UNIT2: INTRODUCTION TO JOB ANALYSIS

Concept of Job Analysis

• Job analysis is a systematic investigation of the tasks, duties and responsibilities necessary to do a job.
• Job analysis is the process of collecting job related information.

Skills

Ability
Knowledge

Job

Analysis

The Basics of Job Analysis

The supervisor or human resources specialist normally collects one or more of the following types of
information via the job analysis.
• Work activities
• Human behaviour
• Machines, tools, equipment, and work aids.
• Performance standards.
• Job context.
• Human requirements.

Conducting a Job Analysis

• How will information be used? • Background information • Representative positions • Collect and analyse
data • Verify • Job description and specification

Determining Job Requirements

Methods for Collecting Job Analysis Information

1. Interviews:
a) Typical Questions
Typical interview questions include the following:
• What is the job being performed? • What exactly are the major duties of your position? • 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?
• What are the job’s responsibilities and duties? 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?

b) Structure Interviews
It includes questions regarding matters like • General purpose of the job; • supervisory
responsibilities; • job duties; and education, experience, and skills required. • Job analysts who
collect information by personally observing the work or by using questionnaires

c) Pros and Cons

• It’s a simple and quick way to collect information. • Skilled interviewers can also unearth
important activities that occur only occasionally, or informal contacts that aren’t on the organization
chart. • The employee can also vent frustrations that might otherwise go unnoticed.
• Distortion of information : There may be a tendency for people to inflate their job’s importance
when abilities are involved, to impress the perceptions of others.

d) Interviewing Guidelines
• Establish rapport with the interviewee. • Use a structured guide that lists questions and provides
space for answers. • Make sure you don’t overlook crucial but infrequently performed activities. •
After completing the interview, review the information with the worker’s immediate supervisor and
with the interviewee.

2. 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

3. Participants Diary /logs

• 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

4. Critical incident method

• Takes past incidents of good and bad behavior. • Organizes incidents into categories that match the job they
are related to
CIT steps
• Brainstorm and create lists of dimensions of job behaviors. • List examples of effective and ineffective
behavior for each dimension. • Form a group consensus on whether each incident is appropriately
categorized. • Rate each incident according to its value to the company.

5. Position job analysis techniques/ Position Analysis Questionnaire

• The position analysis questionnaire (PAQ) is a very popular quantitative job analysis tool, consisting of a
questionnaire containing 194 items. • The 194 items (such as “written materials”) each represent a basic
element that may play a role in the job.
The items each belong to one of five PAQ basic activities: • Having
Decision-Making/Communication/Social Responsibilities, • Performing Skilled Activities • Being Physically
Active • Operating Vehicles/Equipment • Processing Information
6. Electronic job analysis methods
• Employers increasingly rely on electronic or Web-based job analysis methods. • The HR department can
distribute standardized job analysis questionnaires to geographically disbursed employees via their company
intranets • The Web also facilitates sharing and discussing responses, for instance, via Skype.

Job Description

The information obtained from job analysis is classified into two categories.
1. Job description
2. Job specification

Job Description
• It is an organized factual statement of job contents in the form of duties and responsibilities of a specific
job.
• This type of document is descriptive in nature and it constitutes all those facts which are related to a job

Why Job description?

Job description acts as an important resource for
• Describing the job to potential candidates.
• Guiding new hired employees in what they are specifically expected to do.
• Providing a point of comparison in appraising whether the actual duties align with the stated duties
Writing Job Descriptions

1. Job identification

Job Identification Section

– Departmental location of the job.
– Person to whom the jobholder reports.
– Date the job description was last revised.
– Payroll or code number.
– Number of employees performing the job.
– Number of employees in the department where the job is located.

Relationships There may be a “relationships” statement that shows the jobholder’s relationships with others
inside and outside the organization

Statements of job duties that:

• Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is
gauged by the percentage of time devoted to it.
• Stress the responsibilities that duties entail and the results to be accomplished.
• Indicate the tools and equipment used by the employee in performing the job.

2. Job summary
The job summary should summarize the essence of the job, and include only its major functions or
activities.

3. Responsibilities and duties

this is the heart of the job description. It should present a list of the job’s significant responsibilities
and duties.
4. Authority of incumbent
5. Standards of performance A “standards of performance” section lists the standards the company
expects the employee to achieve for each of the job description’s main duties and responsibilities.

