3. Chapter - HR Planning, Recruitment and Selection.ppt

The silde help you to learn easily about HR Planning, Recruitment and Selection.

1. GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 4
Job Analysis
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 2 Recruitment and Placement

2. Copyright © 2011 Pearson Education 4–2
1.1.Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is
and how it’s used.and how it’s used.
2.2.Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and information, including interviews, questionnaires, and
observation.observation.
3.3.Write job descriptions, including summaries and job Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.
4.4.Write a job specification.Write a job specification.
5.5.Explain job analysis in a “worker-empowered” world, Explain job analysis in a “worker-empowered” world,
including what it means and how it’s done in practice.including what it means and how it’s done in practice.
LEARNING OUTCOMESLEARNING OUTCOMES

3. Copyright © 2011 Pearson Education 4–3
WHERE WE ARE NOW…

4. Copyright © 2011 Pearson Education 4–4
The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms
•Job AnalysisJob Analysis
The procedure for determining the duties and skill requirements The procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it.of a job and the kind of person who should be hired for it.
•Job DescriptionJob Description
A list of a job’s duties, responsibilities, reporting relationships, A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one working conditions, and supervisory responsibilities—one
product of a job analysis.product of a job analysis.
•Job SpecificationsJob Specifications
A list of a job’s “human requirements,” that is, the requisite A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a education, skills, personality, and so on—another product of a
job analysis.job analysis.

5. Copyright © 2011 Pearson Education 4–5
Types of Information CollectedTypes of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis

6. Copyright © 2011 Pearson Education 4–6
Uses of Job Analysis InformationUses of Job Analysis Information
Recruitment
and selection
Compensation
EEO
compliance
Discovering
unassigned
duties
Performance
appraisal
Training
Information
Collected via
Job Analysis

7. Copyright © 2011 Pearson Education 4–7
FIGURE 4–1Uses of Job Analysis Information
Job analysis
Job description
and specification
Recruiting
and selection
decisions
Performance
appraisal
Job evaluation—
wage and salary
decisions
(compensation)
Training
requirements

8. Copyright © 2011 Pearson Education 4–8
Steps in Job AnalysisSteps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.

9. Copyright © 2011 Pearson Education 4–9
FIGURE 4–2Process Chart for Analyzing a Job’s Workflow

10. Copyright © 2011 Pearson Education 4–10
Collecting Job Analysis InformationCollecting Job Analysis Information
Interviews Questionnaires Observations
Methods for Collecting Job Analysis Information
Diaries/Logs

11. Copyright © 2011 Pearson Education 4–11
Job Analysis: Interviewing GuidelinesJob Analysis: Interviewing Guidelines
•The job analyst and supervisor should work together The job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
•Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.
•Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.open-ended questions and provides space for answers.
•Ask the worker to list his or her duties in order Ask the worker to list his or her duties in order
of importance and frequency of occurrence.of importance and frequency of occurrence.
•After completing the interview, review and verify After completing the interview, review and verify
the data.the data.

12. Copyright © 2011 Pearson Education 4–12
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: The InterviewInformation: The Interview
•Information SourcesInformation Sources
Individual employeesIndividual employees
Groups of employeesGroups of employees
Supervisors with Supervisors with
knowledge of the jobknowledge of the job
•AdvantagesAdvantages
Quick, direct way to find Quick, direct way to find
overlooked informationoverlooked information
•DisadvantageDisadvantage
Distorted informationDistorted information
•Interview FormatsInterview Formats
Structured (Checklist)Structured (Checklist)
UnstructuredUnstructured

13. Copyright © 2011 Pearson Education 4–13
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: QuestionnairesInformation: Questionnaires
•Information SourceInformation Source
Have employees fill out Have employees fill out
questionnaires to describe questionnaires to describe
their job-related duties and their job-related duties and
responsibilitiesresponsibilities
•Questionnaire FormatsQuestionnaire Formats
Structured checklistsStructured checklists
Open-ended questions Open-ended questions
•AdvantagesAdvantages
Quick and efficient way Quick and efficient way
to gather information to gather information
from large numbers of from large numbers of
employeesemployees
•DisadvantagesDisadvantages
Expense and time Expense and time
consumed in preparing and consumed in preparing and
testing the questionnairetesting the questionnaire

