JOB ANALYSIS AND PLANNING H600

1. JOB ANALYSISAND PLANNINGH600

2. Announcements • Form groups for the assignment • Feel free to contact me via email, preferred option is through ELM

3. Lecture Outline • Job Analysis • Definition • Purpose • Approaches • Steps in the JA Process • Preparation • Collecting JA Data • Using JA Data • Competency-based JA • HR Planning? • What is it? • Issues affecting HR supply and demand • Forecasting Techniques • Strategic considerations

4. What is a job? • Job • Group of related activities and duties • Made up of tasks • Tasks • Basic elements of jobs • “what gets done”

5. What is Job Analysis? • Job analysis (JA) is the systematic process of collecting, evaluating, and organizing information about jobs • JA identifies behaviours, knowledge, skills, abilities, and other attributes (KSAOs) that are required for a job

6. In Class Exercise • Using jobs, tasks, and KSAs to design recruiting questions.

7. Why Bother?? • The Job Analysis provides the foundation for almost everything HR is involved in. • Compensation • Employee Selection • Training • Performance Appraisals • Person job matching • Eliminate discrimination • Job Re- Design

8. What is the purpose of JA? • JA lays the foundation for HRM systems: • Selection • Selection system developed to assess key KSAs • Ensures that it is job-related • Training • Gaps in KSAs of new hires represent training needs • Performance Appraisal • Job analysis establishes performance standards

9. What is the purpose of JA? • Compensation • Relative worth of jobs measured via job evaluation • JA helps you to select the right ee, evaluate the ee fairly, compensate, and train the appropriate skills to the appropriate ees • JA also ensures your HR systems are legally defensible and fair (procedural justice)

10. Steps in Job Analysis • Steps in Job Analysis Phase 1 • Preparation for Job Analysis Phase 2 • Collection of Job Analysis Information Phase 3 • Use of Job Analysis Information

11. Steps in Job Analysis Process Phase 1: Preparation for job analysis • Familiarization with the organization and its jobs • Determine the uses of the JA information (selection, training?) • Identify what jobs need to be analyzed • Critical to success of the organization • Difficult to learn • New technology

12. Steps in Job Analysis Process Phase 2: Collection of JA information • Source of Job Data • Job incumbents, supervisors, subordinates, customers • Existing job descriptions • Manuals, publications • National Occupational Classification • http://www.hrsdc.gc.ca/eng/workplaceskills/noc/index.shtml

13. Steps in Job Analysis Process Phase 2: Collection of JA information • Data collection instrument design • Gather information systematically – using a standardized approach • Often involves questionnaire, checklist • Different jobs may require different instrument • Information gathered: • Status, key duties/tasks, KSAOs, working conditions, performance standards • See e.g. of JA questionnaire on pp. 69-70 in text

14. Phase 2: Collection of JA information • Data collection method • Questionnaires • Face-to-face interviews • Employee log/diary • Observation • No “best” approach • Trade-offs re: accuracy, time, and cost • Combination of multiple methods is common

15. Existing JA Methods • Position Analysis Questionnaire (PAQ) • Functional Job Analysis (FJA) • Critical Incident Technique (CIT)

16. Position Analysis Questionnaire (PAQ) • McCormick (1972) • Developed because of criticism that JA relied on observation – not quantifiable • Detailed questionnaire (194 tasks) • Job context / working conditions • Mental processes / demands • Information input • Work output • Relationships with others • Determines extent to which each task is important for target job • Using a 5-point scale

17. PAQ Example of “Relationship with others”

18. PAQ Example of “Sources of Job Information” Rate the extent to which each is used by the worker as a source of information in performing the job: Extent of Use: N - Does not apply 1 - Very infrequent 2- Occasional 3 - Moderate 4 - Considerable 5 - Very substantial 1.___ Written materials (books, reports, articles). 2.___ Quantitative materials (graphs, tables of numbers) 3.___ Measuring devices (calipers, tire pressure gauges, thermometers) 4.___ Features of nature (landscapes, geological samples, cloud formations)

19. Functional Job Analysis (FJA) • Fine & Wiley (1971); Fine & Cronshaw (1999) • Focuses on task statements • Task statements include: • What? - What gets done (the action/behaviour) • To whom or what? - The object of the action • Why? - Purpose of the action • How? - What facilitates the action?

