Job.Description.Writing.Project.human.resources.pptx

Job Description Writing

1. Job Description Writing Prepared by: Marwa abdel raman – hr department

2. Introduction The success of any organization depends on the performance of its employees. All the jobs in an organization must interrelate to accomplish the organization’s mission, goals and objectives. Job analysis is often used to gather information for use in personnel selection, training, classification, and compensation .

3. Objectives By the end of this topic, participants will be able to: Define Job Analysis and its elements. Identify the process, uses of Job analysis & its significance. Identify Job Descriptors (Types of information gathered ). Identify Methods for gathering Job Analysis Information . Conduct an effective Job Analysis including Developing a Job Description and a Job Specification based on DTRs and KSAs .

4. Topics Job Analysis Job Analysis Definition Elements of a Job Analysis Uses Of Job Analysis Job Analysis :The Process ( Steps in doing a Job Analysis) Types of Information Gathered for a Job Analysis Methods of Gathering Information

5. Job Analysis Definition Job Analysis is a Structured approach that identifies the Job’s duties and responsibilities as well as the skills and competencies needed to perform the job.

6. Elements of Job Analysis Duties, Tasks, And Responsibilities (DTR) : The Major responsibilities and duties of the job Knowledge , Skills and Abilities ( KSA): Qualifications , experience, and skills of the Job Holder needed to perform the Job

7. Uses of Job Analysis Career Path & Succession Plan Organizational Design Setting Performance Standards Recruitment & Selection Performance Appraisals Compensation & Benefits Goal Setting Training

8. Summary of Uses of Job Analysis Information

9. The Nature of Job Analysis Job Analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it . Job Description A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis . Job Specifications A list of a job’s “human requirements” that is, the requisite education, skills, personality, and so on — another product of a job analysis.

10. Steps in Job Analysis 1 Decide how you’ll use the information. 2 Review relevant background information. 3 Select representative positions. 4 Actually analyze the job. 5 Verify the job analysis information. 6 Develop job description and job specification.

11. Step 1: Decide how you’ll use the information. This will determine the data you collect and how you collect them: Interviewing and questionnaire Provide qualitative information which is good for writing job descriptions and selecting employees for the job. Position analysis questionnaire (PAQ ) Provides quantitative (numerical) information which is useful to compare jobs for compensation purposes.

12. Step 2 : Review Relevant Background Review relevant background information such as organization charts, process charts and previous job descriptions . Review Relevant Background Organizational Charts Process Charts Previous Job Descriptions

13. Charting the Organization Organization Chart A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom . Process Chart A work flow chart that shows the flow of inputs to and outputs from a particular job.

14. Process Chart for Analyzing a Job’s Workflow

15. Step 3 : Select representative positions . Why? Because there may be too many similar jobs to analyze. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

16. Step 4 : Actually analyze the job. By collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.

17. Step 5 : Verify the job analysis information With the worker performing the job and with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employee’s acceptance of the job analysis data and conclusions, by giving that person a chance to review and modify your description of the job activities.

18. Step 6 : Develop a job description and job specification. Job description describes the activities and responsibilities of the job, as well as its important features, such as working conditions and safety hazards. Job specification summarizes the personal qualities, traits, skills, and background required for getting the job done; it may be in a separate document or in the same document as the job description.

19. Job Analysis Information Job Descriptors : (Types of information needed for an effective and complete Job Analysis) Job Context (A summary) Activities Responsibilities Qualifications Needed to perform the Job Human Behaviors Relationship with other jobs (Organizational Charts and Process Charts ) Performance Standards Machines, tools , equipment and work aids.

20. Job Descriptors - Tips Obtain information directly from the job holder (additional input from managers, subordinates) Collect data from multiple job holders Select a technique that allows information to be obtained, summarized and processed. Select a technique that is easy to update with having to repeat the entire process.

21. To Put it in other words…..The Factors to consider during job analysis: Job context (the purpose of the job, its work environment, its place in the organizational structure) Job content (the duties and responsibilities of people who hold the job) Job specifications and qualifications (knowledge, skills and abilities required for a person to perform the job) Performance criteria (desired behaviors and results that will constitute performance in the job)

22. Assignment #1 Prepare a Job Analysis for an HR Specialist Use the Task sheet and you may select the specialty.

23. Methods of Collecting Job Analysis Information 1) Qualitative methods The interview (Employees, Line Managers) – Job Shadowing/On-site Observation Questionnaire Participant diary/logs – Internet Searches 2) Quantitative techniques Position Analysis Questionnaire (PAQ) The U.S. Department of Labor (DOL) approach Functional Job Analysis

24. Qualitative Job Analysis Information Qualitative Methods for Collecting Job Analysis Info. Interviews Questionnaires Observations Diaries/Logs

25. Qualitative Job Analysis Information

26. Quantitative Job Analysis Techniques Position Analysis Questionnaire Department of Labor ( DOL) Procedure Functional Job Analysis Quantitative Job Analysis

27. The position analysis questionnaire (PAQ) The most popular Quantitative Job Analysis tool. A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. It contains 194 items “ e.g written materials” the job analyst decides if each item plays a role in the job and if so, to what extent.

