job analysis, design and evaluation in clinical research by dr anjali bansal [email protected]
TRANSCRIPT
Agenda
The need Job Analysis Job Design Job analysis and design in clinical
research Job Evaluation Job Evaluation in clinical research Summary
The need
To get the right person with the right skills at the right place and cost Requires understanding of the types, expectations,
deliverables, interdependence and criticality of different jobs
Job analysis, design and evaluation helps design/redesign an organisation structure to meet the goals without involving worker personalities
Is required to involve management in defining result oriented job definitions The methodology involves extensive surveys and
interactions with management and employees
What is Job Analysis?
It differentiates one job from all others in an organisation
Involves recording and defining information about each specific job
Various job aspects are analysed and recorded Tasks involved
Type, frequency, duration Skill sets required to perform the job
Physical, mental, motor Knowledge required to perform the job
Functional, technical, managerial Tools and equipment required to perform the job
Protective clothing, eyewear, gloves, etc
Job Analysis focuses on the job The Job; not the person
An important concept of Job Analysis is that the analysis is conducted of the Job, not the person.
the product of the analysis is a description or specifications of the job, not a description of the person.
JOB ANALYSIS
The process gives two sets of data Job description Job specification Right fit between the two is required.
Job description
Tasks and responsibilities Job title Duties Machines Tools and equipment Working conditions and hazards.
Job specification
The capabilities the job holder should possess Education Experience Skills Training
Process of job analysis
Strategic choices Gather information Process information Job description Job specification
Strategic choices
Employee involvement The level of details
Nature of job Purpose of analysis
When and how often New job New company Job is changed New remuneration plan
Information gathering
Observation Interview Questionnaires Checklists Technical conference Diary method
How is Job Analysis done? Various methods are deployed simultaneously
Observation of employees performing a job, e.g time and motion studies
Interviews with employees or groups Interviews with superiors and subordinates to a job
position Timesheet and activity sheets where employees record
all the activities performed by them Record work functions performed and difficulty in
performing in relation to type of data handling Type of people handling Type of communication/decision making Type of equipment/tools handling
Purpose of job analysis
Human resource planning Recruitment and selection Training and development Job evaluation Remuneration Performance appraisal Personnel information Safety and health( heat, noise, fumes,
dust)
Job design overview
What is job design? Elements of job design Five core job characteristics Approaches to job design Tools of job design Current trends summary
What is Job Design?
Is the process of structuring work and designation of activities at specific individual or group levels to maximise performance
It is a conscious effort to organise tasks, duties and responsiblitiess into a unit of work to achieve certain objectives.
Job analysis
It determines Job content/scope
Responsibility Tasks to be performed Relationship with other jobs
Job depth Scope of decision making Level of satisfaction Level of authority in making decisions
Elements of job design
Task analysis What tasks will be done How each task will be done How the tasks fit together to form a job
Worker analysis Capabilities the worker must possess Responsibilities the worker will have
Factors involved in Job Design Degree of specialisation
Overspecialisation may lead to increased efficiency but lower motivation, less social interaction between employees, alienation from job due to repetitive tasks
Skill variety Task identity
if job requires completion of a task by the employee, the employee can identify with a completed task
Task significance for others and organisation Degree of Autonomy to the job holder Feedback
Whether objective feedback on performance will be given to employee or not
Factors affecting job design Organizational factors
Characteristics of task Work flow Ergonomics-designing jobs to fit the
physical abilities and characteristics of individuals so that they can perform the job more effectively
Work practices
Factors affecting job design Environmental factors
Employee abilities and availability Social and cultural expectations
