1. 1. Job Analysis & Job Description Dr. Hesham Hemaya Private property do not duplicate with out authorization Prepared and Presented By
2. 2. Objectives By the end of this course delegates will be able to: Understand the difference between Recruitment & Selection. Familiar with job analysis methods & tools. Qualitative job analysis techniques. How to construct job description tamplets. Human Resources Management2
3. 3. Recruitment (cause) Selection (tool) Building a high-performance work force starts with proper recruitment. The use of the most effective selection tools can save time and money. Once the decisions are made that recruiting candidates from the outside is required, the company must find ways to effectively publicize opportunities to attract skilled candidates. 3 Tolls of selection Interview Advertizing Application form (to the point u needs) Job analysis (title, training req. , manpower, . ) Job description (grade, salary, experience req., ) Psychometric evaluation Recruitment agencies Company web site Internet Human Resources Management
4. 4. Creating job competencies--including knowledge, skills, and abilities is the first step in the recruiting process. Without a clearly defined job description, it is difficult to describe the ideal candidate required. Identifying the candidate profile (candidate whose background and experience match the job description), and salary ranges are helpful in the search for good potentials. This is the time for a realistic review of what is necessary and what can be substituted in the search. Human Resources Management4
5. 5. It is the procedures for determining the duties and skills requirements for a job and the kind of person who should be hired for it. Job Analysis Products Job Description It is a List of a jobs duties, responsibilities, reporting relationship and working conditions. Job Specifications It is a List of a jobs human requirements, skills, education, knowledge personality, physical characteristics, work experience. Job Analysis Human Resources Management5
6. 6. Job Analysis Job description & Job specifications Recruiting & Selection decision Performance appraisal Compensation Training Requirements Uses of Job Analysis information's Human Resources Management6
7. 7. Human Resources Management7 What Aspects of a Job Are Analyzed? Requirements The knowledge's, skills, and abilities (KSA's) required to perform the job. Job Analysis should collect information on the following areas: Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. It may include: frequency, duration, effort, equipment, standards, etc. Environment It is an impact on the physical requirements to perform a job. It includes conditions such as offensive odors and temperature extremes. It may also define risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with int. or ext. people.
8. 8. Methods for collecting Job Analysis informations There are various ways to collect information on a jobs duties, responsibilities, and activities. We will discuss the most important ones. The Interview Job analysis interviews range from completely unstructured (Tell me about your job) to highly structured ones containing hundreds of specific items to check off. Interviews may be with individuals or with a group of employee with same job and/or direct supervisor who know the job. Before starting be sure that the interviewee fully understands the reason of this interview because they tends to think that it is an efficiency evaluation. Human Resources Management8
9. 9. Typical Questions -What is the job being performed? -What are the major duties of your position? -What exactly do you do? -What are the education, experience, skills required? -In what activities do you participate? -What are your responsibilities? -What are the performance standards typify your work? -What are the job physical demands? -What are the health and safety conditions/ -Are you exposed to any hazard or unusual conditions? And also u can add any necessary questions you see. Human Resources Management9
10. 10. Pros and Cons Pros: 1- Simple and quick way to collect informations 2- Tow way communication 3- We can use body language (he lies or not) 4- Opportunity to explain the needs of job analysis Cons: 1- Distortion of information 2- Tendency to inflate their jobs 3- Puffing up their job tittles to make it seem more important 4- Consumes a lot of time Human Resources Management10
11. 11. Interview guide lines -Quickly establish rapport with the interviewee. -Know the employee name and speak in easily understood language. -Briefly review the interview purpose. -Explain how the person was chosen for this interview. -Preferably follow a structured guide or checklist. -Ask the worker to list his duties in order of importance and frequency of occurrence. -Before ending ask him if there is any thing we did not cover. -After completing the interview review and verify the data specially the information with the worker immediate supervisor. Human Resources Management11
12. 12. Questionnaires Having employees fill out questionnaires to describe their job-related duties and responsibilities is another popular way to obtain job analysis information. You have to decide how structured the questionnaire should be and what questions to be included and it must be open-ended by simply ask him to describe his major duties and how much time it usually takes or state your job and over all purpose. Human Resources Management12
13. 13. Pros and Cons Pros: 1- Efficient way gaining information from a large no. of employees. 2- less costly than interviewing hundreds of workers 3- Time saving. Cons: 1- Workers may not understood the questions. 2- Employee may distort their answers. 3- questioners screening takes time Human Resources Management13
14. 14. Observation Direct observation is especially useful when jobs consists mainly physical activities like assembly-line worker or accounting clerk. On the other hand it is not appropriate when the job entails a lot of mental activity like lawyer, programmer, design engineer Human Resources Management14
15. 15. Pros and Cons Pros: 1- The work does not stop. 2- Determine the training needs. 3- Cost saving. Cons: 1- Workers may changing what he normally does if he knows that you are watching. 2- It is not useful for mental jobs. Observation system Human Resources Management15
16. 16. Participant Diary/Logs Another method is to ask the worker to keep a diary/log and records what they do during the day for every activity engaged in along with the time. Human Resources Management16
