Job Analysis (Complete with case study)

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TECNIA INSTITUTE OF ADVANCED STUDIES

Job Analysis

Human Resource Management

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Table of Content

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Interview

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Questionnaire

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Observation

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Participant diary/logs

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Quantitative Job Analysis Technique

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Questionnaire (structured & unstructured questions)

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Abstract

A method of performing job analyses and delivering or providing access to the results of the job A method of performing job analyses and delivering or providing access to the results of the job analyses by creating a list of job requirements and working conditions for each discrete task of a analyses by creating a list of job requirements and working conditions for each discrete task of a job, creating a physical demands analysis comprising a list of physical requirements of each job, creating a physical demands analysis comprising a list of physical requirements of each

discrete task of a job, and

discrete task of a job, and combining the lists into a job analysis combining the lists into a job analysis database for determiningdatabase for determining whether a worker can perform a job

whether a worker can perform a job..

Job Analysis

Job

Job anaanalyslysis is is is a a syssystemtematiatic c apprapproacoach h to to defdefiniining ng the the job job rolrole, e, dedescriscriptiption, on, requrequireiremenments,ts, res

responponsibsibiliilitieties, s, evaevalualuatiotion, n, etcetc. . It It helhelps ps in in finfindinding g out out reqrequiruired ed levlevel el of of edueducatcationion, , skiskillslls,, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable ef

effecfectitivenvenesess s of of ththe e jojob b anand d cocontntriribubutition on of of jojob b to to ththe e ororgaganinizazatitionon. . ThThusus, , it it efeffecfectitivelvely y contributes to setting up the compensation package for the job position.

contributes to setting up the compensation package for the job position.

Nature of Job Analysis:

Organisations consist of positions that have to be staffed. Job Analysis is the procedure through Organisations consist of positions that have to be staffed. Job Analysis is the procedure through w

whihich ch we we dedetetermrminine e ththe e tatasksk, , dudutities es anand d rerespspononsisibibililitities es of of ththesese e poposisititionons s anand d ththee characteristics of the people to hire for the positions. Job analysis produces information used for characteristics of the people to hire for the positions. Job analysis produces information used for writing,

writing, job description job description (a list of what the job entails) and(a list of what the job entails) and job specification job specification (what kind of (what kind of people to hire for the job).

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The The

supervisor or HR specialist normally collects one or more of the following types of information supervisor or HR specialist normally collects one or more of the following types of information via the job analysis:

via the job analysis: •

• Work Work ActivActivities:ities: FirFirst, st, he he or or she colleshe collects cts infinformormatiation on aboabout ut the job’s the job’s actactual work ual work activities, such as cleaning, selling, teaching or painting. This list may also include how, activities, such as cleaning, selling, teaching or painting. This list may also include how, why and when the worker performs each activity.

why and when the worker performs each activity. •

• Human Behaviour : The specialist may also collect information about human behaviours Human Behaviour : The specialist may also collect information about human behaviours like sensing, communicating, deciding and writing. Included here would be information like sensing, communicating, deciding and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.

regarding job demands such as lifting weights or walking long distances. •

• Machines, tools, equipment & work aids Machines, tools, equipment & work aids: This category includes information about tools: This category includes information about tools used, materials processed, knowledge dealt with or applied (such as finance or law), & used, materials processed, knowledge dealt with or applied (such as finance or law), & services rendered (such as counselling or repairing).

services rendered (such as counselling or repairing). •

• Performance Performance standstandardsards: : The The empemployloyer er may also may also wanwant t infinformormatiation on aboabout ut the job’sthe job’s perf

performormancance e stastandandards rds (in (in terterms ms of of quaquantintity ty or or quaqualitlity y levlevels els for each for each job duty)job duty).. Management will use these standards to appraise the employees.

Management will use these standards to appraise the employees. •

• Job context : Information included here are about such matters as physical working Job context : Information included here are about such matters as physical working condi

conditions, work schedule and tions, work schedule and the organisatithe organisational and onal and sociasocial l contecontext xt – – for instance, thefor instance, the num

number ber of of peopeople ple witwith h whowhom m the the empemployloyee ee wouwould ld nornormalmally ly intinteraeract. ct. InfInformormatiationon regarding incentives might also be included here.

regarding incentives might also be included here. •

• Hu Human man requrequiremiremententss: : ThThis is ininclclududes es ininfoformrmatatioion n reregagardrdining g ththe e jojob’b’s s huhumamann requ

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expe

experieriencence) ) and and requrequireired d perpersonsonal al attattribributeutes s (ap(aptittitudeudes, s, phyphysicsical al chacharacracteriterististics,cs, personality, interests).

personality, interests).

