JOB ANALYSISJOB ANALYSISAND AND

PLANNINGPLANNING

H600H600

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AnnouncementsAnnouncements

Form groups for the assignment

Feel free to contact me via email, preferred option is through ELM

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Lecture OutlineLecture Outline Job Analysis

◦ Definition◦ Purpose◦ Approaches

Steps in the JA Process◦ Preparation◦ Collecting JA Data◦ Using JA Data

Competency-based JA

HR Planning?◦ What is it?◦ Issues affecting HR supply and demand◦ Forecasting Techniques◦ Strategic considerations

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What is a job?What is a job?Job

◦Group of related activities and duties◦Made up of tasks

Tasks◦Basic elements of jobs◦“what gets done”

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What is Job Analysis?What is Job Analysis?Job analysis (JA) is the systematic

process of collecting, evaluating, and organizing information about jobs

JA identifies behaviours, knowledge, skills, abilities, and other attributes (KSAOs) that are required for a job

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In Class ExerciseIn Class Exercise

Using jobs, tasks, and KSAs to design recruiting questions.

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Why Bother??Why Bother??The Job Analysis provides the

foundation for almost everything HR is involved in.◦Compensation◦Employee Selection◦Training◦Performance Appraisals◦Person job matching◦Eliminate discrimination◦Job Re- Design

What is the purpose of JA?What is the purpose of JA?JA lays the foundation for HRM

systems:

◦Selection Selection system developed to assess key KSAs Ensures that it is job-related

◦Training Gaps in KSAs of new hires represent training

needs

◦Performance Appraisal Job analysis establishes performance standards

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What is the purpose of JA?What is the purpose of JA?◦Compensation

Relative worth of jobs measured via job evaluation

JA helps you to select the right ee, evaluate the ee fairly, compensate, and train the appropriate skills to the appropriate ees

JA also ensures your HR systems are legally defensible and fair (procedural justice)

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Steps in Job AnalysisSteps in Job Analysis

Steps in Job Analysis

Phase 2Phase 2

Phase 3Phase 3

• Collection of Job Analysis Information

• Use of Job Analysis Information

Phase 1Phase 1 • Preparation for Job Analysis

Steps in Job Analysis Steps in Job Analysis ProcessProcessPhase 1: Preparation for job

analysis

1. Familiarization with the organization and its jobs

2. Determine the uses of the JA information (selection, training?)

3. Identify what jobs need to be analyzed• Critical to success of the organization• Difficult to learn• New technology

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Steps in Job Analysis Steps in Job Analysis ProcessProcessPhase 2: Collection of JA

information

1. Source of Job Data◦ Job incumbents, supervisors,

subordinates, customers◦ Existing job descriptions◦ Manuals, publications◦ National Occupational Classification

http://www.hrsdc.gc.ca/eng/workplaceskills/noc/index.shtml

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Steps in Job Analysis Steps in Job Analysis ProcessProcessPhase 2: Collection of JA information

2. Data collection instrument design◦ Gather information systematically – using a

standardized approach◦ Often involves questionnaire, checklist◦ Different jobs may require different

instrument

Information gathered:◦ Status, key duties/tasks, KSAOs, working

conditions, performance standards See e.g. of JA questionnaire on pp. 69-70 in text

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3. Data collection method◦ Questionnaires

◦ Face-to-face interviews

◦ Employee log/diary

◦ Observation

◦ No “best” approach Trade-offs re: accuracy, time, and cost Combination of multiple methods is

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Phase 2: Collection of JA Phase 2: Collection of JA informationinformation

Existing JA MethodsExisting JA Methods

Position Analysis Questionnaire (PAQ)

Functional Job Analysis (FJA)

Critical Incident Technique (CIT)

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Position Analysis Questionnaire Position Analysis Questionnaire (PAQ)(PAQ)

McCormick (1972)

Developed because of criticism that JA relied on observation – not quantifiable

Detailed questionnaire (194 tasks)◦ Job context / working conditions◦ Mental processes / demands ◦ Information input◦ Work output◦ Relationships with others

Determines extent to which each task is important for target job◦ Using a 5-point scale

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PAQ Example of “Relationship with PAQ Example of “Relationship with others”others”

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PAQ Example of “Sources of PAQ Example of “Sources of Job Information”Job Information”

Rate the extent to which each is used by the worker as a source of information in performing the job:

Extent of Use: N - Does not apply1 - Very infrequent2- Occasional3 - Moderate4 - Considerable5 - Very substantial

1.___ Written materials (books, reports, articles).

2.___ Quantitative materials (graphs, tables of numbers)

3.___ Measuring devices (calipers, tire pressure gauges, thermometers)

4.___ Features of nature (landscapes, geological samples, cloud formations)

Functional Job Analysis Functional Job Analysis (FJA)(FJA)

Fine & Wiley (1971); Fine & Cronshaw (1999)

Focuses on task statements

Task statements include:◦What? - What gets done (the

action/behaviour)◦To whom or what? - The object of the action◦Why? - Purpose of the action◦How? - What facilitates the action?

