06 Job Analysis and Competency Models

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© 2013 by Nelson Education 1

Job Analysis and Competency Models


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Chapter Learning Outcomes

After reading this chapter you should:◦ Understand the importance of job analysis and

the role it plays in recruitment and selection

◦ Be able to describe guidelines for conductinganalyses employing a variety of job analysistechniques

◦ Be able to use standard tools and techniques toconduct a job analysis


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◦ Recognize processes for identifying jobspecications to be used in recruitment andselection of human resources

◦ Understand !hat competencies are◦ Understand the role competencies play in

recruitment and selection

◦ "no! ho! to identify competencies

Chapter Learning Outcomes(continued)


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◦ Understand the need to validate competency#based systems

◦ Be able to distinguish competency#based $Rmodels from those based on job analysis

◦ Recognize best practices in competency

modelling

Chapter Learning Outcomes(continued)


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Work analysis% any systematic gathering&documenting& and analyzing of informationabout the content of !or' performed

Job analysis% the process of collectinginformation about jobs (by any method forany purpose)

What is Work and JobAnalysis?


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Job description% a !ritten description of!hat job occupants are required to do*ho! they are supposed to do it* and the

rationale for any required job procedures

Job specication% the 'no!ledge& s'ills&abilities& and other attributes or

competences that are needed by a jobincumbent to perform !ell on the job

Work and Job Analysis ! "ey#erms


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Job% a collection of positions that aresimilar in their signicant duties

$osition% a collection of duties assignedto individuals in an organization at a giventime

Job family% a set of di+erent& but related jobs that rely on the same set of ",A-s

Work and Job Analysis ! "ey#erms



./ 0o you have a current job description inyour full#time& part#time or contractposition1

2/ 3hy are job descriptions important in therecruiting process1

Class Acti%ity



&ub'ectmatter eperts (&*+s)% people!ho are most 'no!ledgeable about a joband ho! it is currently performed◦ 0ata collected from job incumbents and their

immediate supervisors

&ub'ect*atter +perts



4mployment decisions must be based on job#related information

Job analysis% a legally acceptable !ay ofdetermining job#relatedness

Job Analysis and +mploymentLa, ! A -eprise


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Job Analysis *ethods

#hree criteria in choosing a method:./ 5oal of job analysis includes the description

of observable !or' behaviours and analysisof their products

2/ Results of a job analysis should describe the!or' behaviour& not the personalcharacteristics of the individual

6/ Any job analysis must produce outcomes

that are veriable and replicable


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"&AOs% the 'no!ledge& s'ills& abilities&and other attributes necessary for a ne!incumbent to do !ell on the job◦ Also referred to as a job, employment, or worker

specifcations

"&AOs


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.ational Occupational Classication&ystem% systematically describesoccupations in the Canadian labour

mar'et based on e7tensive occupationalresearch◦ A 8-C prole presents both a description and

specication of the job or occupation

.ational OccupationalClassication (.OC) &ystem


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Workoriented 'ob analysis% techniquesthat emphasize !or' outcomes anddescriptions of tas's performed to

accomplish those outcomes

Workeroriented 'ob analysis%techniques that emphasize general aspectsof jobs* describes perceptual& interpersonal&sensory& cognitive& and physical activities

Work and WorkerOriented Job Analysis


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9ntervie!s 0irect -bservation ,elf#Monitoring 0ata Rating :as' ,tatements and ",A-s

&ur%ey of WorkOriented JobAnalysis *ethods


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&ur%ey of WorkOriented JobAnalysis *ethods (continued) ,tructured Job Analysis ;uestionnaires and

9nventories :as' 9nventories


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/nter%ie,% involves questioningindividuals& small groups& and=orsupervisors* designed to as' allintervie!ees the same job#relatedquestions

Most common technique used May be structured or unstructured

,hould be !ell planned and carefullyconducted

/nter%ie,s


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-ecruitment and &election.otebook 012 3uidelines for a Job Analysis

/nter%ie,./ Announce the job analysis !ell ahead of the

intervie! date

2/ >articipation in intervie!s should be voluntary&and job incumbents should be intervie!ed only!ith the permission of their supervisors

6/ 9ntervie!s should be conducted in a private

location free from the trappings of status


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-ecruitment and &election.otebook 012(continued)

?/ -pen the intervie! by establishing rapportand e7plaining the purpose of the intervie!