14. Copyright © 2011 Pearson Education 4–14
FIGURE 4–3Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

15. Copyright © 2011 Pearson Education 4–15
FIGURE 4–3Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

16. Copyright © 2011 Pearson Education 4–16
FIGURE 4–4Example of Position/Job Description Intended for Use Online

17. Copyright © 2011 Pearson Education 4–17
FIGURE 4–4Example of Position/Job Description Intended for Use Online (cont’d)

18. Copyright © 2011 Pearson Education 4–18
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: ObservationInformation: Observation
•Information SourceInformation Source
Observing and noting the Observing and noting the
physical activities of physical activities of
employees as they go employees as they go
about their jobs by about their jobs by
managers.managers.
•AdvantagesAdvantages
Provides first-hand Provides first-hand
informationinformation
Reduces distortion Reduces distortion
of informationof information
•DisadvantagesDisadvantages
Time consumingTime consuming
Reactivity response distorts Reactivity response distorts
employee behavioremployee behavior
Difficulty in capturing Difficulty in capturing
entire job cycleentire job cycle
Of little use if job involves a Of little use if job involves a
high level of mental activityhigh level of mental activity

19. Copyright © 2011 Pearson Education 4–19
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: Participant Diaries/LogsInformation: Participant Diaries/Logs
•Information SourceInformation Source
Workers keep a Workers keep a
chronological diary or log chronological diary or log
of what they do and the of what they do and the
time spent on each activitytime spent on each activity
•AdvantagesAdvantages
Produces a more complete Produces a more complete
picture of the jobpicture of the job
Employee participationEmployee participation
•DisadvantagesDisadvantages
Distortion of informationDistortion of information
Depends upon employees Depends upon employees
to accurately recall their to accurately recall their
activitiesactivities

20. Copyright © 2011 Pearson Education 4–20
Quantitative Job Analysis TechniquesQuantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
Department of
Labor (DOL)
Procedure

21. Copyright © 2011 Pearson Education 4–21
FIGURE 4–5Portion of a Completed Page from the Position Analysis Questionnaire
The 194 PAQ elements are
grouped into six dimensions.
This exhibit lists 11 of the
“information input” questions
or elements. Other PAQ
pages contain questions
regarding mental processes,
work output, relationships
with others, job context, and
other job characteristics.

22. Copyright © 2011 Pearson Education 4–22
TABLE 4–1Basic Department of Labor Worker Functions

23. Copyright © 2011 Pearson Education 4–23
FIGURE 4–6Sample Report Based on Department of Labor Job Analysis Technique

24. Copyright © 2011 Pearson Education 4–24
Internet-Based Job AnalysisInternet-Based Job Analysis
•AdvantagesAdvantages
Collects information in a standardized format from Collects information in a standardized format from
geographically dispersed employeesgeographically dispersed employees
Requires less time than face-to-face interviewsRequires less time than face-to-face interviews
Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance

25. Copyright © 2011 Pearson Education 4–25
FIGURE 4–7Selected O*NET General Work Activities Categories

26. Copyright © 2011 Pearson Education 4–26
Writing Job DescriptionsWriting Job Descriptions
Job
identification
Job
summary
Responsibilities
and duties
Authority of
the incumbent
Standards of
performance
Working
conditions
Job
specifications
Sections of a
Typical Job
Description

27. Copyright © 2011 Pearson Education 4–27
The Job DescriptionThe Job Description
•Job IdentificationJob Identification
Job titleJob title
FLSA status sectionFLSA status section
Preparation datePreparation date
PreparerPreparer
•Job SummaryJob Summary
General nature of the jobGeneral nature of the job
Major functions/activitiesMajor functions/activities
•Relationships Relationships
Reports to:Reports to:
Supervises:Supervises:
Works with: Works with:
Outside the company:Outside the company:
•Responsibilities and DutiesResponsibilities and Duties
Major responsibilities and Major responsibilities and
duties (essential functions)duties (essential functions)
Decision-making authorityDecision-making authority
Direct supervisionDirect supervision
Budgetary limitationsBudgetary limitations
•Standards of Performance Standards of Performance
and Working Conditionsand Working Conditions
What it takes to do the job What it takes to do the job
successfullysuccessfully

28. Copyright © 2011 Pearson Education 4–28
FIGURE 4–8Sample Job Description, Pearson Education

29. Copyright © 2011 Pearson Education 4–29
FIGURE 4–8Sample Job Description, Pearson Education (cont’d)

30. Copyright © 2011 Pearson Education 4–30
FIGURE 4–9Marketing Manager Description from
Standard Occupational Classification