Behavioural factors Feedback_work on complete product or on a
significant part of it. Autonomy_being responsible for what one
does Use of abilities they value variety
Job design affects motivation Motivation personal score
Job design aims to: Decrease job dissatisfaction Increase productivity by offering non-monetary
awards such as recognition and responsibility Reduce work stress Align job goals with organisation goals to increase
competitiveness
MPS =MPS =skill variety + task identify + task significanceskill variety + task identify + task significance
33x autonomy x feedbackx autonomy x feedback
Techniques of Job Design
JOBDESIGNJOBDESIGN
Job Job EngineeringEngineering
Job Job EngineeringEngineeringJob Job
EnrichmentEnrichment
Job Job EnrichmentEnrichment
Job Job EnlargementEnlargement
Job Job EnlargementEnlargement
Job Job RotationRotation
Job Job RotationRotation
Job Job SimplificationSimplification
Job Job SimplificationSimplification
Quality of Quality of Work LifeWork Life
Quality of Quality of Work LifeWork Life
Scientific managementBehavioral approach
Social technical system
Scientific management
Job engg Focuses on the tasks to be performed, methods used,
workflows among employees, layout of the workplace, interdependencies among people and machines
Specialisation of labour is hallmark of job engineering. Job simplification
higher productivity through reduced physical and/or mental effort
Advantages of specialization Simplifies training High productivity Low wage costs
Disadvantages of specialization Difficult to motivate quality Worker dissatisfaction
Behavioral approach Job enlargement
add larger variety of tasks to reduce monotony Increase scope Does not necessarily add/increase challenge
Job rotation to provide exposure to different skills Reduces boredom, Broadens experiences However,
Increased training costs Reduced productivity Demotivates specialists
Job enrichment higher responsibility, authority and control on the job Lower staff turnover Less absenteeism
Social technical system
Quality of work life participation in decision making, technology interface,
overall climate
Job should be reasonably demanding Employee should be able to continue
learning on the job Employees need recognition in work
place Employees need to relate what they
produce to their social life
Job Design & organization goals Job designing can help organization find
the most efficient way to operate Job design can improve the quality of
work life and satisfaction for employees This leads to a smoother running and
more profitable business
Job analysis and design in CR A Wide variety of activities are involved
in CR Protocols writing Clinical Trial Materials logistics Selection of sites, investigators, Labs Training of investigators, Investigators’
meet Obtaining regulatory approvals Monitoring of studies, ensuring reliable &
regular capture of correct data Ensuring compliance with protocol
Job Analysis and Design in CR To identify tasks involved, skills sets required
for each job To structure work in different job levels To prevent monotony of work To orient job goals with task achievement To ensure checks and balances and prevent
short cuts – authority and control To provide career paths to employees with
different skills – pharmacists, graduates, statisticians, doctors, MBAs
Variety of career pathways are possible in CR jobs Project Management Site management Contract management Data management Clinical Bio-analytical Laboratory Bio-statistics Quality Pharmaco-vigilance Medical writing Regulatory Business Development
Example of Job analysis and Job design options in CR Clinical research associate
Job may be restricted to collecting data once the trial has been set up by a medical adviser
Or may involve participating with a doctor in designing trial and protocol as well as writing reports after data has been collected
Clinical Data Manager May be restricted to ensuring that the data
collected is submitted to the database Or the Job maybe enlarged/enriched if he/she needs
to ensure completeness/consistency of data to meet regulatory requirements, designing data sheets and training CRAs
Implications of Job design Defines the type of employees that need to
be hired Skill sets, experience levels, knowledge levels
Supply and demand for employees must be analysed by HR manager
Varies for size of the organisation Large organisation will require a large pool of highly
specialised jobs and a pool of multi-skilled managers at the top
Small organisation will tend to have flexible and multi-skill jobs at most levels
Cost implications of job design
What is Job Evaluation?