20. Functional Job Analysis • Tasks are rated on scales reflecting varying degrees of involvement with Things, Data, and People as well as math, language, etc. requirements • Each scale is arranged hierarchically • E.g., ranging from low to high degree of involvement & complexity • Level would be reflected in HRM systems – recruitment, selection, compensation, etc.

21. In Class Exercise • Facebook web page developer/ Tim Hortons employee • Describe Job • Job Summary (purpose of the job) • Tasks, Duties • Other • Human characteristics • Performance standards (Refer to pp. 69-70 for examples)

22. Software Engineer, Products • Interested in creating great products that more than 175 million people use? Build new features and improve existing products like Photos, NewsFeed, Mobile and Inbox? Want to solve large scale, highly complex technical problems? Facebook is seeking an experienced Software Engineer to join the Product team. The position is full-time and is based in our main office in downtown Palo Alto, CA. There are minimal travel requirements for this position. This position will help build the next-generation system behind Facebook's products, create web applications that reach millions of people, and build high volume servers. • Responsibilities • Create web applications using primarily PHP • Implement web interfaces using XHTML, CSS, and Javascript • Work closely with our product and design teams to define feature specifications • Work closely with operations and infrastructure to build and scale back-end services • Build report interfaces and data feeds • Requirements • B.S. or M.S. Computer Science or related field • Knowledge of perl or PHP or python • Knowledge of relational databases and SQL, preferably MySQL and Oracle • Knowledge of web techologies: XHTML, Javascript • Experience with C, C++ a plus

23. Critical Incident Technique • Developed by Flanagan (1949; 1954) • Aviation Psychology Program of US Air Force during WWII • Problems – failures in bombing runs, aircraft crashes, pilot disorientation in flight • CIT developed to identify causes of problems and develop selection standards for aviation personnel • Identifies behaviours that are: • critical – for success or failure on the job • observable

24. Writing Critical Incidents • Critical Incidents include 3 parts: • Context • What is the background? In what situation did the incident occur? • Behaviour • Exactly what did the individual do that was effective or ineffective? • Consequences • What happened as a result of the behaviour? • Want to ensure that consequences are directly linked to the behavior

25. Developing Critical Incidents • Interview with people familiar with the job • E.g., supervisors, subordinates, customers • Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job • Incident context – What led up to the incident (background)? What was the situation? • Behaviour – What exactly did the person do that was effective / ineffective? • Consequence - What was the outcome of the behaviour?

26. Using Critical Incidents • Many critical incidents are collected • Incidents need to be “content analyzed” • Sorted into common “themes” or behaviours that reflect underlying dimensions of job performance • Once the incidents have been sorted into groups, analysts must infer the nature of performance dimensions • Would infer KSAOs as well – for selection

27. Example Critical Incidents • “My young son was flying alone from Halifax, NS to Vancouver, BC with a connecting flight in Calgary, and was to be assisted by a flight attendant for the entire journey. At the Calgary airport, she left him alone with no one to escort him to his connecting flight. He was scared by the experience and nearly missed his flight”. • “I was on a flight to Toronto with my children. During the flight, my 4-year old son became airsick. The flight attendant was very attentive, asked how he was feeling, helped to calm him down and cared for him. It made a stressful situation much more manageable”.

28. Example Critical Incidents • These incidents could be grouped together because they relate to the performance dimension “Employee responsiveness to customer needs” • Specific behaviours may be derived from incidents for performance appraisal • KSAOs for selection – e.g., empathy

29. In-Class Exercise: Critical Incident Technique • Think about instructors/coworkers you have had over the last 12 months: • Without telling me the name, think of someone who has been (in)effective in their role. • Think of a specific incident that you saw occur that made you think they were (in)effective • What were the circumstances surrounding the incident? What was the situation? • What exactly did they do that was (in)effective? • Make sure you are describing observable behaviour • What were the consequences of the behaviour? Were the consequences due to the person’s behaviour?

