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Jatiya Kabi Kazi Nazrul Islam University

Trishal, Mymensingh-2220

Course Name: Compensation Management

Course Code: HRM-407
An assignment on
Job Analysis, Job Description and Job Evaluation

Submitted to
Fahmida Sultana
Lecturer
Department of Human Resource Management
Jatiya Kabi Kazi Nazrul Islam University

Submitted By
Rakibul Islam
Roll: 17133042
Session: 2016-17
Department of Human Resource Management
Jatiya Kabi Kazi Nazrul Islam University

Date of Submission: 19-10-2021

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Index Page

Serial Contents Page no

no
Chapter: 6
Define Job Analysis. Describe the various methods for generating job analysis
data and information
What are the uses of job analysis in the organization? 3-8
Discuss the different stages of job analysis
What are the requirements necessary for successful job analysis?
Describe an orderly and systematic procedure for developing a job analysis
program
Chapter: 7
Define job description. Discuss the elements of job description
Explain the purpose and organizational use of a job description 9-16
"Job description is a tool available to manager in performing the basic functions
of management"- Explain
Describe the different kinds of information used in describing jobs
Discuss the ways of describing job facts

Chapter: 8
What is job evolution?  Discuss the major reasons for implementing job
evolution program
Describe the types/ method of job evolution 17-22

Discuss the steps to be followed for job evaluation

what is meant by internal equity?  What is the relationship between internal
equity and job evolution?
Explain compensable factors
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Chapter - 6
Question 1: Define Job Analysis. Describe the various methods for generating job
analysis data and information.
Job Analysis
Job analysis, contains a simple term called "analysis", which means detailed study or
examination of something (job) in order to understand more about it (job). therefore, job analysis
is to understand more about a specific job in order to optimize it. Job analysis is a systematic
process of collecting complete information pertaining to a job. Job analysis is done by job
analyst who is an officer have been trained for it.
Job analysis is a procedure through which one determine the duties and responsibilities, nature of
the jobs and finally to decide qualifications, skills and knowledge to be required for an employee
to perform particular job. Job analysis helps to understand what tasks are important and how they
are carried on. Job analysis forms basis for later HR activities such as developing effective
training program, selection of employees, setting up of performance standards and assessment of
employees (performance appraisal) and employee remuneration system or compensation plan.
Described the various methods for generating job analysis data and information
The methods of collecting job-related data are
 Observational method
 Interviews
 Questionnaire
 Checklists
 Technical conferences, and diary.
A combination of these approaches may be used depending upon the situation and the
organization. A brief description of each method is in order.
Observation
In this method, the job analyst carefully observes the job holder at work and records what he or
she does, how he or she does, and how much time is needed for completion of a given task. This
method has both positive as well as negative sides. The analyst needs to be trained to carefully
observe and record the competence of a job incumbent. And training means additional cost.
Considering all these, the observation method may be used for analyzing repetitive, short-cycle,
unskilled and semi-skilled jobs. Better results will be available when the observation method is
used along with other method(s) of job analysis.
Interview
In this, the analyst interviews the job holder and his/her supervisor to elicit information about the
job. Usually, a structured interview form is used to record the information. During the interview,
the analyst must make judgements about the information to be included and its degree of
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importance. The interview method is time consuming. The time problem will be compounded if
the interviewer talks with two or more employees doing the same job.
Questionnaire
Job holders fill in the given structured questionnaires, which are then approved by their
supervisors. The filled-in questionnaires offer enough data on jobs. Standard questionnaires are
available or they may be prepared for the purpose by the analysts. Standard or prepared,
questionnaires should contain the following basic information:
1. The job title of the job holder;
2. The job title of the job holder’s manager or supervisor;
3. The job titles and numbers of the staff reporting to the job holder (best recorded by means of
an organization chart);
4. A brief description (one or two sentences) of the overall role or purpose of the job; and
5. A list of the main tasks or duties that the job holder has to carry out; as appropriate, these
should specify the resources controlled, the equipment used, the contracts made and the
frequency with which the tasks are carried out.
Checklists
A checklist is similar to a questionnaire, but the response sheet contains fewer subjective
judgements and tends to be either-yes-or-no variety. Checklists can cover as many as 100
activities and job holders tick only those tasks that are included in their jobs. Preparation of a
checklist is a challenging job. The specialists who prepare the list must collect all relevant
information about the job concerned. Such information can be obtained by asking supervisors,
industrial engineers, and others familiar with the work. When a checklist has been prepared for a
job, it is sent to the job holder. The job holder is asked to check all listed tasks that he/she
performs and indicate the amount of time spent on each task as well as the training and
experience required to be proficient in each task. He/she may also be asked to write any
additional tasks he/she performs which is not stated in the checklist.
Diary Method
This method requires the job holders to record in detail their activities each day. If done
faithfully, this technique is accurate and eliminates errors caused by memory lapses the job
holder makes while answering questionnaires and checklists. This method, however, is time
consuming because the recording of tasks may have to be spread over a number of days. It also
engages considerable time of a production worker. No wonder, the diary method is not used
much in practice.
The methods described above are not to be viewed as mutually exclusive. None of them is
universally superior. The best results can be obtained by a combination of these methods.
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Quantitative Techniques
The methods of collecting job-related data, described above are used by most employers. But
there are occasions where these narrative approaches are not appropriate. For example, where it
is desired to assign a quantitative value to each job so that jobs can be compared for pay
purposes, a more quantitative approach will be appropriate. The position analysis questionnaire,
management position description questionnaire and functional job analysis are the three popular
techniques of job analysis.

