JOB ANALYSIS AND WORKFORCE FLEXIBILITY. Chapter Objectives 1. Defining job analysis. 1. Defining job...

JOB ANALYSIS JOB ANALYSIS AND AND

WORKFORCE FLEXIBILITYWORKFORCE FLEXIBILITY

Chapter ObjectivesChapter Objectives

1. Defining job 1. Defining job analysis.analysis.

2. Purposes of job 2. Purposes of job analysis.analysis.

3. Job analysis process.3. Job analysis process.

4. Flexible 4. Flexible jobs/workforce.jobs/workforce.

1. What is job analysis?

The documentation of the major responsibilities, duties, and tasks of a job, as well as the kinds of knowledge, skills, and abilities needed to perform the job.

1. What is job analysis?

• Job Analysis: the process of collecting & analyzing information about jobs to write:– Job Description: a document that identifies the tasks

& duties performed by a job– Job Specification: a document that identifies the

qualifications required by a job

• Most organizations combine the Job Description & the Job Specification into a single document for each job– Usually simply called a “Job Description”

Goal: Match Person & Job

Person

KSAsTalents & Interests

Motivation

Job

Tasks & DutiesRewards

Job Outcomes

PerformanceSatisfaction

Need information about the Person & about the Job

Defining “responsibilities”, Defining “responsibilities”, “duties”, and “tasks”. (See text, “duties”, and “tasks”. (See text,

p. 61.)p. 61.)• Responsibility Responsibility

The major groupings of activities (i.e., duties) The major groupings of activities (i.e., duties) performed in a job.performed in a job.

• Duty Duty Clusters of specific actions (i.e., tasks) with a Clusters of specific actions (i.e., tasks) with a common purpose used to carryout each major common purpose used to carryout each major

responsibility.responsibility.

• Task Task A specific action taken for a specific purpose.A specific action taken for a specific purpose.

EXAMPLE: “Sales Manager”EXAMPLE: “Sales Manager”

I. RESPONSIBILITIESI. RESPONSIBILITIES

• Planning sales campaigns.Planning sales campaigns.• Assisting in recruiting and hiring sales staff.Assisting in recruiting and hiring sales staff.

• Training sales staff.Training sales staff.• Supervising sales staff.Supervising sales staff.

• Developing pricing and discounting policies.Developing pricing and discounting policies.• Directing and assisting in customer service.Directing and assisting in customer service.

I. RESPONSIBIITIES - I. RESPONSIBIITIES - “Training “Training Sales Staff”Sales Staff”

II. DUTIESII. DUTIES

• Researching sales literature.Researching sales literature.• Developing training curriculum.Developing training curriculum.• Selecting training methods (manuals, power Selecting training methods (manuals, power

points, computer software, etc.)points, computer software, etc.)• Obtaining equipment, materials, facility, etc.Obtaining equipment, materials, facility, etc.• Scheduling training programs.Scheduling training programs.• Assessing trainee learning.Assessing trainee learning.

I. RESPONSIBIITIES - I. RESPONSIBIITIES - “Training Sales “Training Sales Staff”Staff”

II. DUTIES - II. DUTIES - “Researching Sales Literature”“Researching Sales Literature”

III. TASKSIII. TASKS

• Searching on Internet for sales training.Searching on Internet for sales training.• Reviewing sales training magazines and books.Reviewing sales training magazines and books.• Reviewing product literature.Reviewing product literature.• Reviewing customer brochures, etc.Reviewing customer brochures, etc.• Contacting training consultants.Contacting training consultants.• Contacting other companies for “benchmarking”.Contacting other companies for “benchmarking”.

B. PurposesB. Purposes

JOBANALYSIS

RECRUITING SELECTION

TRAINING CAREER PLANNING

COMPENSATION

PERFORMANCE APPRAISAL

Purposes Illustrated (Legal, Staffing, & Appraisal)

• Legal Compliance Specifying required duties to properly classify jobs

into Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938.

Purposes Illustrated(Legal, Staffing, & Appraisal)



• RecruitingConstructing accurate and detailed job

advertisements in order to attract qualified and truly interested applicants for further screening.




• RecruitingConstructing accurate and detailed job

advertisements in order to attract qualified and truly interested applicants for further screening.

• SelectionChoosing tests that measure the kinds of KSAs

identified in a job analysis for a specific job.


• Legal Compliance Specifying required duties to properly classify jobs into

Exempt or Nonexempt categories under the Fair Labor Standards Act Of 1938.

• RecruitingConstructing accurate and detailed job advertisements

in order to attract qualified and truly interested applicants for further screening.

• SelectionChoosing tests that measure the kinds of KSAs

identified in a job analysis for a specific job.

