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Instructor presentation questions: [email protected]
Job Analysis
A Prelude to Recruitment and
Placement
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Chapter Outline
I. The Nature of Job AnalysisJob Analysis Defined
Uses of Job Analysis Information
Steps in Job Analysis
II. Methods of Collecting Job Analysis InformationIntroduction
The Interview
Questionnaire
Observation
Participant Diary/Logs
U.S. Civil Service Procedure
Quantitative Job Analysis Techniques
Using Multiple Sources of Information
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Chapter Outline(continued)
III. Writing Job DescriptionsJob IdentificationJob SummaryRelationshipsResponsibilities and DutiesStandards of PerformanceWorking Conditions and Physical Environment
IV. Writing Job SpecificsSpecifications for Trained Versus Untrained PersonnelJob Specifications Based on JudgmentJob Specifications Based on Statistical Analysis
V. Job Analysis in a “Jobless” WorldFrom Specialized to Enlarged JobsWhy Managers are De-jobbing Their Companies
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After Studying This Chapter,You Should Be Able To:
Discuss the nature of job analysis, including what it is and how it’s used
Use at least three methods of collecting job analysis information
Write job descriptions including summaries and job functions using the Internet and traditional methods
Write job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice
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Part 1: The Nature of Job Analysis
Job analysis defined Uses of job analysis information Steps in job analysis
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Service-Oriented Strategy
Change job descriptions, top to bottom Change recruiting Philosophy: Our commitment to satisfying
customers and creating shareholder value directs virtually every decision we make.
Working at U.S. Bank (next slide)
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What it Means to Work at U.S. Bancorp
“Working at U.S. Bancorp means that each employee must take responsibility for providing outstanding service, understanding their individual jobs, and performing them at the highest level. In the end, it's the personal commitment of employees that helps us deliver results for our customers, company, shareholders and community.”
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Job Analysis – What is it and how is it used?
The procedure for determining the duties and skill requirements of a job and the kind of person who should be
hired for it.
Check this “A+” site out and list some of the purposes for which job analysis is used.
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Jobs: Analyze, Describe and Provide Specifications
Determining duties and skills
Listing job duties, responsibilities, reporting, conditions, supervision
“Human requirements”
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Are there Legal Issues Related to Job Analysis?
Title VII of the 1964 Civil Rights Act Equal Employment Opportunity Act (1972)
Uniform Guidelines on Employee Selection Procedures (1978)
Americans with Disabilities Act (1990)
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What Information do I Collect?
Work activities Human behaviors Machines, tools, equipment and work
aids Performance standards Job context Human requirements
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Work activities
Cleaning Selling Teaching Painting How, why and when the
activities are performed
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Human behaviors
Sensing Communicating Deciding Writing Job demands
Lifting Walking Jumping jacks?
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Machines, Tools, Equipment, Work Aids
Products made Materials
processed Knowledge Services
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Performance Standards
Check out these sites for samples of work standards. What are some of the common threads? National Health and Safety Job descriptions and performance standards
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Job Context
Working conditions Schedule Organizational
context Social context
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Human Requirements
Job-related knowledge and skills Education Training Work experience
Personal attributes Aptitudes Physical characteristics Personality Interests
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Uses of Job Analysis Information
Job Analysis
Recruiting andSelection Decisions
Performance Appraisal
Job Evaluation—Wage and Salary
Decisions(Compensation)
TrainingRequirements
Job Descriptionand
Job Specification
Figure 3-1
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Uses of Job Analysis Information
Recruitment and selection Compensation Performance Appraisal Training Discovering unassigned duties EEO compliance
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Recruitment and Selection
Executive recruiting
Electronic recruiting
Monster
International
How to recruit
Assessment and selection
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Compensation
Job value Salary Bonus Relative job worth
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Performance Appraisal
How to do it Standards Self-appraisal The discussion Setting goals How to get a raise
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Training
The job description should show the activities and skills—and therefore the training—that the job requires.
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Discovering Unassigned Duties
Job analysis can also help reveal unassigned duties.
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EEO Compliance
EEO Compliance Job analysis also plays a big role in EEO compliance
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Steps in Job Analysis
1. Decide how to use the information
2. Review relevant background information
3. Select representative positions
4. Conduct the analysis
5. Verify with the worker and supervisor
6. Develop a job description and job specification
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Input fromPlant Managers
Input fromSuppliers
Job UnderStudy—
Inventory ControlClerk
InformationOutput to
Plant Managers
InventoryOutput to
Plant Managers
Process Chart for Analyzing Work Flow
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Part 2: Methods of Collecting Job Analysis Information
The interview Questionnaire Observation Participant diary/logs U.S. Civil Service Procedure Quantitative techniques Multiple sources of information
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Collecting Job Analysis Information
Joint effort between HR, the worker and the supervisor
“SME’s” (Subject Matter Experts)
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Employees may be Concerned Because of –
Resistance to change Possible changes to job duties Changes to pay Lack of trust of consequences The same job title may have different
responsibilities and pay rates in different departments
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Widely Used: The Interview
Individual interviews with each employee
Group interviews with groups of employees who have the same job
Supervisor interviews with one or more supervisors who know the job.