Question 2: What are the uses of job analysis in the organization?

Job Analysis plays an important role in recruitment and selection, job evaluation, job designing,
deciding compensation and benefits packages, performance appraisal, analyzing training and
development needs, assessing the worth of a job and increasing personnel as well as
organizational productivity.

 Recruitment and Selection: Job Analysis helps in determining what kind of person is

required to perform a particular job. It points out the educational qualifications, level of
experience and technical, physical, emotional and personal skills required to carry out a
job in desired fashion. The objective is to fit a right person at a right place.
 Performance Analysis: Job analysis is done to check if goals and objectives of a
particular job are met or not. It helps in deciding the performance standards, evaluation
criteria and individual’s output. On this basis, the overall performance of an employee is
measured and he or she is appraised accordingly.
 Training and Development: Job Analysis can be used to assess the training and
development needs of employees. The difference between the expected and actual output
determines the level of training that need to be imparted to employees. It also helps in
deciding the training content, tools and equipment’s to be used to conduct training and
methods of training.
 Compensation Management: Of course, job analysis plays a vital role in deciding the
pay packages and extra perks and benefits and fixed and variable incentives of
employees. After all, the pay package depends on the position, job title and duties and
responsibilities involved in a job. The process guides HR managers in deciding the worth
of an employee for a particular job opening.
 Job Designing and Redesigning: The main purpose of job analysis is to streamline the
human efforts and get the best possible output. It helps in designing, redesigning,
enriching, evaluating and also cutting back and adding the extra responsibilities in a
particular job. This is done to enhance the employee satisfaction while increasing the
human output.

Therefore, job analysis is one of the most important functions of an HR manager or department.
This helps in fitting the right kind of talent at the right place and at the right time.

Question 3: Discuss the different stages of job analysis.

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Job analysis is the procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it. It is a process of collecting information related to
various aspects of the job. The main purposes of conducting job analysis are to prepare a job
description and job specification which in turn helps to hire the right quality of workforce into
the organization.
It collects and analyses the information associated with job description and specifications.
Following steps are involved in job analysis:
Information Collection
This is the first step of job analysis under which required information related to various aspects
of jobs are collected. Probably the most important consideration is to identify the objectives of
the job analysis. Information is obtained through different methods such as interview,
observation, questionnaire, critical incidents etc. It is associated with the preparation of plans and
programs and assignment of responsibilities to the concerned person.
Review Background Information
This is the second step of job analysis process under which the previously collected information
is reviewed to design organizational charts, current position descriptions and specifications,
procedures, manuals and process charts. These help in the detailed assessment of job.
Selection of Representative Position to be Analyzed
Analyzing all jobs at a time is a complex and costly affair. So, only a representative sample of
jobs is selected for the purpose of detailed analysis. Under it, the job analyst investigates to
determine which organization managers or employees require job analysis. He should also
determine for what purpose the job must be analyzed.
Analysis of Job by Collecting Data
Under this step of job analysis process, a job analyst obtains the data and information related to
the selected jobs. The information is collected on the job activities, required employee behaviors,
working conditions, human traits and qualities, abilities to perform the job and other various
dimensions of the job. Data can be collected either through questionnaire, observation or
interviews.
Develop Job Description
In this step of job analysis, a job description schedule is developed through the information
collected in the above step. This is the written statement which describes the prominent
characteristics of the job along with duties, location, and degree of risk involved in each job.
Develop Job Specification
Developing the job specification is the last step of job analysis process under which a detailed
specification statement is prepared showing the minimum requirement of each job. It consists of
a requirement of the job holder for successfully performing the job. A job specification
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summarizes the personal qualities, traits, skills, knowledge, and background required to perform
the specific task. It also involves the physical and psychological attributes of the incumbent.

