation

• Performance Appraisal

• Training

• Discovering Unassigned Duties

Uses of Job Analysis Information

The Basics of Job Analysis

Job analysis

The process for determining the duties and skill requirements of

a job and the kind of person who should be hired for it.

Job description

A list of a job’s duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilities-one

product of a job analysis.

The Basics of Job Analysis

Job specifications

A list of a job’s human requirements, that is, the requisite

education, skills, personality, and so on-another product of a

job analysis.

Methods for Collecting Job Analysis

Information

2.2. Methods for collecting job analysis data

Interviews

Questionnaires

Observations

Diary/logs

Methods of Collecting Job

Analysis Information: The

Interview

• Information sources

• Individual employees

• Groups of employees

• Supervisors with knowledge of the job

• Advantages

• Quick, direct way to find overlooked information.

• Disadvantages

• Distorted information

• Interview formats

• Structured (Checklist)

• Unstructured

Interview Guidelines

• The job analyst and supervisor should work together to identify the workers who know the job best.

• Quickly establish rapport with the interviewee.

• Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.

• Ask the worker to list his or her duties in order of importance and frequency of occurrence.

• After completing the interview, review and verify the data.


Analysis Information:

Questionnaires

• Information source

• Have employees fill out

questionnaires to describe

their job-related duties and

responsibilities.

• Questionnaire formats

• Structured checklists

• Opened-ended questions

• Advantages

• Quick and efficient way to

gather information from

large numbers of

employees

• Disadvantages

• Expense and time

consumed in preparing

and testing the

questionnaire



Observation


• Observing and noting the physical activities of employees as they go about their jobs.

• 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.



Participant Diary/Logs


• Workers keep a

chronological diary/ log of

what they do and the time

spent in each activity.

• Advantages

• Produces a more complete

picture of the job

• Employee participation

• Disadvantages

• Distortion of information

• Depends upon employees

to accurately recall their

activities

Writing Job Descriptions

• A job description

• A written statement of what the worker actually does, how he

or she does it, and what the job’s working conditions are.

Job Descriptions

Job description covers 7 sections:

1.Job identification

2. Job summary

3. Responsibilities and duties

4. Authority of incumbent

5.Standards of performance

6. Working conditions

7. Job specifications

Job Specifications

Job specification takes the job

description

Answer the question, “what human traits and experience are required to do this job

well”

Job Specifications

Specifications for trained VS untrained personnel

For trained employees, is relatively

straightforward

For untrained people, specifications

are more complex

4.Job Specifications Specifications for untrained personnel

The employer must specify qualities for

performing the job, such as

• Physical traits

• Personality

• Interests

• Sensory skills

Competency-Based Job Analysis

Definitions

Means writing job descriptions based on

competencies rather than job duties

It emphasizes what the employee must be

capable of doing, rather than on a list of

duties he or she must perform

What is Common in the definitions?

Competencies

• underlying characteristic of a person’s inputs.

• clusters of knowledge, attitudes and skills

• generic knowledge motive, trait, social role or a skill

• personal characteristics

• set of skills, related knowledge and attributes

Job

• superior performance in a given job, role or a situation

• individual’s ability to perform.

• linked to superior performance on the job.

• contribute to effective managerial performance

• successfully perform a task or an activity within a specific function or job

Set of

SKILLS

Relates to the

ability to do,

Physical

domain

Attribute

Relates to qualitative

aspects

personal Characteristics

or traits

KNOWLEDGE

Relates to information

Cognitive Domain

COMPETENCY

Outstanding Performance of

tasks or activities

Traditional Job Analysis Vs Competency Approach

Job Analysis leads to

• long lists of tasks and the

skills / knowledge required

to perform each of those

tasks

• Data generation from

subject matter experts; job

incumbents

• Effective Performance

Competency model leads to

• A Distilled set of underlying personal characteristics

• Data generation from outstanding performers in addition to subject matter experts and other job incumbents

• Outstanding Performance

Competency Modeling: An Alternative?

• General problems of any job analysis:

• past-oriented (the job must be in place)

• assumes continuity of the job

• For today’s rapidly changing work

environments, analyzing competencies needed

across jobs instead of single jobs has been

proposed as an alternative

Competency Modeling

What is a “competency”?

• Common elements :

• Relevant KSAOs or sets of behaviours

• Observable or measurable

• Distinguish superior from other performers

Competency Architecture

• Competency hierarchy broken down into:

• Core competencies: needed by every member of the

organization, regardless of job

• Functional competencies: shared by positions with

similar job content

• Job-specific competencies: apply only to specific

position

Alignment of HR systems

Competency Model

Competency Dictionary

• List of all competencies required in an

organization…

• …accompanied by (job-specific) information on

the proficiency level needed (

Competency Profile

• Set of proficiency ratings related to a job or a

person

• Person and job profiles can be matched to assess

the suitability of an employee for a certain position

Developing a Competency-Based HR Management System

1. Identifying competencies and proficiency levels

• Data collection as in job analysis (observation, interviews)

• Identify behavioural patterns that distinguish superior performance

• Derive competencies from data and link them to performance

Developing a Competency-Based HR Management System

2. Assessment of level of competencies in internal or

external applicants (by means of selection procedures)

3. Validating the system

Evaluation of Competency Modeling

• Currently little empirical evaluation at all

• Expert task force rated traditional job analysis as more rigorous than competency modeling on 9 out of 10 dimensions

• Competency modeling most seriously suffers from vague and ambiguous definitions and methods

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