Transcript of Develop Personnel plans and Job Description Learning outcomes: Discuss the nature of job analysis,...
- Slide 1
- Develop Personnel plans and Job Description Learning outcomes:
Discuss the nature of job analysis, what it is and how its used Use
at least three methods of collecting job analysis information,
including interviews, questionnaires, and observation Write job
description, including summaries and job functions, using the
internet and traditional methods Write a job specification Explain
job analysis in a work-empowered world, including what it means and
how its done in practice.
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- The basics 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 job duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities. Job Specification: A
list of jobs human requirements, that is, the requisite education,
skills, personality, and so on.
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- HR Specialist Collects following Types of Information via Job
Analysis 1. Work activities First, he or she collects information
about the jobs actual work activities, such as cleaning, selling,
teaching or painting. How, why, when the worker performs each
activity. 2. Human behaviors the specialist may also collect
Information about human behaviors like sensing, communicating,
writing & deciding. 3. Machines, tools, equipments and work
aids This category includes information regarding tools used,
material processed, knowledge dealt with or applied (such as
finance or law), & services rendered (counseling or
repairing).
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- HR Specialist Collects following Types of Information via Job
Analysis 4. Performance Standards The employer may also wants
information about the jobs performance standards. Management will
use these standards to appraise employees. 5. Job Context Included
here is information about such matters as physical working
conditions, work schedule, & the organizational and social
context. Information regarding incentive might also be included
here. 6. Human Requirements Information regarding the jobs human
requirements, such as job-related knowledge or skills &
required personal attributes.
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- Uses of Job Analysis Information Recruitment and Selection Job
Analysis provides information about what the job entails and what
human characteristics are required to perform these activities.
Compensation Job Analysis information is crucial for estimating the
value of each job & its appropriate compensation.
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- Uses of Job Analysis Information: Performance Appraisal A
Performance Appraisal compares each employees actual performance
with his or her performance standards. Mangers use job analysis to
determine the jobs specific activities & performance standards.
Training The JD shows the activities & skills-and therefore the
training- that the job requires. Discovering Unassigned Duties: Job
Analysis can also help reveal unassigned duties.
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- Uses of Job Analysis Job Analysis JD & JS Recruitment &
Selection Performance appraisal Job evaluation- wage & salary
decision (COMP) Training Req
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- Steps in Job Analysis Six Steps: Step-1 Interviewing the
employees: Formal interview process or formal/informal observations
Step-2 Review relevant backgrounds Step-3 Select representative
positions for study Step-4 Actually analyze the job selected Step-5
Verify the job analysis information obtained Step-6 Develop a job
description and job specification
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- Steps in Job Analysis Step-1 : Interviewing the employees:
Formal interview process or formal/informal observations Decide how
you will use information; determine the data you collect and how
you collect them. Some data collection techniques: Interviewing the
employee Position analysis questionnaire:
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- Steps in Job Analysis Step-2: Review relevant background info
such as organization charts, process charts, and job descriptions
Organization charts: organization wide division of work, how the
job in question relates to other jobs, and where the job fits in
the overall organization. Shows the title of each position and by
means of interconnecting lines, who reports to whom and with whom
the job incumbent communication. Process Chart: provides a more
detailed picture of the work flow. It shows the flow inputs to and
outputs from the job you are analyzing. The diagram shows process
chart
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- Steps in Job Analysis Process Chart: Info input from plant
manager Job under study --Quality control clerk Components input
from suppliers Product quality output to plant manager Info output
to plant manager regarding component quality
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- Steps in job analysis Step 3: Select representative position.
There may be too many similar jobs to analyze them all. Step 4:
Actually analyze the job, by collecting data on job activities, req
employee behaviors, working condition, and human traits and
abilities needed to perform the job.