Question 4: What are the requirements necessary for successful job analysis?
Job analysis is the process of gathering, examining and interpreting data about a job's tasks and
responsibilities. It generally includes tracking an employee's duties and the duration of each task,
observing the employee performing his or her job, interviewing the employee, managers and
others who interact with the employee, and comparing the job to other jobs in the same
department and job grade or job family. An important concept in job analysis is that it is an
evaluation of the job, not the person doing the job. The final product from a job analysis includes
a thorough understanding of the essential functions of the job, a list of all duties and
responsibilities, a percentage of time spent for each group of tasks, the job's relative importance
in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the
job, and the conditions under which the work is completed.
There are many ways to perform a job analysis, but all require the cooperation of the employee
in the position, his or her manager(s) and others the employee works closely with while
performing his or her job duties.  
The following steps will help provide the best analysis of a particular job:
 Have employees complete a job analysis questionnaire.
 Interview employees, asking them specific questions about their job duties and
responsibilities.
 Obtain log sheets from employees with information about each of their tasks and the time
spent on each task for at least one full work week.
 Complete desk audits where one observes employees doing their jobs at different times of
the day and days of the week and track what they do and for how long.
 Interview supervisors and managers, and other employees, clients and customers the
employee may interact with while performing the job.
 Compare the job to other jobs in the department as well as the job grade or job family to
show where it falls on the pay scale.
If there is more than one person doing the same job, make sure to observe and obtain feedback
and information from more than one person. One will want to review oner findings with the
employees who do the job as well as their supervisors and managers to tweak oner findings until
one have an accurate reflection of the job duties and responsibilities. 
Once an accurate overview of a position is developed, employers should update the job
description to match the results of the job analysis.
Job descriptions can be used as a tool for recruiting, determining salary ranges and levels or
grades, establishing job titles, creating employee's job goals and objectives, and conducting
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performance reviews. They can also be used for career planning, creating reasonable
accommodations and meeting legal requirements for compliance purposes. Because of this, it is
important to have written job descriptions that accurately reflect the employees' current job
duties and responsibilities.

Question 5: Describe an orderly and systematic procedure for developing a job

analysis program
The Procedure includes the following steps:

 Identification of Job Analysis Purpose: Well, any process is futile until its purpose is
not identified and defined. Therefore, the first step in the process is to determine its need
and desired output. Spending human efforts, energy as well as money is useless until HR
managers don’t know why data is to be collected and what is to be done with it.
 Who Will Conduct Job Analysis: The second most important step in the process of job
analysis is to decide who will conduct it? Some companies prefer getting it done by their
own HR department while some hire job analysis consultants. Job analysis consultants
may prove to be extremely helpful as they offer unbiased advice, guidelines and methods.
They don’t have any personal likes and dislikes when it comes to analyze a job.
 How to Conduct the Process: Deciding the way in which job analysis process needs to
be conducted is surely the next step. A planned approach about how to carry the whole
process is required in order to investigate a specific job.
 Strategic Decision Making: Now is the time to make strategic decision. It’s about
deciding the extent of employee involvement in the process, the level of details to be
collected and recorded, sources from where data is to be collected, data collection
methods, the processing of information and segregation of collected data.
 Training of Job Analyst: Next is to train the job analyst about how to conduct the
process and use the selected methods for collection and recoding of job data.
 Preparation of Job Analysis Process: Communicating it within the organization is the
next step. HR managers need to communicate the whole thing properly so that employees
offer their full support to the job analyst. The stage also involves preparation of
documents, questionnaires, interviews and feedback forms.
 Data Collection: Next is to collect job-related data including educational qualifications
of employees, skills and abilities required to perform the job, working conditions, job
activities, reporting hierarchy, required human traits, job activities, duties and
responsibilities involved and employee behavior.
 Documentation, Verification and Review: Proper documentation is done to verify the
authenticity of collected data and then review it. This is the final information that is used
to describe a specific job.
 Developing Job Description and Job Specification: Now is the time to segregate the
collected data in to useful information. Job Description describes the roles, activities,
duties and responsibilities of the job while job specification is a statement of educational
qualification, experience, personal traits and skills required to perform the job.
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Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the
human talent in the best possible manner, eliminating unneeded jobs and setting realistic
performance measurement standards.

Chapter – 7
Question 1: Define job description. Discuss the elements of job description

Job Description

A job description is a functional description of the contents and contexts of the job. Job
description narrates the various features and contents of a job. It is a written statement that
identifies, describes, and defines job’s duties, responsibilities, working conditions etc. It is a
document showing a brief summary of task requirements which explains the constitute elements
of job in an organized way. It may include relationships with other people in the organization:
Supervisory level, managerial requirements, and relationships with other colleagues.

Job description discloses what an incumbent is supposed to do, how the task is to be done. The
data to be included in the job description statement is usually determined by the job analyst to
make the document more reliable and informative. Moreover, the information is, in turn, used to
write a job specification statement showing the minimum requirement of skill, knowledge, and
ability to perform a specific task. It generally includes duties, purpose, responsibilities, scope,
and working conditions of a job along with the job’s title, and the name or designation of the
person to whom the employee reports.

Thus, a job description is the listing of job tasks, duties, and responsibilities which depicts a brief
summary of the job in terms of nature and types. Finally, when used as a means to communicate
expectations, job descriptions can also be used as a basis for performance management. For the
employee, having a clear job description allows them to understand the responsibilities and
duties that are required and expected of them.

