job analysis with competencies
Post on 15-Jul-2015
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Job Analysis
• Why analyze jobs?
• What is a job?
• Job analysis
• The end result: the job description
Page 2
What is Job Analysis?
• “The systematic process of collecting relevant, work-related information related to the nature of a specific job”
• Job analysis includes information about: – Tasks – Job skills or KSAOs – Physical setting and job demands – Performance behaviors
Page 4
Job Analysis: Purpose
• Describe the job as it is – Focus on “standard” or “adequate” level
of job performance
• Designed to support HR functions
• Level of analysis – Focus is on describing each job, one by
one
– Some aggregation to job families, but not necessary
• Type of information gathered – Can range from very general to very
specific
– Normally quite specific
Page 5
Job Analysis: Procedures
• Information gathered – Job tasks
– Job skills (KSAO’s)
– Performance behaviors (possibly)
• How gathered (by HR staff or operating managers) – Observation
– Interview
– Questionnaire
– Other documentation (industry materials, procedure manuals, etc.)
– O*Net
Page 6
Sample Job Tasks
• Provides information to patient or patient family members regarding diagnostic or care procedures or surgery.
• Maintains and repairs warehouse equipment, such as forklifts and pallet jacks.
• Determines caller needs and refers call to the appropriate department.
• Makes work assignments to employees and follows up to ensure work is completed on a timely basis.
Page 7
KSAOs
Knowledge: “An organized body of
information, usually of a factual or
procedural nature, which, if applied,
makes job performance possible.”
Knowledge of rules of spelling, grammar and punctuation as might be acquired through graduation from high school.
Skills: “The proficient manual,
verbal, or mental manipulation of
people, ideas, or things”
Skill in operating computer peripherals such as printers.
Abilities: “The present power to
perform a job function, to carry
through with the activity while
applying or using the associated
knowledge”
Ability to lift and move patients up to 250 pounds.
Other: Physical abilities, traits,
miscellaneous requirements.
Color vision; possession of a valid driver’s license
Page 8
What is a Job?
• Position – The collection of duties and
responsibilities held by a single incumbent
• Job – A group of positions with
generally similar duties and responsibilities
• Job families – Aggregations or groups of
similar jobs or occupations
Page 9
Job Families: Example
Secretarial
and Reception
Teller
Susan Smith
Purchasing
Determine total amount
of monthly insurance premiums
Verify and pay invoices
from temporary agencies
Calculate employee
wages from timecards
Ann Green
Human Resources
Ed Jones
Maintenance
Bookkeeper Budget Clerk
Accounting and
Bookkeeping
Shipping and
Warehouse
Clerical Jobs
Page 10
Job Analysis: End Results
• Narrative job descriptions
– Typically filed away and referred to only as needed
–Rarely updated or revised
• Statistical display (less frequently)
Page 11
Writing Job Descriptions
• Organizational information
• Job summary
• Job tasks
• Required KSAOs or minimum qualifications
Page 12
Organizational Information
• Identifying information useful for the organization: – Position and / or job title
– Job family
– Job code, salary grade
– Supervisor’s title
– Unit, department, location
– Date of description, approval
• Other information for HR purposes: – Interpersonal demands
– Supervision given /received
– Scope of responsibilities
– Physical demands
Page 13
Job Summary
• A brief statement giving the purpose of the job and its major responsibilities. It should be, at most, one to two sentences long, but should include enough information to distinguish this job from other jobs. The job summary should tell the reader the job's purpose; that is, why the job exists.
Page 14
The RN is responsible for providing
nursing care to patients admitted to the
unit, utilizing the nursing processes of
assessment, planning, implementation and
evaluation, in accordance with
professional standards and hospital
standards of patient care.
Job Tasks
• A terse, direct style, using the present tense, should be used.
• The statement should start with an action verb which describes an action required of the individual.
• Task statements normally should not include multiple action verbs unless the several actions are invariably performed together.
• Each item should refer to a "whole" task which "makes sense.”
• Statement terminology and vocabulary should be at the level of the intended users.
Page 15
Looking at Task Statements
• To clarify and evaluate task statements you should ask:
– Who is doing this action?
– What is the action?
– Who or what is the object of the action?
– Why is it being done?
– How is the action done?
Page 16
What is the action?
What is the object?
Why is it being done?
How is the action done?
Sorts
correspondence, forms, and reports
to facilitate filing them
alphabetically.
Moving From Tasks to Job Skills
• What is the difference between a good and a poor employee?
• Why can some employees perform the task better than others?
• Think of examples of good and poor performance; what made the difference?
• What does a person need to know to perform the task?
• If you were to hire an employee to perform the task, what would you look for?
