Job Analysis

Staffing the Organization

27th June 2006

Job Analysis – A definition

A process for determining the duties/tasks/responsibilities of a a given role in an organization & determining characteristics/attributes of the people who can perform the role.

Outputs of the Job Analysis process– Job Description– Job Specification

Steps in Job Analysis

Define end purpose of Job Analysis– Determine Data required– Determine How it will be collected?

E.g. Interviewing employee is good for writing job descriptions and employee selection

E.g. Position Analysis for Job Comparisons

Steps in Job Analysis

Collect Background Information– Org Charts

Shows role relevance

– Work Flow Charts Captures contribution of role in organizational processes E.g. Account Manager role in Payment process

– Existing JD’s if any

Steps in Job Analysis

Analyze the job– Job Activities– Job Responsibilities & Accountabilities (KRA’s)– Job Performance (KPI’s)– KSAP ( Knowledge, Skills, Abilities & Personal

Profile)– Working conditions ( Shift working )

Steps in Job Analysis

Verify the information with the incumbent and/or immediate supervisor/manager– Customers/Clients can also be roped in the job

Analysis process

Develop the Job Description and Job Specification

Methods of Collecting Information

Interviews General Questionnaires Structured Quantitative Questionnaires Observations

Interviews – Benefits & Drawbacks

Benefits– Simple, direct and quick– Brings out qualitative aspects– New insights

Drawbacks– Distortion due to misunderstanding, personal

motives– Exaggeration

Position Analysis Questionnaire

The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and Mecham (1972) is a structured job analysis instrument to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that represent in a comprehensive manner the domain of human behavior involved in work activities. The items that fall into five categories:

– Information input (where and how the worker gets information), – Mental processes (reasoning and other processes that workers use), – Work output (physical activities and tools used on the job), – Relationships with other persons, and – Job context (the physical and social contexts of work).

Good for Comparing jobs quantitatively Good Use In Mergers & Acquistions – combining the jobs of two

organizations and also in any Organization Redesign

Capgemini – E&Y Merger

E&Y – A US Based limited liability firm (partnership) with 1000+ partners

Capgemini – A public limited European Company with a Management board and several executives

E&Y – A Big Five Consulting Firm while Capgemini was an IT outsourcing major

Acquisition of E&Y by Capgemini resulted in a severe conflict of roles and job definitions

Resulted in erosion of market share, dilution of brand image for E&Y and combined entity, exodus of talent

Job Analysis – Who should do it?

Are external consultants required for Job Analysis? When is a consultant needed for Job Analysis?

External consultants– provide more independent (unbiased) analysis– Required for analyzing large number of jobs – Provide Dedicated Focus

Challenges in Traditional Job Analysis

Work is no longer specialized– Often Jobs are getting merged

Process re-design Optimization, Improved productivity Reduce linkages

Work is dynamic– Flexibility and adaptability become key attributes

Fit to Organization– Work/Culture fit must be part of the job analysis

Building for Quality & Success

Define Core attributes across jobs in an organization

Use personality tests to ensure culture fit Analyze jobs inline with its vision and

strategic goals and the required organizational attributes

Strive for flexible & lean organization

A process model for Job Analysis

Worker

Supervisor

Team Member

Customer

Benchmark data from other org

Job Description

Profile of Imp Attributes

Selection tools and method

KSAP’s

Prioritized

Attributes

Work details

Team Members

Supervisors

Applicants

Future Changes

Attributes needed for sucess

Suppliers AnalysisInput CustomersOutput

Understanding KSAP’s

Knowledge – Concepts e.g. Micro-Economics, Semi-conductor Design

Skills - Proficiency in application of knowledge e.g. Test lab creation, use of spectrum

analyzer Abilities – Cognitive/ physical aspects e.g.

problem solving, reasoning Personal Profile - Values, Interests, Motivation

etc

Identifying KSAP’s

Work and Organization Analysis The Critical Incident Method

Work and Organization Analysis

Focus on the work to be done

Two Key Questions What does the person need to do in the work

process? What attributes (KSAP’s) must the worker

possess to perform the responsibilities?

Challenges in Work/Org Analysis

Availability of Subject Matter Experts who can provide the information

Understanding of improvement/quality initiatives

Anticipating changed needs

Critical Incident Method

What Critical Behavior distinguish effective from ineffective employees?

Steps– Identify incidents of good/bad performance– Setting or circumstances that led up to the incident– Identify the actions (underlying behavior) that was effective or

ineffective– Results of the behavior– Group CI’s in Performance Dimensions or Attributes– Reveal important KSAP’s

Robert Mager Methodology

Segregate the best and worst employees Identify the characteristics distinguishing

between the two groups Translate into KSAP’s

Writing Job Specifications

Define Specific KSAP’s Ensure that KSAP’s are important to Job

performance Ensure all aspects of job are covered Ensure that KSAP’s are needed for hire

Specific Attributes

Most Specifications are General E.g. Good Communication Skill, Dedicated,

Sincere, Motivated OR Mech. Engineer with 3-5 years of exp

Detailing Specifications

Good Communication

Oral Written

Reports PresentationsGroup Listening Presentation

Customers

Employees

Relevance of KSAP to Job/Org

Performance Culture Fit Strategic Goals Other initiatives e.g. Quality

Discussion

Why is Job Analysis rarely performed in IT organization?

What are the future trends in Job Analysis?

Group Assignments

You are setting up a new campus of SCMHRD. Define all the roles required to run the campus and create a detailed job profile for these 3 roles

– Director– Faculty co-ordinator– Facilities Manager– Accounts Manager– IT Manager

Use the interview method and create a Job Analysis Form

Individual Assignment

Identify and elaborate on the key attributes (as part of their jobs), Indian managers need to have to succeed in the Global Market place.