Process of systematically determining a relative internal value of a job in an organization
Idea is to evaluate the job, not the person doing it
Job Evaluation is required for determining: Remuneration levels HR planning Recruitment and selection Training and development focus
How is Job Evaluation Done? Job Ranking
The different jobs, depending upon their requirements, responsibilities involved and their importance to the organization are ranked, graded or placed from top to bottom
Job Classification Jobs are classified or graded in groups or levels of equal
skill, difficulty, responsibility, importance and requirements. Classes or grades are defined to describe a group of jobs
Points Method Jobs are expressed in terms of key factors. Points are
assigned to each factor after prioritizing each factor in the order of importance. The points are summed up to determine the wage rate for the job. Jobs with similar point totals are placed in similar pay grades
Job ranking
Simplest method jobs are arranged from highest to
lowest, in order of their value or merit to the organization. Jobs also can be arranged according to the relative difficulty in performing them.
jobs are examined as a whole rather than on the basis of important factors in the job;
Job ranking
the job at the top of the list has the highest value and obviously the job at the bottom of the list will have the lowest value.
it is best suited for a small organization.
Job ranking disadvantages Ranking is highly subjective In large organizations rankings are
difficult to develop
Job classification
a predetermined number of job groups or job classes are established and jobs are assigned to these classifications
This method places groups of jobs into job classes or job grades.
Separate classes may include office, clerical, managerial, personnel, etc
Job classification eg
Class I – Executives Class II - Skilled workers Class III - Semiskilled workers Class IV - unskilled workers
Job classification
Less subjective Easy to understand Takes into account all the factors that a
job comprises
How is Job Evaluation Done? Factor Comparison method
More complex but consistent and appreciable
Each job is ranked according to a series of factors Skill (the experience, training, ability, and education ) Mental effort (problem solving, repetitive work) Physical effort Responsibility (size, supervision, scope) Working conditions
Pay is then assigned by comparing the weights of the factors required for each job
Factor comparison merits Analytical and objective. Reliable and valid as each job is
compared with all other jobs in terms of key factors.
Money values are assigned in a fair way based on an agreed rank order fixed by the job evaluation committee.
Factor comparison demerits Difficult to understand, explain and
operate. Its use of the same criteria to assess all
jobs is questionable as jobs differ across and within organizations.
Time consuming and costly.
Why is Job Evaluation important? Method should be carefully selected based on organisation
type – new, old, small, complex, multi-location, sunrise vs traditional industries, etc
Employees use comparative pay levels across jobs to judge the level of fairness in an organisation. Perceived unfairness is counterproductive
Costs of jobs compared to worth impacts the ability to achieve organisation goals Costs vs worth of a job impacts profitability A team leader’s ability to manage a team is high if the team
members perceive the leaders job to be higher value than theirs and low otherwise
Inter-departmental interactions have frictions if job evaluation is imperfect
Quality of job evaluation directly impacts ability to hire talent Pay scale Career path Non-monetary motivators
What makes a good Job Evaluation? Worth of superior vs subordinate jobs should not be
neither too close nor too far apart Too close leads to friction and far apart creates
alienation Quality of Job Design, which is input to Job Evaluation, is
crucial Job designs should be non-overlapping Different jobs should have either different key factors or
have distinctly different levels of factor importance on the same factor
Weightages and monetary value assigned to different job ranks or factors should be fair and logical Should be consistent with industry benchmarks Should be in line with criticality for the organisation
Job Evaluation in Clinical Research Many different job types contribute to the success of a
clinical research program, e.g. CRA, Medical advisor, Medical writer, data manager,
logistics manager, regulatory compliance manager, etc Criticality and cost of each job must be evaluated
Fair compensation levels should be designed Fair reporting relationships should be designed Intensive human interaction ability with suffering
patients should be properly valued Job with higher value should help, direct and enable
holders of jobs with lower value Work of holders of jobs of lower value should contribute
to the work of jobs with higher value Sense of fair worth at all levels is important for a multi-
disciplinary team in a CR to function effectively
To Summarise
Clinical Research organisations are: Large Multi-disciplinary Time and compliance critical service providers Highly process oriented where a series of sequential
tasks contribute to completion of a program Therefore,
Objective, detailed Job Analysis is essential Job Designs to create non-overlapping yet co-
creating and synergistic jobs is important for success
High levels of multi-disciplinary, multi-level team require that Job Evaluation is done systematically and is perceived to be fair