@/ As' open#ended questions& using languagethat is easy to understand& and allo! ample

time for the employees responses/ 5uide the session !ithout being authoritative

or overbearing

/ 47plain that records of the intervie!s !ill

identify them only by condential codes


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4irect obser%ation% a job analyst!atches employees as they carry out their

job activities Dor job shado!ingE◦ :his method is most useful !hen the job

analysis involves easily observable activities

4irect Obser%ation


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&elfmonitoring% a job analyst may as'incumbents to monitor their o!n !or'behaviour◦ Advantages%

Fess time consuming and less e7pensive

Can be used !hen the conditions of !or' do noteasily facilitate direct observation by anotherperson

Can provide information on other!iseunobservable cognitive and intellectualprocesses involved in the job

&elf*onitoring


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"no!ledge ,'ill Ability

-ther Attributes

+mployee &pecications for a Job


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All tas's are not equal ,ome are performed more frequently ,ome are more important ,ome require a degree of diGculty to

perform

-ating #ask &tatements and"&AOs


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Require !or'ers and other ,M4s torespond to !ritten questions about their

jobs

Respondents are as'ed to ma'e judgments De.g., activities, tasks, tools,equipment, working conditionsE

&tructured Job Analysis5uestionnaires and

/n%entories


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Workoriented sur%eys% brea' do!n jobs into their component tas's

/n%entory% comprises tas' statementsthat are objectively based descriptions of!hat gets done on a job

#asks% !or'er activities that result in anoutcome that serves some speciedpurpose

#ask /n%entories


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6unctional 'ob analysis% denes tas'statements as verbal descriptions ofactivities that !or'ers do* it is !hat getsdone on the job to facilitate recruitment&selection& and compensation

6unctional Job Analysis


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Critical incident techni7ue% highlightse7amples of e+ective and ine+ective !or'behaviours◦ Related to superior or inferior performance

◦ 5enerates behaviourally focused descriptionsof !or' activities

Critical /ncident #echni7ue


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>osition Analysis ;uestionnaire D>A;E Common#Metric ;uestionnaire DCM;E 3or' >roling ,ystem D3>,E

:hreshold :raits Analysis ,ystem


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Competencies% groups of relatedbehaviours that are needed for successful

job performance in an organization*measurable attributes that distinguishoutstanding performers from others

$art //: #he -ole ofCompetencies in -ecruitment

and &election


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Competency model% a collection ofcompetencies that are relevant toperformance in a particular job& job family&or functional area◦ Usually developed as a three#tiered competency

frame!or' based on an organizations strategyand vision

Competency *odel


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Competency prole% a set of prociencyratings related to a function& job& oremployee

Competency $role


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&teps in 4e%eloping a Competency8ased *anagement 6rame,ork

./ -btain e7ecutive#level support& includingsuGcient human and nancial resources

2/ Revie! the organizations mission& vision& andvalues statements

6/ Adopt a competency denition that meets theneeds of the organization

-ecruitment and &election.otebook 010


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-ecruitment and &election.otebook 010 (continued)

?/ 0etermine the $R functions for !hichcompetencies !ill be used

@/ 0etermine the architecture of the competencymodel

/ 0evelop the competency dictionary/ 0ene the proling methodology

H/ 9dentify reliable and valid assessmentstrategies to determine employee competency

proles


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-ecruitment and &election.otebook 010 (continued)

I/ 0ocument all steps in the development andimplementation of the system

./4valuate the system on an ongoing basis toensure that the competency proles continue

to predict successful job performance


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3reat +ight Competencies and #heir4enitions and Likely $redictors(continued)


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3reat +ight Competencies and #heir4enitions and Likely $redictors

(continued)


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&ummary

An understanding of job analysis and itsrelevance to employee recruitment andselection is crucial

:here are several job analysismethodologies

Competency#based models are increasingin importance


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./ 3hat are the major di+erences bet!eena competency#based selection systemand one developed through job analysis1

2/ 3hat is a competency1 0efend yourans!er/

4iscussion 5uestions


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6/ 0iscuss !hy you might not !ish to Ky inan airplane if the pilot !as selected onthe basis of only core competencies/

?/ 3hat is the di+erence& or similarity&bet!een a prociency level and a s'ill1

4iscussion 5uestions(continued)

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06 Job Analysis and Competency Models