Discussing the elements of job description

Many organizations are reluctant to write job descriptions for fear that employees will use the
document as a way to avoid taking on additional responsibilities or refuse to get involved in
special projects. In actuality, a detailed job description provides the employee with important
information that enables him or her to quickly acclimate to a new environment by clearly and
precisely stating the expectations for task delivery and behaviors.
The elements of a good job description are briefly outlined below. While not all inclusive, these
six elements are a good place to start:
1. Task functions and responsibilities — Clearly delineate all job functions and
responsibilities as they relate to the performance of the employee’s duties. This would
include technical aspects of the position, supervisory or managerial responsibilities (if
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applicable), communication skills and experience requirements, and back-up functions

such as "other functions as deemed necessary by circumstances."
2. Performance standards — Indicate productivity and quality standards required for the
individual to be successful in his or her new role.
3. Job-related skills — List the level of skill, knowledge, experience and capability
demanded by the job, including any technical skills; physical requirements such as
repeated lifting, pulling or pushing and physical exams that must be passed prior to
qualifying for the position; communication skills such as written, verbal and language
requirements; and interpersonal skills such as customer interaction, strong team player
skills and the ability to work harmoniously with a diverse workforce. If the job requires
computer skills, indicate the hardware and software that the employee will be using and
the minimal skill level and/or experience required with the hardware or software.
4. Scope and limits of authority — Outline the areas of responsibility assigned to each
person, including where duties may overlap and who is ultimately responsible for the
finished product or service. Also, specifically describe the level of authority the person
has over other people, the function or the product.
5. Management expectations — It is impossible to get results unless one spell them out.
These should include expectations for availability such as overtime, nights, weekends,
holidays, etc.; flexibility in scheduling regarding off days; restrictions on vacation time;
policies and accountabilities for tardiness and absenteeism; and expected employee
behaviors regarding interaction with peers, customers, vendors, managers and others.
6. Relationships — Clarify the reporting structure for each department or division, stating
to whom the employee reports or who reports to the employee, if applicable. Also, if
team or group projects are required, give an example.
Whether one make the job description available to the potential employee during the application
process prior to the interview or present it during the interview, the employee should have ample
time to review and reflect on the job requirements on which he or she will be expected to deliver.
The preferred method is to make the job description available with the application. This gives the
applicant enough time to formulate questions that he or she may want to ask during the
interview.
Most importantly, once one has made the job offer, have the new employee sign the job
description. This allows one to hold the employee accountable for delivering on all aspects of the
job and avoid the "that wasn't in my job description" scenario. If one ultimately hires the person,
the signed job description is placed in his or her personnel file.

Question 2: Explain the purpose and organizational use of a job description

A well-written job description not only outlines what is expected of an employee, but also helps

the employer define the necessary skills for the job. Developing job descriptions is fundamental
to good employment practices. All employees like to know what is expected of them and how
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they will be evaluated. Job descriptions can also be a great value to employers. Creating a job
description often results in a thought process that helps determine how critical the job is, how
this particular job relates to others and identifies the characteristics needed by a new employee
filling the role.

A job description typically outlines the necessary skills, training and education needed by a
potential employee. It will spell out duties and responsibilities of the job. Once a job description
is prepared, it can serve as a basis for interviewing candidates, orienting a new employee and
evaluating job performance. Using job descriptions is part of good management.

1. A summary statement. These one or two sentences include a general statement of duties and
mentions who the employee would report to.

2. Functions of the position. Usually, this section is the lengthiest. It details what the job
actually entails and can be quite specific. It should detail any supervisory functions in addition to
being as specific as possible in describing tasks the employee will face every day. This is also the
best place to indicate whether the person will deal with customers, the public or only internal
employees. One can also use this section to place priorities on the activities.

3. Attributes needed for the position. If the position involves the use of machinery (or
computers), spell out what type of machines or software the employee will use. Also detail any
technical or educational requirements that may be critical or desired. This is the place to provide
some insights into the type of work environment One are attempting to maintain. Is it pure
business, or must the person be able to contribute to an overall spirit of the organization?

4. Reporting. Provide details on the reporting and organizational structure. This will help the
employee better understand how their activities fit into the total organization.

5. Evaluation criteria. The more specific One can get the better. Writing this section will
probably enable One to define what is most important for the organization as well as the
employee. Try to make sure the evaluation criteria of the position will promote the type of
activities to enhance the success of the business. Also provide details on when evaluations will
take place.

6. Compensation. Including a range instead of a specific figure will give One more flexibility,
but most people will feel they should be at the top of the range. It is usually better to have a
specific dollar amount, especially if One are giving the job description to the employee. If One’s
organization uses salary grades, use that.

