Job Analysis and Design

Presentation ByYugesh.M

Prasanna.NNandakumar.CMuralimohan

Harish HosmaniBharath Pai

Human Resource Planning • Definition:

“Systematically forecasts an organization’s future demand for and supply of employees, and then matches supply with demand” .

• Purpose :

To deploy Human Resources as effectively as possible – where and when they are needed – in order to accomplish the organization’s goals.

• Objective :

– Enables survival of organization– Facilitates proactive response to environmental & legal challenges– Supports tactical plans

Human Resource Planning ProcessExternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

Forecasting Human Resource Requirements

Comparing Requirements and Availability

Forecasting Human Resource Availability

Surplus of Workers

Demand =

Supply

No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing

Shortage of Workers

Recruitment

Selection

Elements of effective HRP• Three elements:

– Analyzing Demand– Analyzing Supply– Balancing Demand and Supply

1. Forecasting employee demand• Number and type of people needed to meet organizational

objectives• Organizational factors: competitive strategy, technology,

structure & productivity (influence demand)• Two approaches:

• Quantitative: statistical/mathematical techniques, trend analysis.• Qualitative: management forecasts, opinions of supervisors,

department managers .

Elements of effective HRP

2. Analyzing Labour Supply

– Internal labour supplya) Staffing tablesb) Markov analysisc) Skill inventoriesd) Replacement chartse) Succession planning

– External labour supplya) Canadian Employment and Immigration Commission (CEIC)b) Chambers of Commercec) Governmental/Businesses/Websites have information

Elements of effective HRP

3. Balancing Supply and Demand Considerations

• Labour shortages: Demand > Supply• Overtime• Part-time workers• Contingent workers (direct hires, contract CW,

intermediated temporary workers)• Employee leasing• Transfers• Promotions• Full-time employees

Elements of effective HRP• Labour surpluses: Demand < Supply

• Restructuring: major change – acquisitions, mergers, leveraged buy-outs.• Job sharing and part-time workers• Layoff strategies: usually based on seniority/ability• Attrition strategies (no layoff policies): natural

departures (death, voluntary T/O, retirement) and hiring freeze.• Outplacement services: Assisting in stress management

and finding new job/career

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HR Forecasting Methods

Judgmental

Bottom-up(unit)

Top-down forecast

Delphi Technique

Mathematical

Statistical regression analysis

Simulation models

Productivity ratios

Staffing ratios

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JOB DESCRIPTION AND JOB SPECIFICATION

Human Resource ManagementChrist University, Bangalore

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Definitions

• Job - Consists of a group of tasks that must be performed for an organization to achieve its goals.

• Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization

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Definitions (Continued)

• Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization.

• Job description – Document providing information regarding tasks, duties, and responsibilities of job.

• Job specification – Minimum qualifications to perform a particular job.

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JOB DESCRIPTIONS

• Summarize tasks and responsibilities• Identify required knowledge, training,

skills, and experience• Summarize optional desirable knowledge,

training, skills, and experience• Indicates supervisor or position in

organization

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DESCRIPTIONS MAY BE USED FOR:

• Advertising a position• Hiring into a position• Allocating tasks in a strategic plan• Deciding about compensation• Making performance reviews

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DESCRIPTIONS INCLUDE: 1

• Job title• Job tasks• Special Skills required• Education needed• Work experience needed

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DESCRIPTIONS INCLUDE: 2

• Special job requirements• Possible salary and

benefits• Contact information

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DESCRIPTIONS AVOID: 1

• Age• Gender• Race• Religion• Unnecessary criteria

• Ethnicity• National Origin• Sexual Orientation• Marital Status• Disability/Health• Dependent Care

Responsibilities

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DEVELOPING JOB DESCRIPTIONS:GUIDELINES: 1

• Focus on facts• List important behaviors• List essential tasks• Identify special skills• Describe education,

experience, credentials needed

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EXAMPLE OF JOB DESCRIPTION

• 1. FINANCIAL ANALYST• 2. DISTRIBUTION MANAGER

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Job Specification

Job specification A statement of the minimum qualifications that

a person must possess to perform a given job successfully

• Job Specifications– Knowledge, skills, and abilities– Education and experience– Physical requirements

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Job Specifications, Standards and Requirements:

• The minimum qualifications needed to perform the• essential functions of the job such as education,• experience, knowledge and skills. Any critical skills and• expertise needed for the job should be included. For• example, for a receptionist, critical skills may be having:• 1) a professional and courteous telephone manner• 2) legible hand-writing if messages are to be taken• 3) the ability to handle a multiple-lined phone system• for a number of staff members• 4) the patience and endurance to sit behind a desk all

day. JOB SPECIFICATION

Job Design

• Def’n: “ The specification of the content, methods and relationships of

jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder.”

FACTORS AFFECTING JOB DESIGN

ENVIRONMENTAL FACTORS

ORGANIZATIONAL FACTORS

BEHAVIOURAL FACTORS

JOB DESIGN

ORGANIZTIONAL PRODUCTIVITY

EMPLOYEE SATISFACTION

FEEDBACK

OUTCOME

Approaches to Job Designs

• Job simplification• Job rotation• Job enlargement• Job enrichment• Job sharing

Job Simplication

• Simplification of work requires that jobs be broken down into their smallest units and then analyzed.

• Eg McDonald’s, Burger King

Negative effect Lower productivity and increased cost

Job Rotation

• Means systematically moving workers from one job to another

• This measure relieves the employee from the boredom and monotony.

• Note*** Frequent job rotations are not advisable.

Job Enlargement

• Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility.

• It is done to keep workers from getting bored.

