QUALITATIVE DETERMINATION OF HR REQUIREMENTS:

JOB ANALYSIS (3.5 HOURS)

JOB DESCRIPTION & JOB SPECIFICATION & DEVELOPING A JOB PROFILE
JOBS AND JOB ANALYSIS

 The point where the work and the employee's role come together in the

organization is called a job.

 We need to know a lot of information about these roles/jobs, such as:

 What does or should the person do?

 What knowledge, skill, abilities, and behaviors does it take to do this job?
 What is the result of the person performing the job?
 How does this job fit in with other jobs in the organization?
 What is the contribution of this job toward the organization’s goals?
 Information about jobs is obtained through a process called job analysis.

 Job analysis is the series of activities undertaken to systematically obtain,

categorize, and document all relevant information about a specific job.

USES OF JOB ANALYSIS

Job analysis was also conceptualized by two of the founders of I-O psychology, Frederick Winslow Taylor and Lillian
Moller Gilbreth in the early 20th century.

Evidence shows that the root purpose of job analysis, understanding the behavioral requirements of work, has not
changed in over 85 years.
APPROACHES TO ANALYZING JOBS

In comparison McCormick, in his Position Analysis Questionnaire (PAQ), develops a model that classifies job descriptors as follows:

1. work activities
2. job-oriented activities
3. worker-oriented activities
4. machines, tools, equipment
5. work performed
6. job context
7. personnel requirements

Since the job is the connection between the organization and the employee, it may be useful to develop a model based
upon this common connection
APPROACHES TO ANALYZING JOBS

both the organization and the employee contribute to the job and expect to receive something from it.

Analysis of job from person perspective person-job relationship

The person brings his or her knowledge, skills and abilities as well as
effort to the job (cell 1).
These are used in activities, which are divided into physical, mental, and
interactional types (cell 3).
The results, for the person, are the rewards and satisfaction received
from working on the job (cell 5).
These rewards can be both intrinsic and extrinsic.
Analysis of job from Organization perspectiveorganization-job
relationship

The organization provides resources needed to perform the job and

ways to do the job that coordinate with organizational needs; the
latter are perceived as constraints (cell 2). These resources and
constraints determine the way the job activities (cell 3) are carried
out. The organizational results are some product created or service
performed by the employee; these outcomes are in the form of a
change in data, people, and/or objects (cell 4). These results can be
defined in terms of quantity, quality, and time.
CONDUCTING A JOB ANALYSIS

6 Steps in job Analysis

1. Decide how you will use the information- Interviews are suitable to write JD, Position analysis questionnaire is
suitable for job evaluation.

2. Review Organization charts and process charts.: This important to redesign jobs
1. Three ways of job redesign
1. Job enlargement-Assigning workers additional same level activities
2. Job rotation- Systematically moving from one job to another
3. Job enrichment- Redesigning jobs in a way to increase the opportunities for the workers to experience
feelings of responsibility, achievement, growth and recognition.

3. Select Representative position.

4. Actually Analyze the Job

5. Verify the job analysis information with the worker performing the job and supervisor

6. Develop the Job Description and Job Specification.

METHODS OF ANALYZING JOBS

The Selection of the method should depend on the purpose of the analysis- Job Description or job evaluation.

Job analysis should be a joint effort of the HR team, Supervisor and the work.

Use multiple methods of JA

Methods
1. Interview
2. Questionnaire
3. Observation
4. Participant Log/Diary
5 Position a Analysis Questionnaire
194 items belonging to one of the five PAQ basic activities.
1. Having decision making/communication /social responsibilities
2. performing skilled activities
3. being physically active
4. operating vehicles and equipment
5. processing information
The final PAQ score reflects the job’s rating on each of these five activities.
JOB DESCRIPTION & JOB SPECIFICATION & DEVELOPING A JOB
PROFILE

Click icon to add picture

JOB DESCRIPTION
 A job description is a useful, plain-language tool that explains the tasks, duties, function and
responsibilities of a position.
 It details who performs a specific type of work, how that work is to be completed, and the frequency and
the purpose of the work as it relates to the organization's mission and goals.
 Job descriptions are used for a variety of reasons, such as determining salary levels, conducting
performance reviews, clarifying missions, establishing titles and pay grades, and creating reasonable
accommodation controls, and as a tool for recruiting.
 Job descriptions are useful in career planning, offering training exercises and establishing legal
requirements for compliance purposes.
 A job description gives an employee a clear and concise resource to be used as a guide for job
performance.
 Likewise, a supervisor can use a job description as a measuring tool to ensure that the employee is
meeting job expectations.
JOB DESCRIPTION- STEPS
1 Perform a
Job Analysis 5
Knowledge
Add the
Skill
3 Signature Lines
Ability
Physical Signatures are an
Organize the important part of
characteristic
Data validating the job
Environmental
factorsCredentials/e
Concisely description
xperience