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Sample Interview Questions
What is the job being performed? What are the major duties of your position? What
exactly do you do? What physical locations do you work in? What are the education, experience, skill, and
[where applicable] certification and licensing
requirements? In what activities do you participate? What are the job’s responsibilities and duties?
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Sample Interview Questions (continued)
What are the basic accountabilities or performance
standards that typify your work? What are your responsibilities? What are the
environmental and working conditions involved? What are the job’s physical demands? The emotional
and mental demands? What are the health and safety conditions? Are you exposed to any hazards or unusual working
conditions?
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Interview Guidelines
• The job analyst and supervisor should identify the workers who know the job best and would be objective•Establish a rapport with the interviewee•Follow a structured guide or checklist•Ask a worker to list duties in order of importance and frequency of occurrence•Review and verify data
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How to Conduct a Questionnaire Session
Use a specific questionnaire Establish rapport Follow a structured approach List duties in order of importance or
frequency of occurrence Review and verify the data
© 2003 Prentice Hall. Inc.3-36PORTLAND STATE UNIVERSITY
POSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title:b. Class No.: c. Effective Date:d. Position No.:e. Working Title:f. Work Unit: g. Agency No.:h. Employee Name: i. Work Location (City‑County): _________________________________________________________________________________j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year
( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this statement:
The purpose of this job/position is to . . .
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SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties.% of Time N/R DUTIES_________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact?
Who Contacted How Purpose How Often? SECTION 7. JOB‑RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.
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SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review?SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors?
_______ b. Which of the following supervisory/management activities does this job perform?
( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends)( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals( ) Approves Work
SECTION 10. ADDITIONAL JOB‑RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds:_________________________________________________________________________________SECTION 11. ORGANIZATIONAL CHART
Attach a current organizational chart. See instructions for detail to be included on the chart. _________________________________________________________________________________________________Employee Signature Date Supervisor Signature Date _________________________________________________Appointing Authority Signature Date
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Observation
Observation may be combined with interviewing
Take complete notesTalk with the person being observed – explain what is happening and whyAsk questions
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Diaries and Logs
Time-consuming Self-reporting Remembering what
was done earlier Can use dictating
machines and pagers
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U.S. Civil Service Commission
1. Knowledge2. Skills3. Abilities4. Physical activities5. Special environmental conditions6. Typical work incidents7. Worker interest areas
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Quantitative Job Analysis Techniques
Position Analysis Questionnaire The U.S. Department of Labor approach Functional job analysis
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Sample Position Analysis Questionnaire
Figure 3 - 4
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Position Analysis Questionnaire Items
Information Input Mental Processes Work Output Relationships with Other Persons Job Context Other Job Characteristics
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U.S. Department of Labor Procedure
Data examples Synthesizing Copying
People examples Instructing Persuading
Things examples Setting up Tending
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Basic Department of Labor Worker Functions
DATA PEOPLE THINGS
0 Synthesizing 0 Mentoring 0 Setting up1 Coordinating 1 Negotiating 1 Precision working2 Analyzing 2 Instructing 2 Operating—controlling
3 Compiling 3 Supervising 3 Driving—operatingBasic 4 Computing 4 Diverting 4 ManipulatingActivities 5 Copying 5 Persuading 5 Tending
6 Comparing6 Speaking—signaling
6 Feeding—offbearing
7 Serving 7 Handling8 Taking instructions — helping
Table 3-1
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Functional Job Analysis
Used beginning in the 1940’s Seven scales to describe what
workers do in jobs: (1) Things
(2) Data
(3) People
(4) Worker Instructions
(5) Reasoning(6) Math(7) Language
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Part 3: Writing Job Descriptions
1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical
Environment
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Sample Job Description
Figure 3 - 7
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Sample Job Descriptions, Dictionary of Occupational Titles
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Want to Create Your Own Job Description?
Click here to start creating a job description for yourself or a position you are seeking. Or, create one for your Professor!
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Job Identification
Title Fair Labor Standards Act (FLSA) Date Approvals Supervisor’s title Salary Grade level
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Job Summary
General nature Major functions or
activities Includes general
statements
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Relationships Statement for Human Resource Director
Departm entSecretary
Hum an ResourceClerk
TestAdm inistrator
Labor RelationsManager
Hum an ResourceDirector
V ice PresidentEm ployee Relations
Works with all department managers and executive management
Works with employment agencies, recruiters, union reps, state and federal agencies, vendors
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Responsibilities and Duties
Examples Establishes marketing goals to ensure share
of market Maintaining balanced and controlled
inventories Defines the limits of job holder’s authority
Purchasing authority Discipline Interviewing and hiring
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Standards of Performance - Example
Duty: Meeting Daily Production Schedule Work group produces no fewer than 426
units per working day Next workstation rejects no more than an
average of 2% of units Weekly overtime does not exceed an
average of 5%
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Job Descriptions
Check this web site for sample job descriptions.