Using job descriptions will help an organization better understand the experience and skill base
needed to enhance the success of the company. They help in the hiring, evaluating and
potentially terminating of employees. All too often, there is a misunderstanding of what a
position entails and a well-prepared job description can help both sides share a common
understanding.
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Question 3: "Job description is a tool available to manager in performing the basic

functions of management"- Explain
Who knew that a good job description could be such as a versatile management tool? Though it
still remains a hiring tool in the most traditional sense--a written description identifying a job by
title, essential functions and requirements--a well-crafted description also spells out the
knowledge, abilities and skills required to perform a job successfully. These additional
descriptions are extremely helpful when it comes to employee training and career development.
A business owner can use a good job description not only as a valuable aid in the job-recruiting
process, but also as an outline for reporting relationships and working conditions. A well-crafted
job description can also be used for:
 Performance management: One can use it to set measurable performance goals based on
duties in the job description, and then coach One’s employees to meet these goals as
needed.
 Training and employee development: One can use One’s employee job descriptions,
along with descriptions of possible job promotions, as incentives for employees to pursue
classes, seminars and other career development activities. 
 Compensation: Job descriptions can be helpful in developing a standardized
compensation program with minimums and maximums for each position.
 Recognition and rewards: One can use the descriptions as a baseline for performance, and
as a tool to encourage employee performance "above and beyond" the job description in
order to receive recognition and rewards.
 Discipline: If One need to, one can use the job description to illustrate that an employee
isn't adequately performing job functions.
 Return-to-work programs: One can prepare for light or modified duty options to allow for
a smoother transition from a workers' compensation injury or leave.
When it comes to job description, flexibility is the key. It may be wise to create more generic job
descriptions that emphasize expectations and accountabilities, rather than specific tasks, thereby
encouraging employees to focus on results rather than job duties. A more wide-ranging job
description is also easier to maintain--it doesn't require modification with every minor change in
duties.

Question 4: Describe the different kinds of information used in describing jobs

The job description should accurately reflect the duties and responsibilities of the position. When
well-written, it produces a realistic picture of a job and answers the question, “What does the
person in this role actually do?”
A job description not only describes the position’s responsibilities, it sets the foundation for
recruiting, developing and retaining talent and also sets the stage for optimum work performance
by clarifying responsibilities, expected results, and evaluation of performance. It is also an
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important component to maintaining an equitable compensation system and ensuring legal

compliance. The document should be revisited and updated in line with the annual performance
evaluation cycle.

A job description contains the following components:  job title, job purpose, job duties and
responsibilities, required qualifications, preferred qualifications and working conditions.  

Job Title
The Job Title is a brief description (1-4 words) of the job which reflects the content, purpose, and
scope of the job and is consistent with other job titles of similar roles within Wright State
University (University).              

Examples include:  Archivist, Associate Director Disability Services, Associate Registrar,

Director Student Health Services, Facilities Planner, Grants Accountant, Budget Analyst,
Instructional Designer, Manager Desktop Services, and Manager Custodial Services.

Job Purpose
The Job Purpose provides a high-level overview of the role, level and scope of responsibility
consisting of three or four sentences providing a basic understanding, the “bird’s eye view” of
the role. A concise summary of “why the job exists?”

Job Duties and Responsibilities

This section contains a description of the duties and responsibilities assigned to the job; also
referred to as the essential functions. They describe the fundamental nature of the job which
occupies a large proportion of the employee’s time.  Some items to consider:

 Include explanatory phrases which tell why, how, where or how often the tasks and duties
are performed.
 Focus on outcome of tasks.
 Reference areas of decision-making, where one will influence or impact.
 Identify areas of direct or indirect accountabilities.
 Describe the level and type of budgetary or financial responsibilities.
 Describe the nature of contact, the people contacted, and the extent to which the
incumbent will interact with others within and outside of the University.
 List job duties that reflect the position requirements and ensure they are not based upon
the capabilities of any one individual.

Education
Identify the educational qualifications that an employee must possess to satisfactorily perform
the job duties and responsibilities. State the educational qualifications in terms of areas of study
and/or type of degree or concentration that would provide the knowledge required for entry into
this position.

Experience
Identify the minimum number of full-time experiences required in terms of years and the type of
work experience that an employee needs to be qualified for the job.  Should internships,
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undergraduate work experience, and graduate assistantships be accepted levels of experience;

this will need to be specifically stated. 

Knowledge, Skills, and Abilities

In stating required knowledge, include the level or depth of knowledge required for entry into the
position. The following definitions should be helpful:

 Working knowledge: sufficient familiarity with the subject to know basic principles and
terminology and to understand and solve simple problems.
 General knowledge: sufficient knowledge of a field to perform most work in normal
situations. The work calls for comprehension of standard situations and includes
knowledge of most of the significant aspects of the subject.
 Thorough knowledge: advanced knowledge of the subject matter. The work calls for
sufficient comprehension of the subject area to solve unusual as well as common work
problems, to be able to advise on technical matters, and to serve as a resource on the
subject for others in the organization.
 Comprehensive knowledge: requires complete mastery and understanding of the subject.
This term should be used sparingly and only for unusually exacting or responsible
positions required to originate hypotheses, concepts, or approaches.

List specific skills and/or abilities required for incumbent to be successful in this role; including
designation of any required licenses or certifications.  Some considerations are:  analytical,
budget exposure, communication internal or external, computer, creative thinking, customer
service, decision-making, diversity, logical thinking, multi-tasking, negotiation, problem solving,
project management, supervision, teamwork, etc.   

Preferred Qualifications
An expanded listing of the Required Qualifications which can be used to further determine a
person’s ability to be productive and successful in this job.  These Preferred Qualifications are
“nice to have” but are not essential to carrying out the day-to-day functions of the job.  If
included, the Preferred Qualifications can focus on any or all of the following:  education,
experience, knowledge, skills and abilities.