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- Steps in job analysis Step 5: Verify the job analysis
information with the worker performing the job and with his or her
immediate supervisor. This will help confirm the info is correct
& complete. This also helps gain employees acceptance of the
job analysis data and conclusions. Step 6: Develop JD and JS. JD is
written statement that describes the activities and
responsibilities of the job, as well as its important features,
such as working conditions and safety hazards. JS summarizes the
personal qualities, traits, skills, and Background required for
getting the job done.
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- Job Analysis Guidelines Joint effort by a HR specialist, the
worker, and the workers supervisor Collect job analysis info from
employees in different departments Make sure the questions and
process are clear to the employees Use several different tools for
the job analysis
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- Methods of collecting Job Analysis Information The Interviews
Questionnaires Observation
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- Methods of Collecting Job Analysis Information: The Interview
Types of Interview Managers use three types of interviews to
collect job analysis data. Individual interviews with each
employees Group interviews with group of employees who have the
same job Supervisors interviews with one more supervisors who know
the job Advantages Quick, direct way to find overlooked
information. Disadvantages Distorted information
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- Interview Guidelines 1.The job analyst and supervisor should
work together to identify the workers who know the job best.
2.Quickly establish rapport with the interviewee. 3.Follow a
structured guide or checklist, one that lists open- ended questions
and provides space for answers. 4.Ask the worker to list his or her
duties in order of importance and frequency of occurrence. 5.After
completing the interview, review and verify the data.
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- Methods of Collecting Job Analysis Information: Questionnaires
Information source Have employees fill out questionnaires to
describe their job- related duties and responsibilities.
Questionnaire formats Structured checklists Opened-ended questions
Advantages Quick and efficient way to gather information from large
numbers of employees Disadvantages Expense and time consumed in
preparing and testing the questionnaire
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- Methods of Collecting Job Analysis Information: Observation
Information source Direct observation is especially useful when job
consists mainly of observable physical activities-Assembly-line
worker, & accounting clerk are examples. Advantages Provides
first-hand information Reduces distortion of information
Disadvantages Time consuming Difficulty in capturing entire job
cycle Of little use if job involves a high level of mental
activity.
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- Methods of Collecting Job Analysis Information: Participant
Diary/Logs Information source Workers keep a chronological diary/
log of what they do and the time spent in each activity. Advantages
Produces a more complete picture of the job Employee participation
Disadvantages Distortion of information Depends upon employees to
accurately recall their activities
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- WRITING JOB DESCRIPTIONS A job description A written statement
of what the worker actually does, how he or she does it, and what
the jobs working conditions are. 1.Sections of a typical job
description 1. Job identification 2. Job summary 3.
Responsibilities and duties 4. Authority of incumbent 5. Standards
of performance 6. Working conditions 7. Job specifications
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- Job Title _________ Department ______________ Job Number
_________ Written by _____________ Todays Date _________ Applicable
Codes _________ I. Applicable Job Definition(s): II. Job Summary:
(List the more important or regularly performed tasks) III. Reports
To: IV. Supervises: ____________________________________ V. Job
Duties: ____________________________________ (Briefly describe, for
each duty, what employee does and, if possible, how employee does
it. Show in parenthesis at end of duty the approximate percentage
of time devoted to duty). A. Daily Duties: B. Periodic Duties:
(Indicate whether weekly, monthly, quarterly, etc.) C. Duties
Performed at Irregular Intervals: Background Data for Job
Description
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- Writing of Job Description 1)Job Identification 2)Job Summary
3)Responsibilities & Duties 4)Authority of Incumbent
5)Standards of Performances 6)Working Conditions 7)Job
Specifications
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- The Job Description Job identification Job title: name of job
FLSA status section: Exempt or nonexempt Preparation date: when the
description was written Prepared by: who wrote the description
Location of the job Information regarding salary/ pay scale Job
summary Describes the general nature of the job Lists the major
functions or activities (be specific; not other duties)
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- The Job Description (contd) Relationships (chain of command)
Reports to: employees immediate supervisor Supervises: employees
that the job incumbent directly supervises Works with: others with
whom the job holder will be expected to work and come into contact
with internally. Outside the company: others with whom the job
holder is expected to work and come into contact with
externally.