Components of Job analysis:

Job analysis is a systematic procedure to analyze the requirements for the job role and job

profile. Job analysis can be further categorized into following sub components.

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Job Position:

Job position refers to the designation of the job and employee in the organization. Job position

forms an important part of the compensation strategy as it determines the level of the job in the

organization. For example management level employees receive greater pay scale than

non-man

manageageriarial l empemployloyees. ees. The The nonnon-mo-monetnetary ary benbenefiefits ts offoffered ered to to two two difdiffereferent nt levlevels els in in thethe

organization also vary.

Job Description:

Job description refers the requirements an organization looks for a particular job position. It

states the key skill requirements, the level of experience needed, level of education required, etc.

It also describes the roles and responsibilities attached with the job position. The roles and

responsibilities are key determinant factor in estimating the level of experience, education, skill,

etc required for the job. It also helps in benchmarking the performance standards.

Job Worth:

Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the

organization. It is also known as job evaluation. Job description is used to analyze the job

wort

worthinesshiness. . It It is also is also known as known as job evaluatijob evaluation. Roles on. Roles and responsiband responsibilitiilities es helps in helps in determdeterminingining

the outcome from the job profile. Once it is determined that how much the job is worth, it

becomes easy to define the compensation strategy for the position.

Uses of Job Analysis:

Job

Analysis

Recruitment & Recruitment & Selection Selection Job Evaluation – Job Evaluation – Wage & Salary Wage & Salary

Decisions Decisions (Compensation) (Compensation) Training Training Requirements Requirements

Job Description

& Job

Specification

Performance Performance Appraisal Appraisal

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•

Recruitment & Selection:

Job Analysis provides information about what the jobJob Analysis provides information about what the job en

entatailils s anand d whwhat at huhumaman n chchararacacteterirististics cs arare e rereququirired ed to to perperfoform rm the the jojob. b. ThiThiss information, in the form of job description and specifications, helps management decide information, in the form of job description and specifications, helps management decide what sort of people to recruit and hire.

what sort of people to recruit and hire. •

•

Compensation:

Job analysis is crucial for estimating the value of each job & itsJob analysis is crucial for estimating the value of each job & its appropriate compensation. Compensation (such as salary and bonus) usually depends appropriate compensation. Compensation (such as salary and bonus) usually depends upon the job’s required skill and education level, safety hazards, degree of responsibility upon the job’s required skill and education level, safety hazards, degree of responsibility and so on - all the factors we can assess through job analysis.

and so on - all the factors we can assess through job analysis. •

•

Performance

Performan

ce Appraisa

Appraisal:

l:

A A perfperformormancance e apprappraisaisal al comcomparpares es eaceach h empemployloyee’see’s actual performance with his or her performance standards. Managers use job analysis to actual performance with his or her performance standards. Managers use job analysis to determine the job’s specific activities and performance standards.

determine the job’s specific activities and performance standards. •

•

Training:

The job description should show the activities and skills – and therefore theThe job description should show the activities and skills – and therefore the training - that job requires.

training - that job requires. •

•

Discovering unassigned duties:

Job analysis can also help reveal unassignedJob analysis can also help reveal unassigned duties. For example, a company’s production manager says Mr. X is responsible for a duties. For example, a company’s production manager says Mr. X is responsible for a dozen or so duties, such as production scheduling and raw material purchasing. However dozen or so duties, such as production scheduling and raw material purchasing. However any reference of raw material inventory management was missing. On further study, the any reference of raw material inventory management was missing. On further study, the manager finds that none of the other manufacturing people are responsible of inventory manager finds that none of the other manufacturing people are responsible of inventory management. Thus a manger has uncovered an essential unassigned duty with regards to management. Thus a manger has uncovered an essential unassigned duty with regards to job analysis.

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Steps in Job Analysis:

There are six steps in doing a job analysis. There are six steps in doing a job analysis.

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(1) DecidDecide how you’ll use the informatie how you’ll use the information, since this will deteon, since this will determine the data you collermine the data you collect andct and how you collect them. Some data collection techniques - like interviewing the employee how you collect them. Some data collection techniques - like interviewing the employee and askin

and asking g whawhat t the the job entaijob entails ls are are googood d for for wriwritinting g job descrijob descriptiption on and and selselectectinging employees for the job. Other technique like the position analysis & questionnaire do not employees for the job. Other technique like the position analysis & questionnaire do not provid

provide e qualiqualitative informatitative information on for for job descriptiojob description. n. InsteInstead, ad, they they providprovide e numernumericalical ratings for each job; these can be used to compare jobs for compensation purpose.