6. Working conditions The job description may also list the job’s working conditions, such as noise
level, hazardous conditions, or heat
Job Specification

Job specifications specify the minimum acceptable qualifications required by the individual to perform the
task efficiently.
• Based on the information obtained from the job analysis procedures, job specification identifies the
qualifications, appropriate skills, knowledge, and abilities and experienced required to perform the job

Why Job specification?

Job specification is an important tool in the selection process as it keeps the attention of the selector on the
necessary qualifications required for that job.
Writing Job Specifications
Writing job specifications can be approached with the following focus:
• Trained vs. untrained
• Judgment
• Statistical analysis
• Job Requirement Matrix

Job Specifications Section

• Personal qualifications an individual must possess in order to perform the duties and responsibilities
• The skills required to perform the job:
➢ Education or experience, specialized training, personal traits or abilities, interpersonal skills or
specific behavioral attributes, and manual dexterities.
• The physical demands of the job:
➢ Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work
environment
Human Resource Planning

Introduction to Human Resource Planning

Human resource planning is a process by which an organization ensures that:
• it has the right number and kinds of people
• at the right place
• at the right time
• who are capable of effectively and efficiently completing those tasks that will help the organization
achieve its overall strategic objectives
HR planning must be:
• linked to the organization’s overall strategy to compete domestically and globally.
• translated into the number and types of workers needed.

Objectives of Human resource planning

• Forecast personnel requirements
• Cope with changes
• Use existing manpower productively
• Promote employees in a systematic way

Importance of HRP in Organizations

• Create a talent pool
• Prepare people for future
• Cope with organizational changes
• Cut costs
• Help succession planning
TwinTo is a leasing and mortgaging product development company based out of the US and its 13th year of
operation decided to come to India and set up its offshore product development centre in PUNE. On the day
it launched the India operation on 1st June 2015, it had already hired CEO, HR and IT head, CFO and core
development team of 15 Java developers and 5 quality control engineers, 1 chief architect, one system admin
and one facility manager. Six months from the launch date the team was trained and live on to product
development and was doing the development for five key product features for the next release of the product.
The US based strategy and Planning team was extremely satisfied with progress and the quality of the work
done in the Indian Unit. They now build the Indian unit to move from 20% development work to 50% model.
They also want to close the quality assurance centre in US and move the entire quality assurance unit in
INDIA. They have hired your team to build the plan for HR. • What information you will need? • How you
will identify the HR requirement for the company in INDIA? • What external information you will consider
during planning of HR?

(i) Type and strategy of organization

(ii) Organizational growth cycles and planning
(iii) Environmental uncertainties
(iv) Time horizons
(v) Type and quality of forecasting information
(vi) Labour Market
Forecasting the Demand

1. Management Estimates The opinions (judgments) of supervisors, department managers, experts, or

others knowledgeable about the organization’s future employment needs.

2. Trend Analysis The study of a firm’s past employment needs over a period of years to predict future
needs
Trend Analysis STEPS:
• Select a business factor that best predicts human resources needs.
•Plot the business factor in relation to the number of employees to determine the labor productivity ratio.
•Compute the productivity ratio for the past five years.
•Calculate human resources demand by multiplying the business factor by the productivity ratio. •Project
human resources demand out to the target year(s).
 3. Delphi Technique
•A method summarizing the judgments of a preselected group of individuals.
•The final forecast represents a composite group judgment.

Forecasting the Supply

1. Staffing Tables
• Graphic representations of all organizational jobs, along with the numbers of employees currently
occupying those jobs and future (monthly or yearly) employment requirements.
Markov Analysis
A method for tracking the pattern of employee movements through various jobs.

2. Skills inventories
•Manual or computerized records listing employees’: •Education •career and development interests
•Languages •special skills, and so on, to be used in selecting inside candidates for promotion.

3. Manual Systems and Replacement Charts:

•Personnel replacement charts Company records showing present performance and promotability of inside
candidates for the most important positions.
•Position replacement card •A card prepared for each position in a company to show possible replacement
candidates and their qualifications.

4. Succession Planning
•Succession planning involves developing workforce plans for the company’s top positions. Succession
planning is the ongoing process of systematically identifying, assessing, and developing organizational
leadership to enhance performance.
It entails three steps:
• identify key position needs
• develop inside candidates, and
• assess and choose those who will fill the key positions.

Formulating HR Plans