weekend sharing job analysis with competency based
TRANSCRIPT
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Weekend Sharing : Human Resource Management Series
Competency – Based Job Analysis
www.humanikaconsulting.com
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Class Activities
• Introduction
• Group discussion (Role play)
• Evaluation (Brainstorming)
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Instructional Objectives
By the end of class today, you will be able to:
• Discuss the nature of job analysis
• Use at least three methods of collecting job analysis information
• Illustrate the sections of job descriptions
• Write a competency-base job specification
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HR Management and Jobs
• Dividing Work into Jobs • Work
• Effort directed toward producing or accomplishing results.
• Job
• A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.
• Approaches to Understanding Jobs • Workflow analysis
• Re-engineering
• Job design
• Job analysis
• Job descriptions and job specifications
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Related Terms
• Job Evaluation: Setting compensation rates for a job
• Job Description: Written summary of job duties, activities,
conditions, and requirements
• Organization Analysis: Understanding the goals, strategies,
structure, processes, and employees’ attitudes in an organization
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An Integrative Approach of Job and Organization
Analysis (Van de Ven & Ferry, 1980)
Organization
Work Unit/Team
Position/Person
Relationships
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Charting the Organization
• Organization chart
• A chart that shows the organizationwide 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.
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Process Chart for Analyzing a Job’s Workflow
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Workflow Analysis
• Workflow Analysis
• A study of the way work (inputs, activities, and outputs)
moves through an organization.
Inputs
People
Materials
Equipment
Activities
Tasks and
Jobs
Outputs
Goods and
Services
Evaluation
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Business Process Re-
engineering
• Business Process Re-engineering (BPR)
• Measures for improving such activities as product
development, customer service, and service delivery.
• Phases of Reengineering
• Rethink
• Redesign
• Retool
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Importance Of Job Design
• Job Design
• Organizing tasks, duties, and responsibilities into a productive
unit of work.
• Person/job Fit
• Matching characteristics of people with characteristics of jobs.
Job Design
Job
Satisfaction
Job
Performance
Physical and
Mental Health
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Job Characteristics Model
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Nature of Job Design • Job Enlargement
• Broadening the scope of a job by expanding the number of
different tasks to be performed.
• Job Enrichment
• Increasing the depth of a job by adding the responsibility
for planning, organizing , controlling, and evaluating the
job.
• Job Rotation
• The process of shifting a person from job to job.
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Using Teams in Jobs • Types of Teams
• Special-Purpose Team
• Organizational team formed to address specific problems, improve work processes, and enhance product and service quality.
• Self-directed Work Team
• A team composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished.
• Virtual Team
• Organizational team composed of individuals who are geographically separated but linked by communications technology.
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Team Jobs
• Advantages
• Improved productivity
• Increased employee
involvement
• More widespread
employee learning
• Greater employee
ownership of problems
• Disadvantages
• Requires employees to be
“group oriented”
• Not appropriate for most
work in organizations
• Can be overused
• Difficult to measure team
performance
• Individual compensation
interferes with team concept
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Work Schedules • Global Work Schedule Differences
• The number of work hours in a week varies from country to country.
• Work Schedule Alternatives
• Longer daily hours (e.g., 4-day, 40 hours)
• Shift Work
• Shift differentials for evening or night shift work
• Compressed Work Week
• A work schedule in which a full week’s work is accomplished in fewer than five days.
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Work Schedules • Flextime
• A work scheduling arrangement in which employees work a
set number of hours per day but vary their starting and
ending times.
• Job Sharing
• A scheduling arrangement in which two employees perform
the work of one full-time job.
• Telecommuting
• The process of going to work via electronic computing and
telecommunications equipment.
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Some Definitions
• Task: Multiple elements of work performed to achieve an objective
• Position: All duties or tasks assigned to an individual in an organization at a given time
• Job: Collection of positions of highly similar content
• Job Family: Collection of jobs that are different but related in that they require a similar set of KSAOs
• Subject Matter Experts (SMEs): Experienced practitioners who are knowledgeable about a job
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Uses of Job Analysis
Information
• Recruitment and Selection
• Compensation
• Performance Appraisal
• Training
• Discovering Unassigned Duties
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Uses of Job Analysis Information
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The Basics of Job Analysis
Job analysis
The process 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.