• Performance AppraisalUsing job analysis to identify the relevant performance

targets used in annual employee appraisals.

Purposes Illustrated (Training, Career Development, & Compensation)

• TrainingDeveloping training programs that cover the

kinds of tasks and skills needed for a specific job.


• TrainingDeveloping training programs that cover the

kinds of tasks and skills needed for a specific job.

• Career DevelopmentSpecifying career paths comprised of

sequences of jobs with specific duties and KSAs.


• TrainingDeveloping training programs that cover the kinds

of tasks and skills needed for a specific job.

• Career DevelopmentSpecifying career paths comprised of sequences of

jobs with specific duties and KSAs.

• CompensationEvaluating job duties and KSAs to determine the

worth or “value added” of different jobs for setting equitable wages and salaries.

3. Job Analysis Process

1. Who does the job analysis?

2. What methods are used to collect the information?

3. Using a qualitative versus quantitative approach.

4. Job descriptions.

1. Who does the job analysis?

• HR staff or outside consultants guide the job analysis process, including (a) questionnaire design, (b) collecting the information, and (c) documenting information.

• Employees who perform the jobs and their supervisors provide the information and are often referred to as “Subject Matter Experts” (SMEs).

2. What methods are used to collect the

job information?a. Observation – Direct Observation of incumbents performing their jobs enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed.

• Good for (a) simple jobs that are not too complicated and (b) jobs that involve physical manipulation of tools, equipment, etc. (c) observable involving . .

• The analyst may meet with a group of workers or incumbents. For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc).

• Jobs in which the Observation method is successful include: - Machine Operator/Adjuster - Construction Worker - Police Officer/Patrol Officer - Flight Attendant - Bus Driver - Housekeeper/Janitor - Skilled Crafts Worker

2. What methods are used to collect job information?

b. Interview• method to collect a variety of information

from an incumbent by asking the incumbent to describe the tasks and duties performed..

• Good when (a) job duties take place over different periods of time (impractical to observe) and (b) jobs are complex and require detailed explanations by the SMEs.

c. Employee Diary• The job incumbent records activities and tasks in a log as they are

performed. • Good when (a) job duties take place over different periods of time and

(b) it is difficult to schedule interviews with employees.

2. What methods are used to collect job information?

• Questionnaire – Good for (a) insuring uniformity of the information collected for different jobs and (b) insuring completeness of the information gathered.

3. Should a qualitative or 3. Should a qualitative or quantitative approach be used?quantitative approach be used?

1. 1. Open Ended QuestionnairesOpen Ended Questionnaires. . (Qualitative)(Qualitative)

• The open-ended questionnaire asks the job The open-ended questionnaire asks the job incumbent to describe the work in his or incumbent to describe the work in his or her own words.her own words.

• Provides full and detailed information needed to construct Job Descriptions.

2. 2. Quantitative QuestionnairesQuantitative Questionnaires. (Closed). (Closed)

• Provide scores for jobs on a set of work-skill characteristics .

Examples of Quantitative Examples of Quantitative QuestionnairesQuestionnaires

•Task Checklist or Inventory - Used when there are a large number

of employees in a given job distributed many geographical locations.

- Goal is to determine the typical duties and tasks being performed for (a) developing a generic job description and/or (b) placing jobs into a classification system based on the employee task ratings .


• Functional Job Analysis (FJA) - Used by the Office of Personnel

Management in the federal government to score jobs and place them into job families for testing and training decisions.

- The FJA measures three primary characteristics of work – People, Data, and Things.


• Position Analysis Questionnaire (PAQ) – See Figure 2.4

Used to score jobs and group them into job families for testing, training, compensation, and legal decisions – such as classification of jobs into Exempt and Non-Exempt categories under the Fair Labor Standards Act of 1938.

4. What is included in a Job 4. What is included in a Job Description?Description?

1. Identifying Information

Title/Department Location Supervisor Date completed Who provided information Who reviewed Proper signatures

2. Job Summary Brief description of major

responsibilities and their purpose within the work flow and department.

3. Responsibilities, Duties, and Tasks

Detailed description of the major

responsibilities, duties, and tasks of the job.

4. Job Specifications a. List of KSAs. b. List of qualifications

that include education, training, and experience.

c. Special credentials such as licenses, certification, etc.

4. Flexible Workforce

1. Temporary – Used to (a) fill-in for workers while on leave and (b) try out employees for permanent jobs.

2. Part Time – Used to (a) perform excess or specialized work and (b) lower overall compensation costs.

3. Subcontracting/Outsourcing – Used to (a) lower operating costs and (b) obtain specialized expertise and services.

4. Consultants/Contract Workers – Used for (a) one-time projects and (b) obtaining specialized expertise.

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