Page 17
Writing Job Skill Statements
• Avoid simply restating the task statement
• Each statement must describe a separate skill
• When describing the degree of possession needed, be specific
• Avoid trait references
• Skills must be measurable
• Balance specificity and generality
• Avoid trivial skills
• Include the source of the skill when possible
Page 19
Job Skills vs. Minimum Qualifications
• Job skills – All KSAOs needed to perform job
– Some knowledge or skill may be acquired after incumbent begins job
• Minimum qualifications (MQs) – Only those KSAOs necessary to
begin the job
– Typically part of selection specifications
Page 20
Competency Modeling
• What is “competency modeling”?
• Why does it matter?
• Competency modeling vs. traditional job analysis
• Examples
Page 21
Competency Modeling
• Development of sets or groups of competencies
• Applied to all HRM activities
• In order to increase organizational effectiveness
Page 22
Competencies
Resourcing
Recruitment Through Competency based
Interviewing
Internal Transfers based on competency
assessment
Career Management
Managerial /Technical
Ladder
Horizontal Movements to
manage career
aspirations Performance
Management
System
Role/Band based Technical
& Behavioral Competency
Assessment/Development
Centre
People Movement
Promotions and transitions Across Band & Grade
Onsite-Offshore Rotation
Learning & Development
Competency based training
Business aligned leadership
development
Compensation and
Benefits
Competency based
pay
Reward for cross
skilling/enhancement
Competency Based Management System
Roots and Origins
• Traditional job analysis – Viewed by most as an unwanted
stepchild – Typically “owned” by HR – Necessary for HR activities, but no
linkage to overall organizational effectiveness
• Competency modeling – Idea of “core competencies” – More pressure on organizations to
develop HR tools to increase effectiveness
– Linkage between people and performance
Page 24
Competency Models: Purpose
• Collect information on knowledge, skills, and personal characteristics associated with high levels of performance
• Use information to support management of people (not just traditional HR functions)
Page 25
Defining Competencies
• “A knowledge, skill, ability, or characteristic associated with high performance on a job” (Mirabile, 1997)
• “A cluster of related knowledge, attitudes and skills that affect a major part of one’s job” (Parry, 1998)
• “A description of measurable work habits and personal skills used to achieve a work objective” (Green, 1999)
• “Measurable, occupationally relevant, and behaviorally based characteristics or capabilities of people” (Schippmann, 1999)
Page 26
Behaviors: 3M Example
Competency: Global Perspective.
• Respects, values, and leverages other customs, cultures and values. Uses a global management team to better understand and grow the total business; bale to leverage the benefits from working in multicultural environments.
• Optimizes and integrates resources on a global basis, including manufacturing, research, and business across countries, and functions to increase 3M’s growth and profitability.
• Satisfies global customers and markets from anywhere in the world.
• Actively stays current on world economies, trade issues, international market trends and opportunities.
Page 28
Competency Models: General Approach
• Research based – Based on what is actually
done now – Closest to traditional job
analysis
• Strategy based – Where are we going and how
do we get there? – Linked to business strategy
• Values based – Based on intangibles – Danger of falling into vague
traits and styles
Page 29
Competency Models: Procedures
• Often begin with a pre-packaged or off-the-shelf package
• In some cases, it stops there……
• Better to begin with existing knowledge, then involve broad range of organization members in tailoring to the organization
Page 30
Competency Models: End Results
• Types of competencies – “Can-do” (time
management) – “Will-do” (learning to say
“No”)
• Information for: – Selection – Employee development
(individual and bench-strength)
– Performance management
Page 31
Good Competency Models….
• Are used • Rooted in company mission
and values (but are still measurable)
• Linked to core competencies • Use language and terms
understood throughout the organization
• Generalizable across occupational groups, yet specific enough to satisfy legal requirements
Page 33
Examples
Page 34
3M Inspiring Others
Positively affects the behavior of others, motivating them to achieve personal satisfaction and high performance through a sense of purpose and spirit of cooperation. Leads by example
AT & T Adaptability Keeps current in areas important to the business; is open to and invites ideas, new information, and diverse perspectives
FedEx Interaction Able to communicate with customers in a timely and helpful manner; give priority to the customers needs over all other aspects of work; thanks customer for the opportunity to serve
Dave Ulrich
Based on 10,000 individuals in 91 firms- HR Specific- used
by GE
Examples
• Knowledge of Business
• Delivery of HR Practices
• Management of Change
• Management of Culture
• Personal Credibility
Linkage to Organization Strategy and Core Competencies
Page 36
Competencies
(Required)
Work Activities Work Context
Organizational
Vision
Competitive Strategy
(Core Competencies)
Strategic Business
Initiatives
Source: Schippmann, 1999
The Future….
• Metacompetencies (Briscoe & Hall, 1999) – The competencies that allow a person to learn and
acquire more competencies – “Adaptability,“ or the ability to learn and change – “Self-Awareness”, or willingness to internalize and
use learning
• Increased methodological rigor and detail – For example, competencies by business unit
• Expert systems • Nowhere….
Page 37
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