ratings for each job; these can be used to compare jobs for compensation purpose. (2)

(2) Review relevant background Review relevant background information such ainformation such as organisation charts, s organisation charts, process charts andprocess charts and job description.

job description. a.

a. Organisation chartsOrganisation charts show the organisation wide division of work, how the jobshow the organisation wide division of work, how the job in

in ququesestition on rerelalatetes s to to ototheher r jojobsbs, , anand d whwherere e ththe e jojob b fifits ts in in ththe e ovovereralalll organisation. The chart should show the title of each position and by means of organisation. The chart should show the title of each position and by means of interconnecting lines, who reports to whom and with whom the job incumbent interconnecting lines, who reports to whom and with whom the job incumbent communicates.

communicates. b.

b. A A process chartprocess chart provide more detailed picture of the work flow. In its simplestprovide more detailed picture of the work flow. In its simplest form a process chart shows the flow of inputs to and the outputs from the job you form a process chart shows the flow of inputs to and the outputs from the job you are

are anaanalyslysinging. . FinFinallally, y, the the exiexististing ng job descrijob descriptiption, on, if if thethere re is is oneone, , usuusuallally y provides a starting point for building the revised job description.

provides a starting point for building the revised job description. In the figure In the figure below the quality control clerk is expected to review components from suppliers, below the quality control clerk is expected to review components from suppliers, check components going to the plan managers and give information regarding check components going to the plan managers and give information regarding components quality to these managers.

components quality to these managers.

Information Information input form the input form the plant manager plant manager Components Components input from input from Suppliers Suppliers

(Job Under Study) (Job Under Study) Quality Control Quality Control

Clerk Clerk

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(3) Select repreSelect representatsentative positioive positions. Why? Because there may be too many similar jobs tons. Why? Because there may be too many similar jobs to analyse. For example, it is usually necessary to analyse the jobs of 200 assembly workers analyse. For example, it is usually necessary to analyse the jobs of 200 assembly workers when a sample of 10 jobs will do.

when a sample of 10 jobs will do. (4

(4)) ActActuaualllly y ananalalysyse e ththe e jojob b – – by by cocollllecectiting ng dadata ta on on jojob b acactitivitvitieies, s, rereququirired ed ememploployeyeee behaviours, working condition, and human traits & abilities needed to perform the job. behaviours, working condition, and human traits & abilities needed to perform the job.

For this step, use one or more of the job analysis methods. For this step, use one or more of the job analysis methods. (5)

(5) Verify the job analVerify the job analysis informysis information witation with the worker performih the worker performing the job & ng the job & with his or herwith his or her immediate supervisor. This will help confirm that the information is factually correct and immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employees acceptance of the job analysis complete. This review can also help gain the employees acceptance of the job analysis da

data ta anand d coconcnclulusisionons s by by gigivinving g thathat t pepersrson on a a chchanance ce to to rerevieview w anand d momodidify fy yoyourur description of the job activities.

description of the job activities. (6)

(6)DeveloDevelop p a a job descriptjob description and ion and job specificajob specification. These are tion. These are two tangible productwo tangible products ts og theog the job analysis. The

job analysis. The job description job description is a written statement that describes the activitiesis a written statement that describes the activities and respon

and responsibsibiliilitieties s of of the job, the job, as as welwell l as as its imporits importantant t feafeaturtures, such es, such as as worworkinkingg con

conditditionions s and and safsafety ety hazhazardards. s. TheThe job job specispecificatificationon sumsummarmariseises s the the perspersonaonall qua

qualitlitiesies, , tratraitsits, , skiskill ll and backgand backgrouround nd requrequireired d for for getgettinting g job done. job done. In In maymaybe be in in aa separate document or in the

separate document or in the same document as the job description.same document as the job description. Information Information output to Plant output to Plant Manager Manager regarding regarding Component Component Quality Quality Product Quality Product Quality output to Plant output to Plant Manager Manager

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Methods of collecting Job Analysis Information:

There are various ways to collect information on the duties, responsibilities and activities of the There are various ways to collect information on the duties, responsibilities and activities of the job. In practice, we can use anyone of them, or we can combine the techniques that best fit our job. In practice, we can use anyone of them, or we can combine the techniques that best fit our purpose. Thus, an interview might be appropriate for creating a job description, whereas the purpose. Thus, an interview might be appropriate for creating a job description, whereas the positi

position analysis questionon analysis questionnaire maybe more appropriatnaire maybe more appropriate e for quantifyifor quantifying the ng the worth of worth of a a job forjob for compensation purposes.

compensation purposes.