31. Copyright © 2011 Pearson Education 4–31
Using the Internet for Writing Job DescriptionsUsing the Internet for Writing Job Descriptions

32. Copyright © 2011 Pearson Education 4–32
TABLE 4–2SOC Major Groups of Jobs

33. Copyright © 2011 Pearson Education 4–33
Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)
Step 1.Step 1.Decide on a PlanDecide on a Plan
Step 2.Step 2.Develop an Organization ChartDevelop an Organization Chart
Step 3.Step 3.Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire
Step 4.Step 4.Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET
Step 5.Step 5.Compile the Job’s Human Requirements Compile the Job’s Human Requirements
from O*NETfrom O*NET
Step 6.Step 6.Finalize the Job DescriptionFinalize the Job Description

34. Copyright © 2011 Pearson Education 4–34
FIGURE 4–10Preliminary Job Description Questionnaire

35. Copyright © 2011 Pearson Education 4–35
Using O*Net for Writing Job DescriptionsUsing O*Net for Writing Job Descriptions

36. Copyright © 2011 Pearson Education 4–36
Using O*Net for Writing Job Descriptions (cont’d)Using O*Net for Writing Job Descriptions (cont’d)

37. Copyright © 2011 Pearson Education 4–37
Using O*Net for Writing Job Descriptions (cont’d)Using O*Net for Writing Job Descriptions (cont’d)

38. Copyright © 2011 Pearson Education 4–38
Writing Job SpecificationsWriting Job Specifications
Job specifications
for trained versus
untrained
personnel
Job specifications
based on statistical
analysis
“What human traits and
experience are required
to do this job well?”
Job specifications
based on judgment

39. Copyright © 2011 Pearson Education 4–39
Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)
•Steps in the Statistical ApproachSteps in the Statistical Approach
1.1.Analyze the job and decide how to measure job Analyze the job and decide how to measure job
performance.performance.
2.2.Select personal traits that you believe should Select personal traits that you believe should
predict successful performance.predict successful performance.
3.3.Test candidates for these traits.Test candidates for these traits.
4.4.Measure the candidates’ subsequent job Measure the candidates’ subsequent job
performance.performance.
5.5.Statistically analyze the relationship between the Statistically analyze the relationship between the
human traits and job performance.human traits and job performance.

40. Copyright © 2011 Pearson Education 4–40
Job Analysis in a Worker-Empowered Job Analysis in a Worker-Empowered
WorldWorld
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation

41. Copyright © 2011 Pearson Education 4–41
Other Changes at WorkOther Changes at Work
Flattening the
organization
Reengineering
business processes
Changing the
Organization and
Its Structure
Using self-
managed work
teams

42. Copyright © 2011 Pearson Education 4–42
Competency-Based Job AnalysisCompetency-Based Job Analysis
•CompetenciesCompetencies
Demonstrable characteristics of a person that enable Demonstrable characteristics of a person that enable
performance of a job.performance of a job.
•Reasons for Competency-Based Job AnalysisReasons for Competency-Based Job Analysis
To support a high-performance work system (HPWS).To support a high-performance work system (HPWS).
To create strategically-focused job descriptions.To create strategically-focused job descriptions.
To support the performance management process in To support the performance management process in
fostering, measuring, and rewarding:fostering, measuring, and rewarding:

General competenciesGeneral competencies

Leadership competenciesLeadership competencies

Technical competenciesTechnical competencies

43. Copyright © 2011 Pearson Education 4–43
How to Write Job Competencies-Based Job How to Write Job Competencies-Based Job
DescriptionsDescriptions
•Interview job incumbents and their supervisorsInterview job incumbents and their supervisors
Ask open-ended questions about job responsibilities Ask open-ended questions about job responsibilities
and activities.and activities.
Identify critical incidents that pinpoint success on the Identify critical incidents that pinpoint success on the
job.job.
•Use off-the-shelf competencies databanksUse off-the-shelf competencies databanks

44. Copyright © 2011 Pearson Education 4–44
FIGURE 4–11The Skills Matrix for One Job at BP
Note:The lighter color boxes within the individual columns indicate
the minimum level of skill required for the job.

45. Copyright © 2011 Pearson Education 4–45
K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis

46. Copyright © 2011 Pearson Education 4–46
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.