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Functional Job AnalysisFunctional Job AnalysisTasks are rated on scales reflecting

varying degrees of involvement with Things, Data, and People as well as math, language, etc. requirements

Each scale is arranged hierarchically◦E.g., ranging from low to high degree of

involvement & complexity◦Level would be reflected in HRM systems

– recruitment, selection, compensation, etc.

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In Class ExerciseIn Class ExerciseFacebook web page developer/

Tim Hortons employeeDescribe Job

◦Job Summary (purpose of the job)◦Tasks, Duties◦Other

Human characteristicsPerformance standards

(Refer to pp. 69-70 for examples)

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Software Engineer, ProductsInterested in creating great products that more than 175 million people use? Build new features and improve existing products like Photos, NewsFeed, Mobile and Inbox? Want to solve large scale, highly complex technical problems? Facebook is seeking an experienced Software Engineer to join the Product team. The position is full-time and is based in our main office in downtown Palo Alto, CA. There are minimal travel requirements for this position. This position will help build the next-generation system behind Facebook's products, create web applications that reach millions of people, and build high volume servers.Responsibilities•Create web applications using primarily PHP•Implement web interfaces using XHTML, CSS, and Javascript•Work closely with our product and design teams to define feature specifications•Work closely with operations and infrastructure to build and scale back-end services•Build report interfaces and data feedsRequirements•B.S. or M.S. Computer Science or related field•Knowledge of perl or PHP or python•Knowledge of relational databases and SQL, preferably MySQL and Oracle•Knowledge of web techologies: XHTML, Javascript•Experience with C, C++ a plus

Critical Incident TechniqueCritical Incident TechniqueDeveloped by Flanagan (1949; 1954)

◦ Aviation Psychology Program of US Air Force during WWII

◦ Problems – failures in bombing runs, aircraft crashes, pilot disorientation in flight

◦ CIT developed to identify causes of problems and develop selection standards for aviation personnel

Identifies behaviours that are:1.critical – for success or failure on the job2.observable

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Writing Critical IncidentsWriting Critical IncidentsCritical Incidents include 3

parts:◦ Context

What is the background? In what situation did the incident occur?

◦ Behaviour Exactly what did the individual do that was

effective or ineffective?◦ Consequences

What happened as a result of the behaviour?

Want to ensure that consequences are directly linked to the behavior

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Developing Critical Developing Critical IncidentsIncidents Interview with people familiar with the job

◦ E.g., supervisors, subordinates, customers

Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job◦ Incident context – What led up to the incident

(background)? What was the situation?◦ Behaviour – What exactly did the person do that

was effective / ineffective?◦ Consequence - What was the outcome of the

behaviour?

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Using Critical IncidentsUsing Critical Incidents Many critical incidents are collected

Incidents need to be “content analyzed”◦ Sorted into common “themes” or

behaviours that reflect underlying dimensions of job performance

◦ Once the incidents have been sorted into groups, analysts must infer the nature of performance dimensions

◦ Would infer KSAOs as well – for selection

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Example Critical IncidentsExample Critical Incidents1. “My young son was flying alone from

Halifax, NS to Vancouver, BC with a connecting flight in Calgary, and was to be assisted by a flight attendant for the entire journey. At the Calgary airport, she left him alone with no one to escort him to his connecting flight. He was scared by the experience and nearly missed his flight”.

2. “I was on a flight to Toronto with my children. During the flight, my 4-year old son became airsick. The flight attendant was very attentive, asked how he was feeling, helped to calm him down and cared for him. It made a stressful situation much more manageable”.

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Example Critical IncidentsExample Critical Incidents These incidents could be grouped

together because they relate to the performance dimension “Employee responsiveness to customer needs”

Specific behaviours may be derived from incidents for performance appraisal

KSAOs for selection – e.g., empathy

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In-Class Exercise: Critical In-Class Exercise: Critical Incident TechniqueIncident TechniqueThink about instructors/coworkers you

have had over the last 12 months:◦ Without telling me the name, think of someone

who has been (in)effective in their role. ◦ Think of a specific incident that you saw occur

that made you think they were (in)effective◦ What were the circumstances surrounding the

incident? What was the situation?◦ What exactly did they do that was (in)effective?

Make sure you are describing observable behaviour

◦ What were the consequences of the behaviour? Were the consequences due to the person’s behaviour?