Working Conditions
Identify the working conditions and physical demands that relate directly to the essential job
duties and responsibilities to be compliant with the Americans with Disabilities Act. Describe the
type, intensity (how much), frequency (how often), and duration (how long) of physical or
mental capabilities required.

Question 5: Discuss the ways of describing job facts

Get the job title right
If one is having trouble filling vacancies for that critical "rockstar" developer, DevOps "ninja" or
digital marketing "guru," One is probably turning off candidates with that very language,
according to research from Indeed.  
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“We know that weird job titles can be fun and indicative of a more laid-back culture. However,
without a cultural frame of reference, using them in One’s job listings can affect how well One’s
job posting does.
"Keep in mind that One’s company and the open job have to be found. In order to do that, step
out of One’s own company's mind and internal terminology. If One call it 'client relationship
manager,' and they're searching for the more commonly used 'account manager,' One is going to
miss out on those candidates," he says.
2. Start with a short, engaging overview of the job
This one- to four-sentence overview should include a description of the job’s major function,
how it contributes to larger company objectives and why it’s important not just to the company,
but to society as a whole.
3. Avoid superlatives or extreme modifiers
Over-the-top language like “best of the best,” “off the charts,” “world class,” “rockstars,”
“ninjas” tends to prevent candidates from applying — especially women and underrepresented
minorities, but also some men, according to NCWIT. Anyone who’s been socialized not to “toot
their own horn” will be less likely to categorize themselves in these ways and thus be less likely
to apply, NCWIT says.
4. Focus responsibilities on growth and development
Don't just list a bunch of boring daily tasks, and avoid a long, bulleted list of responsibilities or
qualifications, says NCWIT.
Lists like these are difficult to absorb, and the minutia often means little until one’s actually
doing the job, according to NCWIT. Instead, describe the key job functions in five to seven
bullets. One also can group two to three bullets under larger categories, such as “Technical
Skills,” “Management Skills,” “Communication,” and the like.
5. Involve current employees in writing job descriptions
Job descriptions often reside in a file somewhere in the HR department, unearthed only when a
role is vacated. These descriptions often remain static for years and don't reflect the current
skills, culture and experience needs. Not only that, but research shows that even when highly
qualified, women are less likely than men to apply for a role if they don’t have all the required
qualifications. Removing any criteria that is no longer necessary for the job, or highlighting
criteria that could be learned on the job, as well as avoiding restrictive requirements for “years of
experience,” can help attract more diverse candidates, according to NCWIT.
6. Create urgency for the position
Even if One is not desperate to fill an open position, one wants candidates to feel a sense of
urgency and be compelled to apply, even if they're currently happily employed, says Robert
Half's Reed. Posting specific start dates can help, as will including contact information for an
individual person rather than a generic e-mail address, he says.
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7. Culture, culture, culture

