hrm

Human Resource Planning

Job analysis

Job description

and job specification

Recruiting and

selection decision

Performance appriasal

Job evaluation and salary decision

Training requirement

s

INFORMATION SEARCH

Work activities Human behavior Machine, tools, work aids Performance standard Job context Human requirement

STEPS IN JOB ANALYSIS

Purpose of information search Collection of relevant background

information Select a sample Job analysis Verification of data Development of job description and job

specification

METHODS FOR COLLECTING JOB ANALYSIS INFORMATION

Information is generally collected about duties, responsibilities and activities

Basic rule is to use the best-fitting process. Qualitative methods

Used for developing job descriptions and job specifications Provide realistic information Types

Interviews Structured / unstructured Individual / group / supervisor Interviewing guidelines to be followed Simple and quick way to collect information Frustrations and problems can be unearthed Distortion of information and wrong perception as “efficiency evaluation” are

possible


Questionnaires Can be open ended / structured Quick and efficient way to obtain information Developing and testing the questionnaire can be time consuming Employees may distort the answers

Observation Interview can be taken simultaneously while working / after work Useful when jobs consist of physical work Worker may change the way he works

Participant Diary / Logs Can produce a very complete picture of the job Worker may try to exaggerate / manipulate


Quantitative methods Useful to compare jobs for pay purposes Types

Position Analysis Questionnaire ( PAQ) Most popular job analysis tool Questionnaire of 194 items Questions are divided into 5 basic categories Rating is given for each question on a scale of 1-5.

U.S. Department of Labor (DOL) Procedure In tune with Dictionary of Occupational Titles Importance ratings are given to following worker functions

Data People Things

Job summary is in a 3 digit (data, people, things) rating Internet based Job-Analysis

WRITING JOB DESCRIPTIONS

SECTIONS OF A JOB DESCRIPTION

Job Identification Job Summary Responsibilities and duties Authority of incumbent Standards of performance Working Conditions Job Specifications

Job Identification: Job Title, Date, Prepared By

Job Summary: Include only major functions and activities “performs other assignments as required”??

Relationships: Reports to Supervises Works with Outside the company

Responsibilities and duties Describe each duty separately Define limits of job holder’s authority

Standards of Performance Standards company expects the

employee to achieve Standards must be specific

SAMPLE

manageroffinance.pdf

KEY ELEMENTS OF A JOB DESCRIPTION

Use action verbs in describing function points

Should be comprehensive of the job Be clear and specific . No vague phrasing !Example: rather than writing “heavy lifting” you could write it in specific terms : “job requires lifting upto 10 KGs at a time” It continues to evolve!

WRITING JOB SPECIFICATIONS

Answer the question-”What human traits and experience do you require to do this job effectively”

Specifications for trained vs. untrained personnel

Specifications based on judgement Specifications based on statistical

analysis

© 2009 Pearson Education South Asia. All rights reserved.

JOB ANALYSIS IN A WORKER-EMPOWERED WORLD

From Specialized to Enriched Jobs

Job Enlargement

Job Rotation

Job Enrichment

4–15



From Specialized to Enlarged Jobs Job enlargement

Assigning workers additional same level activities, thus increasing the number of activities they perform.

Job enrichment Redesigning jobs in a way that increases

the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

4–16



Job rotation Moving a trainee 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

Systematically moving workers from one job to another to enhance work team performance.

4–17



Other Changes @ Work

Work Teams

Reengineering

Flatter Organizations

4–18



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.

4–19


THE SKILLS MATRIX FOR A JOB AT BP

4–20

Note: The light blue boxes indicate the minimum level of skill required for the job.


Why Use Competency Analysis? Support HPWS

Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal.

HPWS encourages employees to work in a self-motivated manner.

4–21

Figure 4.9

Encouraging Employees to Work in a Self-Motivated Way



Why Use Competency Analysis? (cont’d) Maintain a strategic focus

Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.

Measure performance Measurable skills, knowledge, and

competencies are the heart of any company’s performance management process.

4–22

PLANNING & FORECASTING

A pre-cursor to recruitment, selection process

Decision-making process about positions in firm

In-tune with the firm’s strategic plans

Internal or external hiring

RECRUITMENT AND SELECTION PROCESS

INTERNAL/EXTERNAL HIRING

Build, Buy or Mixed approach

Ex. SBI.

Personnel planning

Personnel needs, supply & balance of inside and outside candidates.

FORECASTING PERSONNEL NEEDS

Starts with revenue forecast

Estimation of staff to support the revenue

Tools for estimates Trend Analysis Ratio Analysis Scatter plot of Sales v/s staff levels

SUPPLY OF INSIDE/OUTSIDE CANDIDATES

Inside Candidates Qualifications inventories Human Resource Information System (HRIS) Personnel replacement charts Position replacement card

Outside Candidates Depends upon the compensation, roles,

economic scenario, unemployment rate etc. Information on professional networking sites

SUMMARY

Job analysis Qualitative and quantitative methods

Job description Job specification Competency-based analysis Planning/forecasting

Requirements and supply (inside/outside)

POINTS FOR DISCUSSION

Are detailed job descriptions worth the effort? Do smaller organisations also benefit from

detailed job descriptions? Do different kinds of jobs call for different

levels of detail?

THANK YOU

hrm

Documents

job worker

job title

writing job specifications

writing job descriptions

internet based jobanalysis

job requireslifting

statistical analysis

physical work worker