2 4 6
Establish the Essential Add the Disclaimer Finalize
Functions Duties, responsibilities used for job postings,
Tasks and activities may change interviews, accommodation
or new ones may be requests, compensation
Frequency assigned at any time with reviews and performance
Redesigned or performed or without notice appraisals
Redesigned or performed
 ORGANIZE THE DATA CONCISELY
 The following topics should be included:
• Job title—name of the position.
• Salary grade/level/family/range—compensation levels, groups or pay ranges into which jobs of the same or similar worth are placed, including minimum and
maximum pay bands. 
• Reports to—title of the position this job reports to.
• Summary/objective—summary and overall objectives of the job.
• Essential functions—essential functions, including how an individual is to perform them and the frequency with which the tasks are performed; the tasks must
be part of the job function and truly necessary or required to perform the job.
• Competency—knowledge, skills and abilities.
• Supervisory responsibilities—direct reports, if any, and the level of supervision.
• Work environment—the work environment; temperature, noise level, inside or outside, or other factors that will affect the person's working conditions while
performing the job.
• Physical demands—the physical demands of the job, including bending, sitting, lifting and driving.
• Position type and expected hours of work—full time or part time, typical work hours and shifts, days of week, and whether overtime is expected.
• Travel—percentage of travel time expected for the position, where the travel occurs, such as locally or in specific countries or states, and whether the travel is
overnight.
• Required education and experience—education and experience based on requirements that are job-related and consistent with business necessity.
• Preferred education and experience—preferred education and experience based on requirements that are job-related and consistent with business necessity.
• Additional eligibility qualifications—additional requirements such as certifications, industry-specific experience and the experience working with certain
equipment.
• Other duties
EXAMPLE OF JOB  Branch Relationship Officer - Axis Bank,Kolhapur
DESCRIPTION , Pune, Solapur, Goa From 3 to 8 year(s) of experience (nau
kri.com)
 JOB SPECIFICATION
 As opposed to the job description, which lists the information about the
job, the job specification lists qualities that the employee should – or
sometimes, must – have in order to qualify for the job. Some examples
may include:
 Educational qualifications
 Training/experience in the specific job
 Relatable skills
 Previous responsibilities
 Ability to work within a certain environment (such as loud noises, bright lights, etc.)

 The job specification is very important, as it helps the potential employee

quickly analyze whether they are qualified for the job or not.
 This is helpful not only to the person applying, but to whomever is doing
the hiring as well, since it clearly outlines eligibility requirements.
 JOB PROFILE

  Job profile is a document written by an employer that contains relevant

information regarding an open job position.
 Employers create job profiles to improve their odds of attracting desirable
candidates.
 Properly describing a job's duties and requirements in the job profile usually
increases the odds of attracting candidates that are properly qualified for the
respective role.
 From the candidate's viewpoint, job profiles can help determine whether
applying for a certain role would be an appropriate career move.
 Some of the main benefits of a job profile are:
• Gives employers a clear point of reference when assessing how well an employee is
performing their job responsibilities
• Provides a clear structure regarding the essential duties, activities and
responsibilities of the organization by outlining the employees responsible for each
• Provides role continuity, ensuring that the owner of a certain set of tasks is clear to
anyone within the organization, regardless of the person who is currently employed
to perform those tasks
• Shows the organization what parts of their business activities can be improved with
training
 ELEMENTS OF A JOB PROFILE

 Job title: It mentions the exact name of the open role.

 Job summary: It outlines the main aspects of the open role, including detailed descriptions of the duties and
responsibilities it implies.
 Job requirements: It shows the company's expectations regarding the ideal candidate, such as the skills and
characteristics they need to have, the degrees and certifications necessary for successfully performing the role and the
years of experience they have in roles with similar responsibilities.
 Company information: It gives details regarding the hiring company's area of activity, its history, the history in which
it operates, what its goals and mission are and their most important clients and partners.
 Job benefits: It outlines extra benefits that the job may offer in addition to the salary, such as paid time off, medical
insurance and PF, Gratuity .
 Call to action: Usually the final part of a job profile, it provides the candidate with information regarding how they can
apply for the open position and the documents they need to submit when they apply.
 Pay range information: It typically includes a low and a high range of potential wages.
 COMPETENCY BASED JOB ANALYSIS

Traditionally jobs referred to as task and specific duties that need to need performed, but with changing concept of jo,
the approach to analysis it also has changed.-Competency based job analysis

Dubois (1993, p.9) defines a competency model as "those competencies that are required for satisfactory or exemplary
job performance within the context of a person's job roles, responsibilities and relationships in an organization and its
internal and external environments".

Competencies are the knowledge, skills, abilities, personal characteristics and other "worker-based" factors that help
differentiate superior performance from average performance under specified circumstances. Competencies are
identified to clearly define the essential functions of the job.

What is included?

Skills Abilities needed to execute job duties, such as software and computer proficiency, interpersonal
skills, accounting skills, or specific laboratory techniques.
Knowledge Areas of specialty or expertise; for example, nursing, finance, employment law, or history.

Behaviour Characteristics an employee must display in the job; for instance, initiative, collegiality,
resourcefulness, or professionalism.
COMPETENCY
MODEL FOR
HUMAN RESOURCE
MANAGER
UP NEXT APPLICATION CASE- THE FLOOD
In October 2014 cyclone had hit the coastal town Visakhapatnam and the costal packaging company. Many
employees’ homes were devastated and many left the town for good.
Coastal found that it had to hire almost 30 completely new crews, 10 for each shift. The problem was that the
old timers had known their job so well that no one had ever bothered to draw up job description for them. When
about 30 new employees began taking their place, there was general confusion about what they should do and
how they should do it.
 
The cyclone quickly became old news to the firms out of state customers, wanted packaging materials, not
excuses. Karan Naidu, the firm ‘s president, was at his wits end. He had about 30 new employees, old timers 10
and his original factory supervisor, Kumar.
He decided to meet with Professor Pratap Rao and Professor Rani, a consultant from the local University
business school. Immediately had the old timers fill out a job questionnaire that listed all their duties. Argument
ensued almost at once. Both Karan and Kumar thought that the old timers for exaggerating to make themselves
look more important, and the old timers insisted that the list faithfully reflected their duties. Meanwhile the
customers clamoured for their orders.
 
Question’s
 
1. Should the consultants ignored old timers protest and write the job description as they see it fit? Why? Why
not?
2. How would you go about resolving the differences?

3. How would you conduct the job analysis ?

Facts – case
Assumptions- not mentioned, important to solve
THANK YOU