doing a job analysis
TRANSCRIPT
Job Analysis Roadmap
Job Analysis components depends/varies from organization to organizationWe will include some of the essential components are mentioned below :
Job title Competencies Ornagram
Compensation
A B C
D
Job Analysis Part (A)
Job Title
GUIDELINES IN ASSIGNING JOB TITLE:-
•Job Title should be comparable with the responsibilities that your employee is performing .• Day to Day task being performed by an employee should define the job title.• E.g. Assistant Manager prime responsibilities is to coordinate, facilitate , medium , assist between Upper Management and Lower Management., Responsibilities should represent job title. • Your Responsibilities should be in accordance with your prime responsibilities • Of Course there will be a variation between different organization. • Some organization do not follow this mentioned above guidelines because there are some task, duties ,or responsibilities which are temporary and ends with a timeline .
High School Teacher
Rough Work of Job AnalysisPart (B)
Competencies of a teacher
Performance Indicators of a teacher
Leads to Responsibilitie
sWhich help us
making JD
Leads to
Competencies/Skills
We have Calculated the competencies of a teacher which is mentioned in the previous slides , Competencies are the major aspect an employer seek in an employee. We will
Chalk down each competencies in detail and convert those details which chalked down into Key performance Indicators which will be in accordance with the job responsibilities• We will explain competencies in detail, The Critical Competencies for a Teacher is
calculated before. We will Explain In depth.• Leadership
• Coaching / Mentoring • Career Counseling • Communication
Leadership(Brainstorming Session)
Goal
Leadership
Leads From Front
Participate in Activities
Promote School Brand Name
Support Students in Achieving There
GoalsCatalyst of Good Change That Will Benefit ‘s School
Values
Being a Role Model
Induces Energy into The Classroom and Also in Workplace
Developing Students Committees in the
betterment of School
Effective and Efficient Knowledge Sharing
Practices
Coaching / Mentoring(Brainstorming Session)
Coaching/Mentoring Supervision Of Students
Solving Problems and issues of
Students
Progress Reports of Students
Identifying Potential and Developing it
Identifying SWOT Analysis of Students
Be a Catalyst of Continuous Development
Career Counseling (Brainstorming)
Career Counseling Supporting
Students Towards There Careers.
Advisor to the Management
Regarding Careers Issues Facing
Students
Conducting Job Fairs in order to
Share Knowledge With the Students
Conducting Meetings with Counseling Professional and
Students
Inviting Ex-students for giving lectures (Alumni Management)
Communication(Brainstorming)
Communication Deliverance of Lectures
Precise and Concise Communication
Frequent Communication
ReportStrengthens Relationships
Showing initiatives in conducting Meeting
Conducting One to One
Communication with Students
Competencies/Skills
We have now described the
competencies of the teacher required now
we will make job Responsibilities also we will now make Key Performance
Indicators
We will now make two important aspects of Job
Analysis which will be also helpful in other
HR Function
Two Important Aspects Are• KPI’s• Job
Responsibilities
Key Performance Indicators
LeadershipKPI’s
• To Lead From The Front In the betterment of the School(A)• To Promote Activities Internally and Externally For the Betterment of Students and
Management (B) • Supporting Students in achieving there goals regarding Course(C)• To act as a change agent for the good of the school management (D)• To be Energetic , and Passionate about the work on hand(E) • To be a role model in the classroom and at workplace(F)
We have Chalked Down Six Task/Responsibilities The Critical Responsibilities can be measured by calculating the
frequency of the task performed. • We will Select (C) and (F) and (E)
• Selection will depend upon the organization view of frequency of tasks
Key Performance Indicators
Coaching/Mentoring
KPI’s
• Development and Enhancement of Students Potential(A)• Making Performance Reports of Students on as per Requirement (B)
• Knowing Students Strengths, Weakness , Opportunities (C) • Solution of Employee and Students Issues (D)
• Supervision of Students regarding there day to day progress (E)
We have Chalked Down Five Task/Responsibilities The Critical Responsibilities can be measured by calculating the
frequency of the task performed. • We will Select (D) and (E)
Selection will depend upon the organization view of frequency of tasks
Key Performance Indicators
Career Counseling
KPI’s