30. Steps in Job Analysis Process Phase 3: Uses of JA information Job Descriptions Job Specifications Job Analysis Information Job Design Job Performance Standards

31. Steps in Job Analysis Process Phase 3: Uses of JA information • Job descriptions—Task requirements • Statement that explains duties working conditions, etc. of a job • Job specifications—Person requirements • Statement of what a job demands of the incumbent • E.g., knowledge, skills, abilities (KSAs) and other characteristics required to perform job

32. Steps in Job Analysis Process Phase 3: Uses of JA information • Performance standards • What is expected of workers • JA may provide performance standards for job • Job Design • Identify job duties, characteristics, and competences • Consider technology, workforce, organization character and environment • All of these uses form foundation for various HRM systems

33. Competency-Based JA • Alternative to traditional job analysis • Competencies • Many different definitions exist • Any knowledge, skills, trait, motive, attitude, value, or other personal characteristic that is essential to perform the job and that contributes to superior performance and organizational success

34. Competency Architecture • Core Competencies • Apply to all jobs in the organization • Support organization’s mission • E.g., trust, communication, team orientation, adaptability • Functional Competencies • Apply to a group of similar jobs • E.g., customer service orientation • Job-Specific Competencies • Apply to all employees in the same job • E.g., ability to operate cash register

35. Developing Competency Framework • Methodologies vary • No accepted, standardized approach • Usually involves: • Interviews, questionnaires, observation • With job incumbents, supervisors, etc. • Org-level competencies often set by senior mgmt • Similar to JA procedures • But not standardized like some JA methods • Legal defensibility will depend on methodological rigour of the approach used

36. Why / When use Competency Models? • Describe job requirements in ways that extend beyond the job itself • More future-oriented, more organization-focused • Describe and measure an organization’s workforce in more general and comparable terms • Increase flexibility in staffing and job assignments

37. Competency Model – Real Example Anheuser-Busch InBev (shhhhh!) Value/Mission • Competitive Advantage through People • After focus groups and interviews, identified 2 competency groupings • Competencies needed by all employees – however, behavioural descriptors differ by job role (“borrowed” from internal corporate document) 37

39. Typical Job Analysis • Read any info available re: job • training manuals • job descriptions • equipment manuals • Interview middle managers • pick up lingo • understand job importance acc. to management • get feel for job • develop questions for later interviews

40. Typical Job Analysis cont. • Observe 3 or 4 people doing job • Schedule interviews with incumbents and supervisors • Distribute questionnaires/inventories re: job duties • Combine/compile info (most imp.) • must summarize using all info. • no standard procedure; uses creativity

41. HR Planning

42. Human Resource Planning • HR Planning involves systematically forecasting an organization’s future demand for and supply of employees and matches supply with demand • Having the right people in the right places at the right times • Involves • Forecasting demand • Forecasting supply • Addressing labour shortages and surpluses

43. HR Demand & Supply • What factors influence demand for labour? • What factors must organizations consider when determining their future labour needs? • What factors influence supply of labour? • What factors must organizations consider to determine future labour availability?

44. HR Demand & Supply Forecasting Demand • External • Socio-political factors • Economic, Technological • Competition • Organizational • Organizational strategy • Budgets, Sales forecasts • New ventures, org’l/job design • Workforce • Retirements, resignations, terminations, leaves of absence Forecasting Supply • External • Labour market analysis • Community attitudes • Demographic trends • Internal • HR audit / Current employee KSAs • Succession planning, replacement charts • Management inventories

45. Forecasting Techniques used to Predict HR Demand Forecasting Methods Expert • Informal and instant decisions • Formal expert survey • Delphi technique Trend Projection • Extrapolation • Indexation • Statistical analysis Other • Budget and planning analysis • New-venture analysis • Computer models

46. Current State • Tight Labour Market • Loose Labour Market

47. Strategies to Match Supply and Demand for HR • Strategies for a Loose Labour Market (Oversupply) - hiring freeze - job sharing/job splitting - internal transfers - layoffs, terminations, outplacements - leave without pay - loaning or flexforce

48. Matching Strategies cont… • Strategies for a Tight Labour Market (Shortage) - overtime - PT, contingent, contract workers - temporary employment agencies - employee leasing - transfers - hiring FT workers

49. Emerging Work Options & Arrangements • Shorter work week • Flextime • Flexiplace • Telecommuting • Virtual organizations

50. Strategic Issues re: HR Planning • Must know organization’s short- and long-term strategic goals • Different organizational strategies require different human resource plans • Ensures strategy can be executed successfully • Human resource planning facilitates proactive response to environmental challenges • Organizational and HR plans need to be aligned • Provides basis for timely and effective recruitment and selection…