Conducting the job analysis usually involves a joint effort by an HR specialist, the worker, & the Conducting the job analysis usually involves a joint effort by an HR specialist, the worker, & the worker’s supervisor. The HR specialist might observe and analyse the job and then develop a job worker’s supervisor. The HR specialist might observe and analyse the job and then develop a job description and specification. The supervisor and worker may fill out questionnaires listing the description and specification. The supervisor and worker may fill out questionnaires listing the subordinate’s activities. The supervisor and worker may then review and verify the job analysed subordinate’s activities. The supervisor and worker may then review and verify the job analysed conclusions regarding the job’s activities and duties.

conclusions regarding the job’s activities and duties.

In practice, firm usually collects jobs analysis data from multiple “subject matter experts” using In practice, firm usually collects jobs analysis data from multiple “subject matter experts” using questionnaires and interviews. They then average data from several employees from different questionnaires and interviews. They then average data from several employees from different departments to determine how much time a typical employee spends on each of several specific departments to determine how much time a typical employee spends on each of several specific tas

tasks. The ks. The proprobleblem m is is thathat t empemployloyees who ees who havhave e the same job the same job tittitle le but work in but work in difdiffereferentnt dep

departartmenments ts may may expexperieriencence e very very difdiffereferent nt prepressussuresres. . TheThereforefore, re, simsimply ply addadding ing up up andand averaging the amount of time that, say, HR assistance need to devote “interviewing candidates” averaging the amount of time that, say, HR assistance need to devote “interviewing candidates” could end in misleading results. The point is that we must understand the job’s departmental could end in misleading results. The point is that we must understand the job’s departmental context – the way someone with a particular job title spends his or her time is not necessarily context – the way someone with a particular job title spends his or her time is not necessarily the same from department to department.

the same from department to department.

The Interview

Managers use three types of interview to collect job analysis data – individual interview with Managers use three types of interview to collect job analysis data – individual interview with eac

each h empemployloyee, ee, grogroup up intintervierview ew witwith h grogroups of ups of empemployloyees ees who have who have the same the same jobjobs s & & thethe supervisor interviews with one or more supervisor who know the job. They use group interviews supervisor interviews with one or more supervisor who know the job. They use group interviews when a large number of employees are performing similar or identical work, since it can be a when a large number of employees are performing similar or identical work, since it can be a

quick and inexpensive way to

quick and inexpensive way to gather information.gather information. Whic

Whichever kind of hever kind of intervinterviews we iews we use, we need use, we need to be to be sure the interviewee fully understsure the interviewee fully understands theands the reason fro the interview since there is a tendency for such interviews to be viewed, rightly or reason fro the interview since there is a tendency for such interviews to be viewed, rightly or wr

wrongongly, ly, as as “eff“efficiiciencency y evaevalualuatiotion”. n”. If If so, so, intinterviervieweewees es may may hesihesitattate e to to desdescricribe be theitheir r jobjobss accurately.

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Pros & Cons Pros & Cons The

The intinterverview iew is is proprobabbably ly the the mosmost t widwidely ely useused d metmethod for hod for ideidentintifyifying ng the the jobjob’s ’s dutduties ies && responsibilities and its wide use reflects its advantages. It is a relatively simple and quick way to responsibilities and its wide use reflects its advantages. It is a relatively simple and quick way to col

colleclect t infinformormatiation, on, incincludluding ing infinformormatiation on thathat t migmight ht nevenever r appappear ear on on a a wriwrittetten n forform. m. TheThe interview also provides an opportunity to explain the need for and function of the job analysis. interview also provides an opportunity to explain the need for and function of the job analysis. And the employee can vent frustration that might otherwise go unnoticed by the management. And the employee can vent frustration that might otherwise go unnoticed by the management.

Distortion of the information is the main problem – whether due to outright falsification or Distortion of the information is the main problem – whether due to outright falsification or ho

honenest st mimisusundndererstastandndining. g. JoJob b ananalalysysis is is is ofofteten n a a preprelulude de to to chchanangiging ng a a jojob’b’s s papay y raratete.. Emplo

Employees therefore may yees therefore may legitilegitimatelmately y view the view the intervinterview as iew as the efficiency evaluatithe efficiency evaluation on that may that may affect their pay. They may then tend to exaggerate certain responsibilities while minimising affect their pay. They may then tend to exaggerate certain responsibilities while minimising others.

others.

Typical Questions Typical Questions

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 What is the job being performed? What is the job being performed?

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 What are the major duties of your position? What exactly do you do? What are the major duties of your position? What exactly do you do?

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 What physical location do you work What physical location do you work in?in?