"Culture is everything in recruitment. Everything eventually comes back to a candidate asking
themselves, 'Will I be a good fit and really enjoy working there?' So, it's critical that culture is all
over a job description," says Russell Reynolds' Cerilli.
Here, highlighting benefits, perks and workplace bonuses can help, says Day. Do One have an
on-site gym? Free food? Flexible schedules? Remote work opportunities? Happy hour Fridays?
Shout it out in the job description, he says.
"Cultural fit is just as much of importance to both employees and employers as technical and
experience fit, if not more so. A bad hire costs money and drains productivity; a lack of culture
fit and employee engagement increases turnover, so Some’ve got to get it right," he says.
8. Bust biases in One’s ads
Gender-biased language can be subtle, but it is still detrimental, says NCWIT. Biased language
has been shown to deter highly qualified talent from applying because it unconsciously lowers
their expected sense of fitting in, according to NCWIT.
It stands to reason, says Kieran Snyder, CEO and co-founder of Textio, a machine learning
platform that analyzes language patterns, that if One reach a wider pool of applicants, one is
much more likely to improve the diversity of applicants and speed up the recruiting and hiring
process.
9. The devils in the details
Just as hiring managers will judge a resume, candidates are judging One’s firm on the tiniest
details, says Reed. Make sure One spell-check, do a grammar check and proofread One’s job
description. Then, go back and do it again.
"In addition to spelling and grammar, avoid using too much jargon or too many clichés,” Reed
says. “Be sure to pay attention to the esthetics of the posting. Try and put all of the key
information at the beginning of the description and use bullets and lists so candidates can quickly
and easily scan the information."
10. Get interactive and innovative
Candidates on the job hunt spend a lot of time poring over job descriptions; if One add creative
or innovative touches, one can catch their eye and their interest, says Day.
"Reading hundreds, even thousands of job descriptions are so tedious. Do One have the
capability to accept video cover letters? Can One add a video spot with the hiring manager or
with potential colleagues where they explain the job and why they love to work for the
company? This is a major differentiator, and candidates definitely take notice," he says.
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Chapter – 8
Question 1: What is job evolution?  Discuss the major reasons for implementing
job evolution program
Job evaluation
Job evaluation, which is an accepted tool in the hands of the personnel management for avoiding
any inconsistency in job rates and for achieving uniformity in the entire wage structure – is done
through certain processes. The process – elements are its components.
At the outset, job analysis to secure job date or information is necessary. For this purpose, job
description and job specification are undertaken. In job description – duties, responsibilities and
job conditions are described and in job specification – human qualities needed for the job are
described.
Thus, the components of job evaluation are – Job analysis, job description, job specification, job
rating, money allocation, and employee classification. Management’s method to achieve equity
in pay is job evaluation. It is the cornerstone of formal wage and salary program. The central
purpose of job evaluation is to determine the relative worth of jobs of an enterprise. It thereby
helps in establishing fair pay differentials among jobs.
Discussing the major reasons for implementing job evolution program
As organization constantly evolves and new organizations emerge there will be challenges to
existing principles of job evaluation. Whether existing job evaluation techniques and
accompanying schemes remain relevant in a faster moving and constantly changing world, where
new jobs and roles are invented on a regular basis, remains to be seen.
The formal points systems, used by so many organizations are often already seen to be inflexible.
Sticking rigidly to an existing scheme may impose barriers to change. Constantly, updating and
writing new jobs together with the time that has to be spent administering the job evaluation
schemes may become too cumbersome and time consuming for the benefits that are derived.
The reasons of job evaluation are enumerated below:
1. To secure and maintain complete, accurate and impersonal descriptions of each distinct job or
occupation in the entire plant.
2. To provide a standard procedure for determining the relative worth or value of each job in a
plant.
3. To determine a rate of pay for each job which is fair and equitable with relation to other jobs
in the plant, community and industry.
4. To ensure that like wages are paid to all qualified employees on like work.
5. To promote fair and accurate consideration of all employees for advancement and transfer.
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6. To provide a factual basis for the consideration of wage rates for similar jobs both within the
community and within the industry.
7. To provide information for the work organization, employee’s selection and training and
numerous other important purposes.
The basis of a sound wage structure is job evaluation. Job evaluation systems are useful in
achieving internal equity of pay between different jobs in the organizations. The process of job
evaluation uses selected criteria to compare jobs within an organization so that they can be
ordered for the purpose of assigning differential pay.
Job evaluation systems provide a rationale for paying one job in an organization more or less
than another. It is the process of analysis and assessment of jobs to ascertain reliably their
relative worth, using the assessment as a basis for a fair and equitable wage structure. It is in the
interest of both the unions and the management that job evaluation is carried out on a joint basis.

Question 2: Describe the types/ method of job evolution

1. Ranking Method
This method ranks jobs in order based on each job’s perceived value in relation to the others..
 Does not consider market compensation rates.
 May work well for smaller companies. In a larger organization, it is more complex to use,
but sometimes it can still work if jobs are grouped by job families—professional level,
etc.
2. Classification/Grading Method
With this approach, generic job characteristics are grouped to reflect levels of skill/responsibility
at a number of predetermined grade classifications, says Neelman.
This is another straightforward method that is not too time-consuming.
 Individual jobs are compared to groups of job characteristics, then matched to specific
grade classification.
 Can be a challenge because one size does not fit all, so jobs may be forcefit into a grade.
 The system is subject to grade inflation as jobs get pushed to the next higher level.
3. Point–Factor Method
This approach identifies job factors that add value and worth to a position. The job factors are
separated into groups (i.e., skill, responsibility, effort) and assigned a numerical or weighted
point value. The points for individual factors are added up to get a point value for the whole job.
 May not reflect market values of jobs.
 Generates a hierarchy but does not have an external component.
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4. Factor Comparison Method

With this method, job factors are identified under primary groups (i.e., skill, effort,
responsibilities, working conditions) typically up to five groups. Each factor is assigned a dollar
value (as opposed to point value).
 This is a complex system used only by a few organizations.
 It is hard to communicate to employees.
 There is an inherent degree of subjectivity.
5. Competitive Market Analysis Method 
This job evaluation method uses external data to inform decision about a job’s relative value in
an organization. As job evaluations form the basis for market pricing, this method aims to utilize
posted job descriptions to compare jobs to like positions in the external marketplace. Specific
pay data is collected from published sources, and the value of the position within the competitive
market is determined based on this data. 
An integral component of this method is the consideration of the organization’s compensation
philosophy, posing the question of, “Where do we want to position ourselves within the job
market?”. As this job evaluation method involves examining internal value against public market
data, employers are required to use an overlay to see how rankings fit within the internal
hierarchy of their organization. 
Job evaluation methods are deliberate attempts used by organizations to structure both the
technical and social aspects of a job, in order to attain a healthy fit between the job holder and
the job itself. Its primary goal is to produce a systematic and equitable means to determine a
job’s overall worth, which lends itself to an increase in employee satisfaction. By harnessing the
potential of all jobs and job holders efficiently, the overall quality of an employee’s work life is
enhanced, thereby improving employee performance overall. 