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- The Job Description (contd) Responsibilities and duties A
listing of the jobs major responsibilities and duties (essential
functions) Defines limits of jobholders decision-making authority,
direct supervision, and budgetary limitations. Standard
Occupational Classification Classifies all workers into one of 23
major groups of jobs which are subdivided into 96 minor groups of
jobs and detailed occupations.
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- The Job Description (contd) Standards of performance and
working conditions Lists the standards the employee is expected to
achieve under each of the job descriptions main duties and
responsibilities. EXAMPLE Duty: Obtain BS degree in business
administration 1. attend ALL classes 2. participate in ALL classes
3. Study ALL class assignments
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- Writing Job Specifications Specifications for trained personnel
Focus on traits like length of previous service, quality of
relevant training, and previous job performance. Specifications for
untrained personnel Focus on physical traits, personality,
interests, or sensory skills that imply some potential for
performing or for being trained to do the job.
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- Writing Job Specifications (contd) Specifications Based on
Judgment Self-created judgments (common sense) List of competencies
in Web-based job descriptions Standard Occupational
Classification
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- Writing Job Descriptions Step 1.Decide on a Plan Step 2.Develop
an Organization Chart Step 3.Use a Job Analysis/Description
Questionnaire Step 4.Obtain Lists of Job Duties from O*NET Step
5.Compile the Jobs Human Requirements (or prior actual exp or
current) Step 6.Complete Your Job Description
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- From specialized to Enlarged Jobs: By the mid-1990s there were
reactions to what was viewed as the Dehumanizing aspects of job
categorization workers into highly repetitive and specialized jobs.
Solutions like job enlargement, job rotation, and job enrichment
were proposed by scholars and researchers.
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- Job Enlargement: Assigning workers additional same-level
activities, thus increasing the number of activities they perform.
Thus, the workers who previously only bolted the seat to the legs
might attach the back as well. Job Rotation: Means systematically
moving workers from one job to another. Moving a trainee (or
identified future manager) 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
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- Job Enrichment: Means redesigning jobs in a way that increases
the opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognitionfor instance,
by letting the worker plan and control his or her own work instead
of having it controlled by outsiders. Dejobbing: Broadening the
responsibilities of the companys jobs, and encouraging employees
not to limit themselves to whats on their job descriptions.
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- Why Managers Are Dejobbing Their Companies Internal factors
leading to dejobbing Flatter organizations less reporting
structure) Work teams overlapping responsibilities towards the same
goal) Boundaryless (overlapping depts) Reengineering totally
redesigning a job process) External factors leading to dejobbing.
Rapid product and technological change Global competition
Deregulation, Political instability, Demographic changes Rise of a
service economy.
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- Flatter Organization: Because the remaining managers have more
people reporting to them, they can supervise them less, so the jobs
of subordinates end up bigger in terms of both breadth and depth of
responsibilities. Boundary-less Organization Organization marked by
the widespread use of teams and similar structural mechanisms that
reduce and make more permeable the boundaries that typically
separate departments.
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- Reengineering: The fundamental rethinking and radical redesign
of business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service, and speed.
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- 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 (how a
job is performed)
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- Why Use Competency Analysis? Maintain a strategic focus
Describing the job in terms of the skills, knowledge, and
competencies the worker needs is more strategic( goal oriented)
Measuring performance Measurable skills, knowledge, and
competencies are the heart of any companys performance management
process.
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- Performance Management Performance management Managing all
elements of the organizational process that affect how well
employees perform. Types of competencies General competencies
reading, writing, and mathematical reasoning. Leadership
competencies Leadership: visionary, strategic, alignment,
communicates, motivates/ inspires, develops people. Technical
competencies specific technical competencies required for specific
types of jobs and/or occupations.