Job Enrichment• Aims to maximize the interests and challenges of

work by providing the employee with a job that has these characteristics.– Complete piece of work in the sense that the worker can

identify a series of tasks or activities that end in a recognizable and definable product

– It affords the employee as much variety, decision- making responsibility and control as possible in carrying out the work

– It provide the direct feedback through the work itself on how well the employee is doing his work

Job Sharing

• DEFINITION:- The arrangement of sharing one job by two or more part-time employees is called job sharing.

• Job sharing is suitable for: Dual career group employees who prefer to work in

one organization Retired employees The organizations where work load is less.

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Objectives For Conducting Job Analysis

• Staffing – would be haphazard if recruiter did not know qualifications needed for job.

• Training and Development – if specification lists a particular knowledge, skill, or ability, and the person filling the position does not possess all the necessary qualifications, training and/or development is needed.

• Compensation and Benefits – value of job must be known before dollar value can be placed on it.

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Objectives For Conducting Job Analysis (Continued)

• Safety and Health – helps identify safety and health considerations.

• Employee and Labor Relations – lead to more objective human resource decisions.

• Legal Considerations – having done job analysis important for supporting legality of employment practices.

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Process of Job Analysis

• Organizational analysis.• Selection of representatives positions to be

analyzed.• Collection of job analysis data.• Preparation of job description.• Preparation of job specification.

Methods of Job Analysis

• Observation Method– Analyst observes incumbent • Directly• Videotape

– Useful when job is fairly routine– Workers may not perform to expectations

Methods of Job Analysis

• Interview Method

– Individual• Several workers are interviewed individually• The answers are consolidated into a single job

analysis

– Group• Employees are interviewed simultaneously• Group conflict may cause this method to be

ineffective

Methods of Job Analysis

• Questionnaires– Employees answer questions about the job’s

tasks and responsibilities– Each question is answered using a scale that

rates the importance of each task

Methods of Job Analysis• Questionnaires (contd.)– Position Analysis Questionnaire (PAQ)• A structured, behavioral questionnaire• 194 items in 6 categories

– Information input– Mental processes– Work output– Relationships– Job context– Other characteristics

Methods of Job Analysis• Diary Method– Employees record information into diaries of their

daily tasks.• Record the time it takes to complete tasks

– Must be over a period of several weeks or months.• Technical Conference Method– Uses experts to gather information about job

characteristics.

Methods of Job Analysis

• Critical Incident Technique (CIT)– Takes past incidents of good and bad behavior.– Organizes incidents into categories that match the

job they are related to.

Job Evaluation

Job Evaluation

• Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization.

• Process of systematically determining the relative worth of jobs to create a job structure for the organization.

• The relative values of jobs assist in deciding wage rate and salaries for different jobs.

Main stages in the job evaluation process

Strategic Objective

HR Plan Job Analysis

Job Evaluation

Reward structure

Some Major Decisions in Job Evaluation

• Determine overall strategy & objectives• To get right people with right skill in the right place at the right time.• Getting information about job.• Evaluate plan’s usefulness

Some Major Decisions in Job Evaluation

• Determine overall strategy & objectives• To get right people with right skill in the right place at the right time.• Getting information about job.• Evaluate plan’s usefulness

METHODS OF JOB EVOLUTION

Job Evaluation

Analytical Non-Analytical

Factor Comparison

Ranking ClassificationPoint Method

Ranking Method• Jobs are arranged from highest to lowest, in

order of their merit to the organization.• Jobs are usually ranked in each department

and then the department rankings are combined to develop an organizational ranking.

Rank Monthly Salaries

1. Accountant2. Accounts clerk3. Purchase Assistant4. Machine operator5. Typist6. Office boy

Rs 3000Rs 1800Rs 1700Rs 1400Rs 900Rs 600

Classification Method• A predetermined number of job groups or job

classes are established.

a) Class I Executivesb) Class II Skilled Workersc) Class III Semiskilled Workersd) Class IV Semiskilled Workers

Factor Comparison Method

• Under this method, instead of ranking complete jobs, each job is ranked according to series of factors.

• Pay will be assigned in this method by comparing the weights of the factors required for each job.

An example of Factor Comparison Method

FACTORS

KEY JOB

DAILY WAGE RATE

PHYSICAL EFFORT

MENTAL EFFORT

SKILL RESPONSIBILITY WORKING CONDITIONS

ELECTICIAN 60 11 14 15 12 8

FITTER 50 14 10 9 8 9

WELDER 40 12 7 8 7 6

CLEANER 30 9 6 4 6 5

LABOURER 25 8 4 6 3 4

Pros• Analytical and Objective.• Valid as each job is compared with other

relative jobs in terms of same key factors.• Money value are assigned in a fair way based

on an agreed rank order fixed by the job evaluation committee.

Cons• It uses same key factors to assess all jobs is

questionable.

Point Method

• Points are assigned to each factor after prioritizing each factor in order of importance.

• The points are summed up to determine the wage rate for the job.

How to evaluate point method?

• Select key jobs.• Identify the key factors like skill, effort,

responsibility etc involved in that job.• Divide each major factor into no of sub

factors.• Each sub factor is defined and expressed

clearly in order of importance, preferably along a scale.

Point value for degreesFACTOR 1 2 3 4 TOTAL

SKILL 10 20 30 40 100

RESPONSIBILITY 8 16 24 32 80

EFFORT 5 10 15 20 50

WORKING CONDITIONS

6 12 18 24 60

Max total points of all factors depending on their importance of job

290

Merits

• This method forces the raters to look into all key factors and sub factors of a job.

• This method contributes to minimum rating error.

Demerits• This method is complex.• May be costly.