28. The position analysis questionnaire (PAQ) The most popular Quantitative Job Analysis tool. A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. It contains 194 items “ e.g written materials” the job analyst decides if each item plays a role in the job and if so, to what extent.

29. Sample Position Analysis Questionnaire (PAQ)

30. The position analysis questionnaire (PAQ) Advantages of PAQ It provides a quantitative score or profile of any job in terms of five basic activities: 1) Having decision-making / communication / social responsibility 2) Performing skilled activities. 3) Being physically active. 4) Operating vehicles / equipment. 5) Processing information. It is used to compare jobs and assign pay levels for each.

31. U.S. Department of Labor Procedure A standardized method by which different jobs can be quantitatively rated, classified, and compared. Three categories which determine the basic Functions of the job: Data examples People example Things examples

32. U.S. Department of Labor Procedure Basic Department of Labor Worker Functions

33. Report Based on Department of Labor Job Analysis Technique

34. Functional Job Analysis Differs from Department of Labor technique in two ways: Seven scales to describe what workers do in jobs: ( 1) Things ( 2) Data (3) People Identifies performance standards and training requirements. ( 4) Worker Instructions (5) Reasoning (6) Math (7) Language

35. Uses of Job Analysis Information

36. Definition of a Job Description A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are.

37. Functional Job Analysis Job Identification Job title Preparation date Preparer Responsibilities and Duties Major responsibilities and duties-essential functions/DTR Decision-making authority Direct supervision Budgetary limitations Relationships(organizational charts ) Reports to: Supervises : Works with: Outside the company: Standards of Performance and Working Conditions What it takes to do the job successfully, “ I will be completely satisfied with your work if …” Schedule (Working Hours ), Location, Hazards, Work Aids/Tools Job Summary General nature of the job Major functions/activities

38. Writing Job Descriptions Elements of a Typical Job Description Job specifications Job identification Job Summary Responsibilities and duties Authority of the Job holder Standards of performance Working Conditions

39. Writing Job Specifications The Job Specifications: Knowledge , Skills and Abilities (KSA): a ) Experience b) Knowledge c) Work-based Competencies d) Behavioral Competencies e) Special Demands of the job (e.g. unusual hours, travel, Physical conditions.. etc .)

40. Writing Job Specifications

41. Writing Job Specifications Specifications Based on Judgment Self-created judgments (common sense) List of competencies in Web-based job descriptions ( e.g., www.jobdescription.com , https:// www.onetonline.org) Specifications Based on Statistical Analysis Attempts to determine statistically the relationship between a predictor or human trait (as height or intelligence) and an indicator or criterion of job effectiveness (as performance)

42. Job Analysis in a Worker-Empowered World A Dramatic Change : The Evolution of a job from a narrow list of duties to an ever-changing team-based self-managing job .

43. Job Analysis in a Worker-Empowered World Job Design: From Specialized to Enriched Jobs Job Enlargement Job Rotation Job Enrichment

44. From Specialized to Enlarged Jobs Job Enlargement Assigning workers additional same level activities, thus increasing the number of activities they perform. Job Enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

45. From Specialized to Enlarged Jobs Job Rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company Systematically moving workers from one job to another to enhance work team performance.

46. Competency-Based Job Analysis Competencies Demonstrable characteristics of a person that enable performance of a job. Competency-based job analysis Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well. Traditional job analysis focuses on “what” are the job duties and responsibilities whereas competency - based job analysis is more worker focused ie . focuses on “how” the worker meets the job objectives.

47. Why Use Competency Analysis? To support HPWS Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. Maintain a strategic focus Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. Measuring performance Measurable skills, knowledge, and competencies are the heart of any company’s performance management process.

48. Types of competencies General competencies R eading , writing, and mathematical reasoning. Leadership competencies Leadership , strategic thinking, and teaching others. Technical competencies S pecific technical competencies required for specific types of jobs and/or occupations.

49. End of Session Thank You Prepared by: Marwa abdel raman – hr department