• To Conduct one-to-one meetings with counseling professionals regarding Students Management Career. (A)• To conduct job fairs in order to share knowledge of what’s happening in the practical world with the school management and students. (B)• To conduct meetings with staff , School Management and also with students regarding there career management. (C) • To invite Alumni Students to motivate students. (D) • To Advice/ Recommend Solutions to the School Management regarding Students who are facing career challenges. (E)
We have Chalked Down Six Task/Responsibilities The Critical Responsibilities can be measured by calculating the
frequency of the task performed. • We will Select (A) , (C) , (B)
Selection will depend upon the organization view of frequency of tasks
Key Performance Indicators
CommunicationKPI’s
• To deliver lectures with effectiveness and efficiency (A)• To Design and communicate course material with empathy and creativity. (B) • To Conduct Group Discussion with Students in order to improve and develop there Communication skills. (C)• To Know and Remove Communication Gap Between Students. (D)• Be able to interact with Student while containing a sense of humor. (E)
We have Chalked Down Five Task/Responsibilities The Critical Responsibilities can be measured by calculating the
frequency of the task performed. • We will Select (A) , (E) , (B)
Selection will depend upon the organization view of frequency of tasks
Summarization of Competencies
We now have the critical competencies of the teacher now we will try to measure these competencies and get the Min and Max Performance Required from Teachers
First we will Summarize what are the main critical competencies
• Leadership
• Coaching/Mentoring
• Career Counseling •Communication
C , F , E
D , E
A , B ,C
A , B, E
These are the Critical
Competencies we just
chalked down earlier
Competency Table
Competency Code
100% 90% 80% 70% 60% 50% 40% 30%
Leadership (C1) C,F,E B A D
Coaching/Mentoring (C2)
D,E A B C
Career Counseling (C3)
A,B,C D E
Communication (C4)
A,B,E C D
We can Add More Competencies as per requirement.
Competency Table
Competency Code % Range Min. Range Max.Range
C1 60% to 100% 60% 100%
C2 70% to 100% 70% 100%
C3 70% to 100% 70% 100%
C4 70% to 100% 70% 100%
Competency Table In competency table we had competencies measured now the second step is measuring
the KPI’s or Job Responsibilities. We will try to develop a mechanism that we will measure the measure KPI’s which will directly measure the competencies, which will be useful in
other HR Functions. We Will Make Outline / Pictorial Description of developing KPI’s measurement.
We Chalked Down the Competencies
and there we explained the
critical competencies and
less critical.
Now the Development of
mechanism takes place , which
includes allotment of ranges of both
competencies
Two Ranges Shall be Formed one defining both competencies
which will lead them to measurement of KPI’s/
Job Responsibilities
KPI’s / Job Responsibilities Measurement(1)
Critical KPI’s / Job Responsibilities Ranges/Classes /Category one
Less Critical KPI’s / Job Responsibilities Ranges/Classes/Category two
Classes
60% 70% 1
70% 80%
71% 80% 2
81% 90%
81% 90% 3
91% 100%
91% 100% 4
Minimum Maximum Minimum Maximum
KPI’s / Job Responsibilities Measurement(1)
In previous table we have defined ranges /classes in
which min expectations and
maximum expectations from the employee shall
be expected
Now we will define rating
scales to measure our KPI’s/ Job
ResponsibilitiesWhich will lead to actual competency
measurement
Rating scales may or may not be
different Category one will be
calculated first then category
second
Category One Measurement Example
Competency Code
Competency Alphabets
Rate Total/Same on Rating Scales
On Rating Scale Of Actual Competency
Lying on Which Class
C1 2
C2 3
C3 3
C4 3
C F E 7 8 8 23/30*100
= 77%77% out of
100%
D E 8 9 17/20*100 = 85%
85% out of 100%
A B C 8 9 8 25/30*100
= 84%84% out of
100%
A B E 8 9 9 26/30*100
= 87%87% out of
100%
Category One Measurement Explanation
Critical KPI’s / Job Responsibilities Ranges/Classes /Category one
Classes Performance Measurement
Category One
60% 70% 1 Satisfactory
71% 80% 2 Good C1
81% 90% 3 Excellent C2,C3,C4
91% 100% 4 Out Standing
Minimum Maximum
Category One Measurement Explanation
• In the table we see that the example rating that we took the employee is lying in the category one of class 2 and 3 meaning the employee has the competency
of coaching and mentoring also good at career counseling and also good at communication
• We need a little effort on the employee’s Category One (C1) , We will Focus on Training and development recommendations for the employee.