Steps in Job Analysis Steps in Job Analysis ProcessProcess

Job Analysis Job Analysis InformationInformation

JobJobSpecificationsSpecifications

Job Job PerformancePerformance

StandardsStandards

Job Job DescriptionsDescriptions

JobJobDesignDesign

Phase 3: Uses of JA information

Steps in Job Analysis Steps in Job Analysis ProcessProcessPhase 3: Uses of JA

information

1. Job descriptions—Task requirements◦ Statement that explains duties working conditions,

etc. of a job

2. Job specifications—Person requirements◦ Statement of what a job demands of the

incumbent◦ E.g., knowledge, skills, abilities (KSAs) and other

characteristics required to perform job

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Steps in Job Analysis Steps in Job Analysis ProcessProcessPhase 3: Uses of JA information3. Performance standards

◦ What is expected of workers◦ JA may provide performance standards for

job

4. Job Design◦ Identify job duties, characteristics, and

competences◦ Consider technology, workforce,

organization character and environment All of these uses form foundation for

various HRM systems32

Competency-Based JACompetency-Based JAAlternative to traditional job analysis

Competencies◦Many different definitions exist

◦Any knowledge, skills, trait, motive, attitude, value, or other personal characteristic that is essential to perform the job and that contributes to superior performance and organizational success

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Competency ArchitectureCompetency ArchitectureCore Competencies

◦ Apply to all jobs in the organization◦ Support organization’s mission◦ E.g., trust, communication, team orientation,

adaptability

Functional Competencies◦ Apply to a group of similar jobs◦ E.g., customer service orientation

Job-Specific Competencies◦ Apply to all employees in the same job◦ E.g., ability to operate cash register

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Developing Competency Developing Competency FrameworkFrameworkMethodologies vary

◦No accepted, standardized approach

Usually involves:◦ Interviews, questionnaires, observation

With job incumbents, supervisors, etc.◦Org-level competencies often set by senior

mgmt

Similar to JA procedures◦But not standardized like some JA methods◦Legal defensibility will depend on

methodological rigour of the approach used

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Why / When use Competency Why / When use Competency Models?Models?Describe job requirements in ways

that extend beyond the job itself◦More future-oriented, more organization-

focused

Describe and measure an organization’s workforce in more general and comparable terms

Increase flexibility in staffing and job assignments

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Competency Model – Real Competency Model – Real ExampleExampleAnheuser-Busch InBev (shhhhh!)

Value/MissionCompetitive Advantage through People

◦After focus groups and interviews, identified 2 competency groupings

◦Competencies needed by all employees – however, behavioural descriptors differ by job role

(“borrowed” from internal corporate document)

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Typical Job AnalysisTypical Job AnalysisRead any info available re: job

◦ training manuals◦ job descriptions◦ equipment manuals

Interview middle managers◦ pick up lingo◦ understand job importance acc. to

management◦ get feel for job◦ develop questions for later interviews

Typical Job Analysis cont.Typical Job Analysis cont.Observe 3 or 4 people doing jobSchedule interviews with

incumbents and supervisorsDistribute

questionnaires/inventories re: job duties

Combine/compile info (most imp.)◦must summarize using all info.◦no standard procedure; uses creativity

HR PlanningHR Planning

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Human Resource PlanningHuman Resource PlanningHR Planning involves systematically

forecasting an organization’s future demand for and supply of employees and matches supply with demand◦Having the right people in the right

places at the right times

Involves◦Forecasting demand◦Forecasting supply◦Addressing labour shortages and

surpluses42

HR Demand & SupplyHR Demand & SupplyWhat factors influence demand for

labour?◦What factors must organizations

consider when determining their future labour needs?

What factors influence supply of labour?◦What factors must organizations

consider to determine future labour availability?

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HR Demand & SupplyHR Demand & SupplyForecasting Demand

External◦ Socio-political factors◦ Economic, Technological◦ Competition

Organizational◦ Organizational strategy◦ Budgets, Sales forecasts◦ New ventures, org’l/job

design

Workforce◦ Retirements, resignations,

terminations, leaves of absence

Forecasting Supply

External◦ Labour market analysis◦ Community attitudes◦ Demographic trends

Internal◦ HR audit / Current

employee KSAs◦ Succession planning,

replacement charts◦ Management

inventories

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Forecasting Techniques used to Forecasting Techniques used to Predict HR DemandPredict HR Demand

Forecasting Methods

TrendTrendProjectionProjection

OtherOther

• Extrapolation• Indexation• Statistical analysis

• Budget and planning analysis• New-venture analysis• Computer models

ExpertExpert• Informal and instant decisions• Formal expert survey• Delphi technique

Current StateCurrent State

Tight Labour Market

Loose Labour Market

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Strategies to Match Supply Strategies to Match Supply and Demand for HRand Demand for HRStrategies for a Loose Labour

Market (Oversupply) - hiring freeze - job sharing/job splitting - internal transfers - layoffs, terminations, outplacements - leave without pay - loaning or flexforce

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Matching Strategies Matching Strategies cont…cont…Strategies for a Tight Labour

Market (Shortage) - overtime - PT, contingent, contract workers - temporary employment agencies - employee leasing - transfers - hiring FT workers

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Emerging Work Options & Emerging Work Options & ArrangementsArrangementsShorter work weekFlextimeFlexiplaceTelecommutingVirtual organizations

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Strategic Issues re: HR Strategic Issues re: HR PlanningPlanning1. Must know organization’s short- and long-

term strategic goals

2. Different organizational strategies require different human resource plans

◦ Ensures strategy can be executed successfully

3. Human resource planning facilitates proactive response to environmental challenges

4. Organizational and HR plans need to be aligned

◦ Provides basis for timely and effective recruitment and selection…

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Questions / Comments ?Questions / Comments ?

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