 Wh What at are are the the edueducatcationion, , expeexperieriencence, , skiskill ll and and (wh(where ere appappliclicablable) e) cercertifitificatcation ion andand licensing requirements?

licensing requirements?

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 In what activities do you participate?In what activities do you participate?



 What are the job responsibilities and duties? What are the job responsibilities and duties?



 What are the basic accountabilities or performance that typifies your work? What are the basic accountabilities or performance that typifies your work?



 Wh What at are are youyour r respresponsonsibiibilitlitiesies? ? WhaWhat t is is the the envenviroironmenmentantal l and and worworkinking g conconditditionion involved?

involved?

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 What are the jobs physical demands? The emotional and mental demands? What are the jobs physical demands? The emotional and mental demands?

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 What are the health and safety condition? What are the health and safety condition?

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 Are you exposed to any hazards or any unusual working Are you exposed to any hazards or any unusual working conditions?conditions?

Interview Guidelines Interview Guidelines

There are several things which should be kept in mind while conducting a job analysis interview. There are several things which should be kept in mind while conducting a job analysis interview.

1.

1. The job anaThe job analyslyst and supert and supervisvisor shouor should world work togetk together to idenher to identiftify the workey the workers who know rs who know the job best.

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2.

2. QuickQuickly establly establish rappoish rapport with the intrt with the interviewerviewee. Know the peree. Know the persons namsons name, speak in eae, speak in easily sily understood language, briefly review the interview purpose and explain how the person understood language, briefly review the interview purpose and explain how the person was chosen for the interview.

was chosen for the interview. 3.

3. FolFollow a low a strstructuctureured guide or checkd guide or checklislist. One that lists quet. One that lists questistions and provons and provideides space fors space for answers. This ensures you to identify crucial question ahead of time and that all the answers. This ensures you to identify crucial question ahead of time and that all the interviewers (if there are more than one) cover all the questions.

interviewers (if there are more than one) cover all the questions. 4.

4. WheWhen dutin duties are not perfoes are not performermed in a d in a reguregular manlar manner – for instaner – for instance whence when the workn the workerer doesn’t performs the same job over and over again many times a day- ask the worker to doesn’t performs the same job over and over again many times a day- ask the worker to list his/her duties in

list his/her duties in order of importancorder of importance e and frequency of occurrencand frequency of occurrence. This e. This will ensurewill ensure that you don’t overlook crucial but infrequently performed activities.

that you don’t overlook crucial but infrequently performed activities. 5.

5. FinalFinally, after coly, after completimpleting the intervng the interview, reviiew, review and verify tew and verify the data. Spehe data. Specificcifically revieally review thew the information with the worker’s immediate supervisor and the interviewee.

information with the worker’s immediate supervisor and the interviewee.

Questionnaires

Having employees fill out questionnaires to describe their job-related duties & responsibilities is Having employees fill out questionnaires to describe their job-related duties & responsibilities is another good way to obtain job analysis

another good way to obtain job analysis information.information.

We have to decide how structured the questionnaire should be and what question to include. We have to decide how structured the questionnaire should be and what question to include. Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps Some questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks (such as “change and splice via”). He or she is asked to hundreds of specific duties or tasks (such as “change and splice via”). He or she is asked to indicate whether or not he/she performs each tasks and, it so, how much time is normally spent indicate whether or not he/she performs each tasks and, it so, how much time is normally spent on

on eaceach. h. At At the the othother er extextremreme, e, the questithe questionnonnairaire e can be can be opeopen-enn-ended and ded and simsimply ask ply ask thethe employee to “describe the major duties of your job.” In practice, the best questionnaire often employee to “describe the major duties of your job.” In practice, the best questionnaire often falls between these two extremes.

falls between these two extremes.

Whether structured or unstructured, questionnaires have both pros & cons. A questionnaire is a Whether structured or unstructured, questionnaires have both pros & cons. A questionnaire is a quick and efficient way to obtain information from a large number of employees, its less costly quick and efficient way to obtain information from a large number of employees, its less costly than interviewing hundreds of workers, for instance. However, developing any questionnaire an than interviewing hundreds of workers, for instance. However, developing any questionnaire an testing it can be expensive and time-consuming.

testing it can be expensive and time-consuming.