• Also while measuring the Category One competencies we took the rating scale from 0 to 10.
• Now we will calculate the category two KPI’s / Job Responsibilities
Competency Code
Competency Alphabets Rating Scale On Competency ScaleTable
Class
C1
C2
C3
C4
On the competency table means that the % ‘s that we defined earlier are taken in account also means that out of 70% the employee secured 56% which means 56/70=80%
Thus the employee is lying in class 1
A
B
D
8/10*70=56%
7/10*90=63%
9/10*60=54%
56% out of 70% 1
63% out of 90% 1
54% out of 60% 2
A
B
C
8/10*90 = 72%
8/10*80 = 64%
9/10*70= 63%
72% out of 90%
64% out of 80%
63% out of 70%
1
1
2
D
E
7/10*80 = 56%
6/10*70 = 42%
56% out of 80%
42% out of 70%1
60%
C
D
8/10*90 = 72%
9/10*70=63%
72% out of 90%
63% out of 70%
1
2
56% out of 70%
Category Two Measurement Explanation
• We calculated the KPI’s / Job Responsibilities/ Category two in which the employee is basically lying in the Classes 1 and 2 mostly.
• The Scale is varying as we could see, also we there is a case in which the employee has scored below the minimum expectation required.
• Training recommendations will be made, The Performance of the employee in category is just meeting expectations , we have to develop these Category 2
further. • The Numbers are taken as examples no disclosure of source
Category One Measurement Explanation
Less Critical KPI’s / Job Responsibilities Ranges/Classes /Category two
Classes Performance Measurement
Category Two
71% 80% 1 Good C1,C2<C
3,C4
81% 90% 2 Excellent C1,C2,C
3,C4
91% 100% 3 Out Standing
Minimum Maximum
Ornagram/Hierarchy
We will now move to designing the Ornagram. Ornagram means in simple words that says “who reports to whom”, there are also other objectives of designing the
Ornagram we can use it in man power planning , we can also do succession planning on every step of the hierarchy. Point to be notice is that hierarchy depends upon the
organizations complexity and its values.
Ornagram means in simple words “ Who reports to whom” Ornagram or in most common word hierarchy , defines structure of your organization the most important
factor in defining the hierarchy of the organization is Span of Control and its formulation so in the coming slides we will discuss the span of control and its
formulation.
We Will in the next Slide will Give You Examples of Narrow And Wide Span of Control
Ornagram/HierarchySpan of Control
Span Of Control
Narrow Span of Control
Wide Span of Control
• Many Hierarchical Levels.• More Managers and Supervisors • Tall Structure • Layers are more • More Bosses Along The Way to the Top.
• Less Hierarchical Levels • Less Managers • Flatter Structure • Less Layers • Low Reporting From Bottom To Top
In Simplest of Words it means
“No. of staff that report to a manager of supervisor”
Span of Control
Senior Manager
Manager
Narrow Span of Control
Manager
Supervisor Supervisor Supervisor Supervisor
Officer Officer Officer Officer Officer Officer Officer Officer
Span of Control
Manager
Wide Span of Control
Officer Officer Officer Officer Officer Officer Officer Officer
Span of Control
Senior Manager
Manager
Narrow Span of Control
Manager
Supervisor Supervisor Supervisor Supervisor
Officer Officer Officer Officer Officer Officer Officer Officer
Headcount starts from 1
Count = 2
Count = 4
Count = 8
Span of Control Formulation
• In the above two span of control it depends upon the organizations management how to select between the two it may be they opt for Flatter (Wide) or Tall(Narrow)
• Formulation of Two are defined separately.