Question 3: Discuss the steps to be followed for job evaluation

Process of Job Evaluation Program

The Job evaluation program is a process involving a few steps.

These are listed below;

1. Gaining acceptance
2. Creating a job evaluation committee
3. Finding the jobs to be evaluated
4. Analyzing and preparing a job description
5. Selecting the method of evaluation
6. Classifying jobs.
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Gaining acceptance

Before undertaking job evaluation, top management must explain the aims and uses of the
program to the employees and unions. To elaborate on the program further, oral
presentations could be made. Letters, booklets could be used to classify all relevant aspects of
the job evaluation program.

Creating a job evaluation committee

A single person can’t evaluate all the key jobs in an organization. Usually, a job evaluation
committee consisting of experienced employees, union representatives, and HR experts is
created to set the ball rolling.

Finding the jobs to be evaluated

Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each
department may be identified. While picking up the jobs, care must be taken to ensure that they
represent the type of work performed in that department.

Analyzing and preparing a job description

This requires the preparation of a job description and also an analysis of job needs for successful
performance.

Selecting the method of evaluation

The most important method of evaluating the jobs must be identified now, keeping the job
factors and organizational demands in mind.

Classifying jobs

The relative worth of various jobs in an organization may be found out after arranging jobs in
order of importance using criteria such as skill requirements, experience needed under which
conditions job is performed, type of responsibilities to be shouldered degree of supervision
needed, the amount of stress caused by the job, etc. Weights can be assigned to each such factor.
When we finally add all the weights, the worth of a job is determined. The points may then be
converted into monetary values.

Question 4: What is meant by internal equity?  What is the relationship between

internal equity and job evolution?
Internal equity
It is defined as the fairness criterion in the employment contract that offers fair wages based on
the value of the employee within the organization.
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Internal equity is a criterion adopted by organizations to ensure fairness in pay structure. The
compensation awarded to employees is determined through internal equity and is calculated
depending on the relative value of the employee. This equity is aimed at striking a balance in the
compensation awarded to employees based on organizational hierarchy. The corresponding
wages to each job profile are calculated after considering compensable factors which include job
ranking, level of management, job classification, and level of status.
The relationship between internal equity and job evolution
Internal equity and job evaluation are closely related concepts within a company. Internal equity
is a general level of fairness in the alignment of the work employees perform in their positions
and the rewards they receive for it. Job evaluations are tactics used by an employer to assess the
value of a given position to the company and the associated pay for that position.
Internal Equity Basics
Internal equity actually has two basic considerations -- employee value and fairness. Companies
look at internal equity as a comparison between how much they invest in each employee and
what they get back in production and performance. Employees are concerned with the aspect of
internal equity relating to a system of fair pay, benefits and rewards for the work they do. Well-
established internal equity programs are motivating to employees, good from a human resources
standpoint, and typically make for a better investment for the company.
Job Evaluation Basics
From the employer's perspective, job evaluations are an important human resources tool used to
assess the relationship between each position and its compensation. By evaluating each job, HR
can possibly eliminate positions of redundancy and develop pay scales that more accurately
relate to the performance expectations. They can also promote or give pay increases to
employees whose performance exceeds the standard set for their current positions.

Question 5: Explain compensable factors

In an HR Daily Advisor article titled “10 Critical Compensable Factors in Job Descriptions”,

Stephen Bruce identifies the following as being important to the job evaluation process:

1. Experience. How long should the incumbent have worked in this job or in closely related

jobs to be fully qualified? Is it important that the experience be within or outside the

organization?

2. Education. What does the job require in terms of formal schooling, training,

certification, or knowledge of a specialized field?

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3. Responsibility. Is the employee responsible for the safety of other employees or the loss

or damage to tools, materials, or equipment? How significant to the employer is the work

the position is responsible for? How big is the budget the incumbent manages?

4. The complexity of duties. Does the job require the incumbent to show judgment and

initiative or to make independent decisions?

5. Supervision received. How closely does the incumbent’s immediate supervisor or

manager check his or her work? Does the supervisor or manager outline specific methods

or work procedures?

6. Supervision exercised. How many people does the incumbent supervise, directly and

indirectly? What responsibility does he or she have for controlling policy decisions, costs,

or work methods?

7. Consequences of error. If the incumbent made an error, what dollar loss would be likely

to result? How often does the possibility of loss or error occur?

8. Working conditions. Is there anything in the work environment that is unusually

hazardous or uncomfortable? For what percentage of the time is the incumbent exposed

to such conditions? 

9. Mental, physical, and visual demands. What degree of concentration is required? Are

there special physical demands? Is eyestrain likely? 

10. Confidential data. To what extent is the incumbent responsible for confidential

information? What would be the consequences of unwarranted disclosure? To what

extent are integrity and discretion important?

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References
https://en.wikipedia.org
https://readersinsight.net
https://www.economicsdiscussion.net
https://www.business.com
https://www.businessmanagementideas.com
https://www.study.com
https://www.tutorialspoint.com