Observation

Direct observation is specially useful when jobs consist mainly of observable physical activities – Direct observation is specially useful when jobs consist mainly of observable physical activities – assembly – line worker and accounting clerk are examples. On the other hand, observation is assembly – line worker and accounting clerk are examples. On the other hand, observation is usually not appropriate when the job entails a lot of mental activities (lawyer, design–engineer). usually not appropriate when the job entails a lot of mental activities (lawyer, design–engineer). Nor it is useful if the employee only occasionally engages in important activities, such as a nurse Nor it is useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies. And

who handles emergencies. And reactivityreactivity – the workers changing what he or she normally does– the workers changing what he or she normally does because you are watching – can also be a problem. Manager often use direct observation and because you are watching – can also be a problem. Manager often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work interviewing together. One approach is to observe the worker on the job during a complete work

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cycle. Here you take notes of all job activities. Then after accumulating as much information as cycle. Here you take notes of all job activities. Then after accumulating as much information as possible, you interview the worker. Ask the person to clarify points not understood and to possible, you interview the worker. Ask the person to clarify points not understood and to explain what are the activities he or she performs that you didn’t observe.

explain what are the activities he or she performs that you didn’t observe.

Participant Diary/Logs

Another approach is to ask workers to keep a

Another approach is to ask workers to keep a diary/logdiary/log of what they do during the day. Forof what they do during the day. For every activity he or she engages in, the employee records the activity in a log. This can produce a every activity he or she engages in, the employee records the activity in a log. This can produce a very complete picture of the job, specially when supplemented with subsequent interviews with very complete picture of the job, specially when supplemented with subsequent interviews with the worker and the supervisor. The employee, of course, might try to exaggerate some activities the worker and the supervisor. The employee, of course, might try to exaggerate some activities and underplay others. However, the detailed, chronological nature of the log tends to mediate and underplay others. However, the detailed, chronological nature of the log tends to mediate against this.

against this. Som

Some e firfirms ms taktake e a a hi-hi-tectech h appapproaroach ch to to diadiary/lry/logsogs. . TheThey y givgive e empemployloyees ees pocpocket ket dicdictattatinging machines and pagers. Then at random times during the day, they page the workers, who dictate machines and pagers. Then at random times during the day, they page the workers, who dictate what they are doing at that time. This approach can avoid one pitfall of the traditional diary/log what they are doing at that time. This approach can avoid one pitfall of the traditional diary/log method: relying on workers to remember what they did hours earlier when they complete their method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.

logs at the end of the day.

Quantitative Job Analysis Techniques

Qualitative approaches like interviews and questionnaires are not always suitable. For example, Qualitative approaches like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative values to each job. The position analysis questionnaire, the Department of Labour approach and values to each job. The position analysis questionnaire, the Department of Labour approach and

functional job analysis are three popular quantitative methods. functional job analysis are three popular quantitative methods.

Conclusion

From Job Analysis, specific details of what is being done and the skills utilized in the job are From Job Analysis, specific details of what is being done and the skills utilized in the job are obtained. Job Analysis enables the managers to understand jobs and job structures to improve obtained. Job Analysis enables the managers to understand jobs and job structures to improve work flow or develop techniques to improve productivity.

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Application Case

Tropical Storm Charley

In August 2004, tropical storm

In August 2004, tropical storm Charley Charley hit North Carolina and the Optima Air Filter Company.hit North Carolina and the Optima Air Filter Company. Many employees’ homes were devastated and the firm found that it had to hire almost 3 Many employees’ homes were devastated and the firm found that it had to hire almost 3 completely new crews, one for each of its shifts. The problem was that the “Old-timers” had completely new crews, one for each of its shifts. The problem was that the “Old-timers” had known their jobs so well that no one had ever bothered to draw up job descriptions for them. known their jobs so well that no one had ever bothered to draw up job descriptions for them. When about 30 new employees began taking their places, there was general confusion about When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it.

what they should do and how they should do it.

The storm quickly became old news to the firm’s out-of state customers- who wanted filters, not The storm quickly became old news to the firm’s out-of state customers- who wanted filters, not excuses. Phil Mann, the firm’s President, was at his wits end. He had about 30 new employees, excuses. Phil Mann, the firm’s President, was at his wits end. He had about 30 new employees, 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local universities business school. She immediately had the Lowe, a consultant from the local universities business school. She immediately had the old-timers fill out a job questionnaire that listed all their tasks, duties & responsibilities. Arguments timers fill out a job questionnaire that listed all their tasks, duties & responsibilities. Arguments ensued almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to ensued almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to mak

make e thethemsemselves lves loolook k mormore e impimportortantant, , and and the the oldold-tim-timers ers insinsteatead d thathat t the the lislist t faifaithfuthfully lly reflected their duties. Meanwhile, the customers clamoured for their filters.

reflected their duties. Meanwhile, the customers clamoured for their filters.