17. 17. Pros and Cons Pros: 1- Work does not stop. 2- Produces a complete detailed picture for the job. 3- Time saving. Cons: 1- Workers may inflates their jobs. 2- Complex writing. 3- You will need to recheck with direct manager. Human Resources Management17
18. 18. Quantitative Job Analysis techniques Quantitative at least two techniques is highly recommended Ex: questionnaire + interview Position Analysis Questionnaire (PAQ) The PAQs strength is in classifying jobs on salary scale. It is a detailed questionnaire contained 194 items each belong to five basic activities 1- Decision-making / communications / social responsibilities 2- Performing skilled activities 3- Being physically active 4- Operating vehicles / equipments 5- processing information's The final PAQ score shoes the job rating on each of these five activity The analyst can use an on line version of the PAQ (www.paq.com) Human Resources Management18
19. 19. Internet-Based Job Analysis Face-to-face or interview and observation can be time consuming. There for the use of online surveys increased dramatically in recent years. So HR dept. can distribute standardized job analysis questionnaire with instructions to complete the form and return them by a particular date. The US Navy uses this method to cover a huge geographic area they had the employee complete structured job analysis forms step-by-step . Human Resources Management19
20. 20. Human Resources Management20 Uses of Job Analysis Job Analysis can be used in training/"needs assessment" to identify: -Training content -Assessment tests to measure effectiveness of training -Equipment to be used in delivering the training -Methods of training (i.e., small group, computer-based, video, classroom) Compensation Job Analysis can be used in compensation to identify or determine: - Skill levels -Compensable job factors -Work environment (e.g., hazards; attention; physical effort) -Responsibilities (e.g., fiscal; supervisory) -Required level of education (indirectly related to salary level) Determining Training Needs
21. 21. Human Resources Management21 Job Analysis can be used in selection procedures to identify or develop: -Job duties that should be included in advertisements of vacant positions; - Appropriate salary level for the position to be offered to a candidate; -Requirements (education and/or experience) for screening applicants; -Interview questions; -Applicant appraisal/evaluation forms; -Orientation materials for applicants/new hires Performance Review Job Analysis can be used in performance review to identify or develop: -Goals and objectives -Performance standards -Evaluation criteria -Duties to be evaluated Selection Procedures
22. 22. Job Description It is a written statement of what worker actually does, how he does it, and what the job conditions & specification are. Note: there is no standard format Most job description conation sections that cover 1- Job identification 2- Job summary 3- Responsibilities and duties 4- Job relations 5- Standards of performance 6- Job specifications Job Profile/Job Catalog 7- Job hazard 8- Occupational health and safety 9- KPI,s 10- Physical demands Extras' . Human Resources Management22
23. 23. Job identification Job identification includes -Jib title & Job code -Salary grade -Report to (direct manager) -Department & Division -Location -Date Job title : Telesales Job code : 100001 Salary grade: 2 Location: Cairo, Egypt Department: In-House Sales Report to: District sales manager Division: Higher education Date: April 2011 Example, Sales Rep. Human Resources Management23
24. 24. Job Summary In this section we summarize the essence of the job, and include only its major functions. Example, Sales Rep. The person in this position is responsible for selling college textbooks, software, and multimedia products to professors, via incoming and out going calls, and carry out selling strategies to meet organization sales goals. Perform other statements as required. As we see the green statement is a general one that gives supervisors more flexibility in assigning duties. Human Resources Management24
25. 25. Responsibilities and Duties This is the heart of the job description which presents a list of the jobs responsibilities in order of importance. This section may also define the jobholder authority. Example, Sales Rep. Achieves quantitative sales goal. Determine sales priority and strategies. Conduct 10-15 professors per day. Employee telephone selling techniques and strategies. Plan and execute special selling events. Extras.. As we see all statements must be in action verb like approves, manage, perform, conduct, . Human Resources Management25
26. 26. Job relations This is may be a relationships statement which shows the job-holders relationships with others inside and outside the organization. It may includes Reports to: Supervisors: Works with: Out side the company: Human Resources Management26
27. 27. Standards of Performance This lists the standards the company expects the employee to achieve under each of the job main duties and responsibilities. It guide both employee and manager in assessing how the worker is performing. It will be completely satisfy with your work when This sentence, if completed for each duty listed in the job description should result in a usable set of performance standards. Example, Duty(Accurately posting accounts payable) Post all invoices received within the same day Rout all invoices to proper department for approval no later than the day following receipt An average of no more than three errors/month. Extras.. Human Resources Management27
28. 28. Job Specifications It used to determine the human requirements for people in this job. Also try to differ between the trained and non-trained employee Knowledge (experience) Skills (languages, Computer, ) Attitude (Patient, Hard worker, ..) Education Physical demands (strong, tall, ..) Extras.. Example, We can call this group job-Competences for this job. Human Resources Management28
29. 29. Competency-Based Job Analysis Competencies are the demonstrable characteristics of the person that make performance possible. Competency-based analysis means describing the job in terms of measurable, observable, behavior competencies (Knowledge, skills, and/or behavior). Traditional job analysis is more job-focused (What are the job duties?) Competency-based job analysis is more worker-focused (What must this employee be competent in to perform this multi skills job) Jobs requirement competencies may be listed on three clusters 1- General competencies 2- Leadership competencies 3- Technical competencies Human Resources Management29
30. 30. Do you have any questions ? Human Resources Management30 The End