What do you like about them?
What, if anything, is missing?
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Using the Internet for Writing Job Descriptions
The Dictionary of Occupational Titles
(DOT) is being replaced by the U.S. Department of Labor
by O*NET
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Part 4: Writing Job Specifications
What human traits and experience are required to do the job well? Specifications for trained versus untrained
personnel Specifications based on judgment Specifications based on statistics
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Job Related Behaviors
Industriousness Thoroughness Schedule flexibility Attendance Off-task behavior Unruliness Theft Drug misuse
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Statistics and Job Analysis
Analyze job Select personal traits Test Measure subsequent
job performance Statistically analyze
relationship between trait and performance
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Job Analysis – a Practical Approach
1. Decide on a plan
2. Develop an organization chart
3. Use a job analysis questionnaire
4. Obtain lists of job duties from O*NET
5. Compile the job’s human elements
6. Complete your job description
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Step 1: Decide on a Plan
Broad outline What do you expect your sales revenue
to be next year? What products will you emphasize? Internally, what will expand, reduce,
consolidate or grow What new positions will you need?
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Step 2: Develop an Organization Chart
Click here to take you to a tutorial on creating an organization chart.
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Step 3: Use a Job Analysis Questionnaire
JOB ANALYSISJob Title: Description of the Job:
Tasks Tools UsedStandards forPerformance
Conditions forPerformance
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Step 3: Continued
CONTENT ANALYSISSubject Area Title: Content Description and Relevant Definitions:
Tasks Tools UsedStandards forPerformance
Conditions forPerformance
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Step 4: Obtain Lists of Job Duties
Check out O*.NET Find the description of a retail salesperson Then, complete Step 5: Compiling the
job’s human requirements and Step 6: Completing your job description.
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Part 5: Job Analysis in a “Jobless” World
From specialized to enlarged jobs
Why managers are “de-jobbing” their companies
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Specialized to Enlarged Jobs
Job Enlargement = same-level activities Job Rotation = moving from one job to
another Job Enrichment = redesigning to
experience more responsibility, achievement, growth and recognition
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Trends and De-Jobbing
Rapid product and technological
changes
Global Changes
Demographics
Competition
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Traditional Organization Chart
E xecutive A ss is tant
M anage r
M anage r
M anage r
S a le s S a le s S a le s
M anage r
D irec torE as t Region
M anage r
M anage r
M anage r
S a le s S a le s
M anage r
D irec torW es t Region
V ice Pres identS a le s
M anage r
M anage r
D irec torPublic Re la tions
V ice Pres identM arke ting
C le rk
A dm inis tra tor
D irec torC om pens ation
and Benefi ts
T ech. W rite r
M anage r
S r. T ra iner
S r. T ra iner
D irec torT ra in ing andD e ve lopm e nt
V ice Pres identHum a n Resource s
L ogis tic s
Pla nt M a nager
Pla nt M a nager
D irec torM anufa c tur ing
V ice Pres identO pe ra tions
T ax
F ina nce
C le rk
A c counting
A c counting
A c counting
D riec torA udit and
A c counting
V ice Pres identF ina nce
Pres identC hie f E xecutive O ffice r
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Flatter Organizations
T echnica lD evelopm ent
T ea m
Ma nufa cturingEngineering
T ea m
PeopleSystem s
T ea m
Fina nceT ea m
Purcha sing a ndSuppllier Q ua lity
T ea m
Sa les, Service a ndMa rketing
T ea m
Executive andO pera tions
T ea m
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How Organizations are Responding
The boundaryless organization Re-engineering “Broadbanding” job descriptions Performance-based job descriptions Empowered employees Skills matrices
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Flat and Boundaryless Organizations
I K E A
WAL MARTWAL MARTGeneral Electric
Procter & Gamble
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The Skills Matrix for One Job at British Petroleum
H H H H H H H
G G G G G G G
F F F F F F F
E E E E E E E
D D D D D D D
C C C C C C C
B B B B B B B
A A A A A A A
Technical Expertise
Business Awareness
Communi-cation &
Interper-sonal
Decision Making & Initiative
Leadership
&
Guidance
Planning & Organiza-
tional Ability
Problem Solving
The highlighted boxes indicate the minimum level of skill required for the job.
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Chapter Review
We reviewed the nature of job analysis, how it is used, some legal issues and three methods of collecting job analysis information.
We practiced writing job descriptions and looked at descriptions in detail.
We looked at the USCSC, USDOL, DOT and O*NET. We reviewed the six steps involved in job analysis and
reviewed traditional and contemporary methods of organizing.
WHEW!