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The Basics of 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.
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Methods for Collecting Job Analysis
Information
2.2. Methods for collecting job analysis data
Interviews
Questionnaires
Observations
Diary/logs
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Methods of Collecting Job
Analysis Information: The
Interview
• Information sources
• Individual employees
• Groups of employees
• Supervisors with knowledge of the job
• Advantages
• Quick, direct way to find overlooked information.
• Disadvantages
• Distorted information
• Interview formats
• Structured (Checklist)
• Unstructured
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Interview Guidelines
• The job analyst and supervisor should work together to identify the workers who know the job best.
• Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in order of importance and frequency of occurrence.
• 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
• Observing and noting the physical activities of employees as they go about their jobs.
• 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 job’s working conditions are.
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Job Descriptions
Job description covers 7 sections:
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 Specifications
Job specification takes the job
description
Answer the question, “what human traits and experience are required to do this job
well”
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Job Specifications
Specifications for trained VS untrained personnel
For trained employees, is relatively
straightforward
For untrained people, specifications
are more complex
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4.Job Specifications Specifications for untrained personnel
The employer must specify qualities for
performing the job, such as
• Physical traits
• Personality
• Interests
• Sensory skills
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Competency-Based Job Analysis
Definitions
Means writing job descriptions based on
competencies rather than job duties
It emphasizes what the employee must be
capable of doing, rather than on a list of
duties he or she must perform
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What is Common in the definitions?
Competencies
• underlying characteristic of a person’s inputs.
• clusters of knowledge, attitudes and skills
• generic knowledge motive, trait, social role or a skill
• personal characteristics
• set of skills, related knowledge and attributes
Job
• superior performance in a given job, role or a situation
• individual’s ability to perform.
• linked to superior performance on the job.
• contribute to effective managerial performance
• successfully perform a task or an activity within a specific function or job
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Set of
SKILLS
Relates to the
ability to do,
Physical
domain
Attribute
Relates to qualitative
aspects
personal Characteristics
or traits
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
Outstanding Performance of
tasks or activities
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Traditional Job Analysis Vs Competency Approach
Job Analysis leads to
• long lists of tasks and the
skills / knowledge required
to perform each of those
tasks
• Data generation from
subject matter experts; job
incumbents
• Effective Performance
Competency model leads to
• A Distilled set of underlying personal characteristics
• Data generation from outstanding performers in addition to subject matter experts and other job incumbents
• Outstanding Performance
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Competency Modeling: An Alternative?
• General problems of any job analysis:
• past-oriented (the job must be in place)
• assumes continuity of the job
• For today’s rapidly changing work
environments, analyzing competencies needed
across jobs instead of single jobs has been
proposed as an alternative
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Competency Modeling
What is a “competency”?
• Common elements :
• Relevant KSAOs or sets of behaviours
• Observable or measurable
• Distinguish superior from other performers
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Competency Architecture
• Competency hierarchy broken down into:
• Core competencies: needed by every member of the
organization, regardless of job
• Functional competencies: shared by positions with
similar job content
• Job-specific competencies: apply only to specific
position
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Alignment of HR systems
Competency Model
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Competency Dictionary
• List of all competencies required in an
organization…
• …accompanied by (job-specific) information on
the proficiency level needed (
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Competency Profile
• Set of proficiency ratings related to a job or a
person
• Person and job profiles can be matched to assess
the suitability of an employee for a certain position
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Developing a Competency-Based HR Management System
1. Identifying competencies and proficiency levels
• Data collection as in job analysis (observation, interviews)
• Identify behavioural patterns that distinguish superior performance
• Derive competencies from data and link them to performance
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Developing a Competency-Based HR Management System
2. Assessment of level of competencies in internal or
external applicants (by means of selection procedures)
3. Validating the system
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Evaluation of Competency Modeling
• Currently little empirical evaluation at all
• Expert task force rated traditional job analysis as more rigorous than competency modeling on 9 out of 10 dimensions
• Competency modeling most seriously suffers from vague and ambiguous definitions and methods
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Berkarya untuk
1ndONEsia