Questions: Questions:



 Should Phil & Linda ignore that old-timers’ protests and write up the job descriptions asShould Phil & Linda ignore that old-timers’ protests and write up the job descriptions as they see fit? Why? Why not?

they see fit? Why? Why not?

How would you go about resolving the differences? How would you go about resolving the differences? Solution:

Solution: No, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timersNo, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timers wh

who o have have fulfull l knoknowlewledge dge aboabout ut the the tastasks, ks, dutduties ies & & resresponponsibsibiliilitieties s thethey y useused d to to perfperformorm.. Ignoring them may result to turbulence among the workers and they’ll feel cheated hence Ignoring them may result to turbulence among the workers and they’ll feel cheated hence leading to lower productivity.

leading to lower productivity. Wr

Writiiting ng job job desdescricriptiption on witwithouhout t the the infinformormatiation on acquacquireired d frofrom m oldold-ti-timermers s wouwould ld be be liklikee climbing mountain without a guide. Since they know the nature and requirement of the job very climbing mountain without a guide. Since they know the nature and requirement of the job very well, they must be asked

well, they must be asked about the information of the job before about the information of the job before writing a job description.writing a job description.

To resolve the problem I would have used a questionnaire with both structured as well as To resolve the problem I would have used a questionnaire with both structured as well as open-ended questions. That would have lead to lesser confusion and misinterpretation by Phil & ended questions. That would have lead to lesser confusion and misinterpretation by Phil &

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Maybelline.

Maybelline. (The Job Information Sheet is given below which consist of both structured and (The Job Information Sheet is given below which consist of both structured and unstructured questions)

unstructured questions)

Question: Question:



 How would you have conducted the How would you have conducted the job analysis? What should Phil do now?job analysis? What should Phil do now? Solution:

Solution: I would have conducted the job analysis in one of the two ways. Either I would haveI would have conducted the job analysis in one of the two ways. Either I would have used questionnaire (with both structured as well as unstructured questions) or the interview used questionnaire (with both structured as well as unstructured questions) or the interview method.

method. In the

In the interinterview method, after collectinview method, after collecting g the informatithe information, I on, I would further proceedwould further proceeded to ed to get theget the inf

informormatiation on revreviewiewed ed and and veriverifiefied d by by the the immimmediediate ate supesupervirvisor sor of of the the intinterviervieweewee e and and thethe interviewee.

interviewee.

Phil should now use

Phil should now use the informatthe information, which is ion, which is verifieverified and d and reviewreviewed by ed by supersupervisor and workervisor and worker both, for the training purpose of the new worker. The information consists of task, duties & both, for the training purpose of the new worker. The information consists of task, duties & responsibilities of the workers. When the workers will be trained accordingly they’ll know what responsibilities of the workers. When the workers will be trained accordingly they’ll know what to do and how to do, resulting in lesser confusion and time-wastage & increase in productivity so to do and how to do, resulting in lesser confusion and time-wastage & increase in productivity so that Optima Air Filter

that Optima Air Filter Company comes back on track.Company comes back on track.

Questionnaire with Structured & Unstructured Question

Job Analysis Information Sheet

Job Title: ______________________

Job Title: ________________________________________________________ ________ Date: _________________Date: _______________________ ______

Job Code: __

Job Code: __________________________________________________________ ____ Dept.: Dept.: __________________________________________________________ ________

Superior's Title:

Superior's Title: _________________________________________________________________________________________________________________________________ _

Hours worked _______ AM to ________ PM Hours worked _______ AM to ________ PM

Job Analyst's Name:

Job Analyst's Name: _______________________________________________________________________________________________________________ ___________

1.

1. What is the job's overall purposeWhat is the job's overall purpose??

____________

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____________

______________________________________________________________________________________________________________________________________________ __

____________

______________________________________________________________________________________________________________________________________________ __

2.

2. If the incumbent supervises othersIf the incumbent supervises others, list them by job title; if there is more than one employee with the, list them by job title; if there is more than one employee with the same title, put the number

same title, put the number in parentheses following.in parentheses following.

____________ ______________________________________________________________________________________________________________________________________________ __ ____________ ______________________________________________________________________________________________________________________________________________ __ ____________ ______________________________________________________________________________________________________________________________________________ __ 3.

3. Check those activitiesCheck those activitiesthat are part of that are part of the incumbent's supervisory duties.the incumbent's supervisory duties.

π

π TrainingTraining

π

π Performance appraisalPerformance appraisal

π

π Inspecting work Inspecting work

π

π BudgetingBudgeting

π

π Coaching and/or counselingCoaching and/or counseling

π

π Others Others (please (please specify) specify) ________________________________________________________________________________________ ____________

4.