VS
In narrow span of control simple formula is used you start with
one than the headcount doubles as you move down the order. Now
changing the headcount depends upon the
organization
In Wide Span of Control there is less headcount there is no definite rule
Of defining the headcount
Span of Control
• It Should be noted that while making span of control you should bear in mind that there is practices which says that number of employee under one reporting manager
must range from min 6 to max 12. • Also there is a common practice that Small Businesses or initial Start ups opt to go
for Wide Span Of Control because of the less complexity and financial restraints. • An organization should adapt Wide or Narrow Span of control taking in view of the
tasks performed by individuals. • Following topics will be covered in preceding slides
1. Hierarchy 2. Span of control(Symbol)
3. Subject Set4. Assignment of Subject Set
5. Implementation
Span of Control(Hierarchy) in Our Example In our example we are taking the hierarchy of a school
We Take both the narrow and wide scenarios in our caseFormulation will take place according to span of control
Head
Assistant one Assistant two
Supervisor
Supervisor
Supervisor
Supervisor
A1
B1
C1
D1
A2
B2
C2
D2
A3
B3
C3
D3
A4
B4
C4
D4
Narrow Span of Control Wide Span of Control
Head
Assistant one Assistant one
A1 D1 C2B1 C1 B2 D2A2
Span of Control (Symbol) in Our Example Symbols
Level Description Subject Set Grades
A Administration Supportive stuff which assists other staff e.g. office boys , sweepers , office assistants , and Security Guards
N/A
B Beginner / Basic Theoretical Courses+ Language Courses S1 and S2
C Intermediate / Advance / Middle
Theoretical Courses + Technical Courses
S2 and S3
D Leadership / High Technical Courses + Advance Theoretical Courses
S4 and S5
Subject Set Will Further Be defined , We will also define Description column and what has been written in it in our further slides .
Span of Control (Subject Set)
S1 = C1,1 C1,2 C1,3 C1,4 C1,5 S2 = C2,1 C2,2 C2,3 C2,4 C2,5S3 = C3,1 C3,2 C3,3 C3,4 C3,5 S4 = C4,1 C4,2 C4,3 C4,4 C4,5S5 = C5,1 C5,2 C5,3 C5,4 C5,5
1 means Classroom Number
C1 represent Course
Span of Control (Assignment)
Symbols Level Combination Description Example
B Beginner / Basic
S1+S2 = C1,1 C1,4,+ C1,1 and C2,3 C2,5
Theoretical courses + language courses which are at initial level will lie in this set
C1 = History IOr Persian
C Intermediate / Advance / Middle
S2+S3 = C2,1 C2,3 + C3,2 C3,3 & C3,4
Theoretical courses + Technical courses which are at initial level will lie in this set
Economics& C+
D Leadership / High
S4+S5 = C4,1 C4,3 C4,5 + C5,1 & C5,4
Technical Courses + Advance Theoretical Courses
Accounting 1 & Report Writing
Each Teacher will teach 5 subjects other than these subjects , there will be other responsibilities that will be performed. Courses and subject assignment depends upon the school management. It May be altered in any way depending upon the situation.
Span of Control Hierarchy Implementation
D1 D2 D3 D4
Supervisor
Supervisor
Assistant TwoAssistant one
Head
We have taken D category there are 4 D category teachers there direct
reporting is towards there supervisor and indirect to Assistant
& Head
Head
Assistant one
Assistant one
D1 D2
We have taken D category there are 2 D category teachers there direct
reporting is towards there Assistant & indirectly to Head
Span of Control (Symbol) in Our Example Symbols
Level Description Subject Set Grades
A Administration Supportive stuff which assists other staff e.g. office boys , sweepers , office assistants , and Security Guards
N/A
B Beginner / Basic Theoretical Courses+ Language Courses S1 and S2
C Intermediate / Advance / Middle
Theoretical Courses + Technical Courses
S2 and S3
D Leadership / High Technical Courses + Advance Theoretical Courses
S4 and S5
According to our example highlighted in red Teacher lies in the category D , Which means that the teacher falls in Subject Set (S4 & S5)
Span of Control (Subject Set)
S1 = C1,1 C1,2 C1,3 C1,4 C1,5 S2 = C2,1 C2,2 C2,3 C2,4 C2,5S3 = C3,1 C3,2 C3,3 C3,4 C3,5 S4 = C4,1 C4,2 C4,3 C4,4 C4,5S5 = C5,1 C5,2 C5,3 C5,4 C5,5
Teacher will teach and take classes according to subject set highlighted in red.
Span of Control (Assignment)
Symbols Level Combination Description Example
B Beginner / Basic
S1+S2 = C1,1 C1,4,+ C1,1 and C2,3 C2,5
Theoretical courses + language courses which are at initial level will lie in this set
C1 = History IOr Persian
C Intermediate / Advance / Middle
S2+S3 = C2,1 C2,3 + C3,2 C3,3 & C3,4
Theoretical courses + Technical courses which are at initial level will lie in this set
Economics& C+
D Leadership / High
S4+S5 = C4,1 C4,3 C4,5 + C5,1 & C5,4
Technical Courses + Advance Theoretical Courses
Accounting 1 & Report Writing
Teacher according to our Subject Set lies in D category and will teach technical and theoretical courses. Subjects may vary or depend upon the school management e.g. Calculus II and Principles of Management etc.
Compensation Introduction
• Monetary and Non-Monetary Payment Done to the employee.
• It Includes direct and indirect/ cash and non cash payment made to an employee. • Also Governed by Tax laws
Direct Compensation/ Monetary• Base Pay • Bonuses • Perks• Etc
Indirect Compensation/ Non-Monetary
• Insurance • Nice Office • Parking Space
• Etc
Compensation
• A compensation package must meet with the needs of the employees and also should be market competitive.
• A compensation package depends upon the nature of the organization , which direct and indirect monetary payment is important in front of the management and
employees. • Organizations should monitor there Compensation packages with the passage of
time. • There should be communication between management and employees regarding
which indirect monetary payments they want. • In General Public Ltd Organization focus on Equity Base Benefits , Private ltd
companies focus more on non-cash payments and Government based organization gives more non-cash payment and less focus on cash payments.
• One of the goals of compensation packages should be that employees should feel that they are rewarded for what they deserve.
Pay Structure / Pay Scale / Pay Grades
• Introduction:-What is Pay Structure?
• A collection of pay grades, levels or bands related to jobs placed in the hierarchy.Questions need to be asked?
What is grade? • Horizontal Grouping of Jobs For Pay Purposes.
What is the objective of Pay structure? • To pay employees fairly, market competitive and motivating.
What is a Pay Range? • A scale that has Min and Max Point.
What is a Mid Point? • Mid Point is the average salary for the defined range.
What is the Range Spread? • Helps Management in Career Paths definition, Promotions and in other HR Functions.
Pay Structure / Pay Scale / Pay Grades
Method that will be used in Job
Evaluation
Ranking Method
Why We are Using Ranking
Method
It is used because of small business and it’s the most
easy to use
Pay Structure / Pay Scale / Pay Grades
Job Evaluation
Introduction • Determining the relative worth of the
job in accordance with our organization • It’s a Systematic
Comparison • Purpose is to
establish a rational pay structure
Ranking Method Steps in doing a ranking method
evaluation
Step1 : State Positions in your Organization
Step2: Write Job Descriptions
Step3: Important Characteristics
Step4 : Rank the positions
Pay Structure / Pay Scale / Pay Grades
We will use this as a sample.
Ranking Method Usage We will rank Teachers
Unranked:B (1,2,3,4)C(1,2,3,4)D(1,2,3,4)
Ranked:B (4,3,2,1)C(4,3,2,1)D(4,3,2,1)
Pay Structure / Pay Scale / Pay Grades
We will use this pay structure as a sample
B1
B2
B3
B4
25000
30000
35000
40000
Designation Salary
As per our Job analysis our candidate Fall in B4
Category. Earning Rs.40000