4. Describe the type and extent of supervisionDescribe the type and extent of supervisionreceived by the incumbent.received by the incumbent. ____________

______________________________________________________________________________________________________________________________________________ __

5

5. JOB DUTIES:. JOB DUTIES: Describe briefly WHAT the incumbent does and, if Describe briefly WHAT the incumbent does and, if possible, HOW he or she does it.possible, HOW he or she does it. Include duties in the

Include duties in the following categories:following categories:

a. Daily duties (those performed on a regular basis every day or almost every day) a. Daily duties (those performed on a regular basis every day or almost every day)

____________

__________________________________________________________________________________________________________________________ ________

b. Periodic duties (those performed weekly, monthly, quarterly, or

b. Periodic duties (those performed weekly, monthly, quarterly, or at other regular intervals)at other regular intervals)

____________

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c. Duties performed at

c. Duties performed at irregular intervalsirregular intervals

____________

__________________________________________________________________________________________________________________________ ________

6. Is the incumbent performing duties he

6. Is the incumbent performing duties he or she considers unnecessary? If so, or she considers unnecessary? If so, describe.describe.

____________

______________________________________________________________________________________________________________________________________________ __

7. Is the incumbent performing duties not presently included in the

7. Is the incumbent performing duties not presently included in the job description? If so, describe.job description? If so, describe.

____________

______________________________________________________________________________________________________________________________________________ __

8.

8. EDUCATION:EDUCATION: Check the box that indicates the educational requirements for the Check the box that indicates the educational requirements for the job (job (not not thethe

educational background of the incumbent). educational background of the incumbent).

π

π No formal education requiredNo formal education required

π

π Eighth grade educationEighth grade education

π

π High school diploma (or High school diploma (or equivalent)equivalent)

π

π 2-year college degree (or equivalent)2-year college degree (or equivalent)

π

π 4-year college degree (or equivalent)4-year college degree (or equivalent)

π

π Graduate work or advanced degree (specify:)Graduate work or advanced degree (specify:)

π

π Professional license (specify:)Professional license (specify:)

9.

9. EXPERIENCEEXPERIENCE: Check the amount of experience needed to perform the job.: Check the amount of experience needed to perform the job.

π

π NoneNone

π

π Less than 1 monthLess than 1 month

π

π 1 to 6 months1 to 6 months

π

π 6 months to 1 year 6 months to 1 year

π

π 1 to 3 years1 to 3 years

π

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π

π 5 to 10 years5 to 10 years

π

π More than 10 yearsMore than 10 years

10.

10. LOCATION:LOCATION:Check location of job and, Check location of job and, if necessary or appropriate, describe briefly.if necessary or appropriate, describe briefly.

π π Outdoor Outdoor π π Indoor Indoor π π UndergroundUnderground π π PitPit π π ScaffoldScaffold π

π Other (specify)Other (specify)

11.

11. ENVIRONMENTAL CONDITIONS:ENVIRONMENTAL CONDITIONS:Check any objectionable conditions found on the job andCheck any objectionable conditions found on the job and note afterward how frequently each is encountered (rarely,

note afterward how frequently each is encountered (rarely, occasionally, constantly, etc.)occasionally, constantly, etc.)

π π DirtDirt π π DustDust π π HeatHeat π π ColdCold π π NoiseNoise π π FumesFumes π π OdorsOdors π π Wetness/humidityWetness/humidity π π VibrationVibration π

π Sudden temperature changesSudden temperature changes

π

π Darkness or poor Darkness or poor lightinglighting

π

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12. HEALTH AND SAFETY

12. HEALTH AND SAFETY: Check any undesirable health and safety : Check any undesirable health and safety conditions under which theconditions under which the incumbent must perform and note how often

incumbent must perform and note how often they are encountered.they are encountered.

π

π Elevated workplaceElevated workplace

π

π Mechanical hazardsMechanical hazards

π

π ExplosivesExplosives

π

π Electrical hazardsElectrical hazards

π

π Fire hazardsFire hazards

π

π RadiationRadiation

π

π Other (specify)Other (specify)

13.

13. MACHINES, TOOLS, EQUIPMENT, AND WORK AIDSMACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:: Describe briefly what machines, Describe briefly what machines, tools,tools, equipment, or work aids the incumbent works with on

equipment, or work aids the incumbent works with on a regular basis:a regular basis:

____________

______________________________________________________________________________________________________________________________________________ __

____________

______________________________________________________________________________________________________________________________________________ __

14. Have concrete work standards been established (errors allowed, time

14. Have concrete work standards been established (errors allowed, time taken for a particular task, taken for a particular task, etc.)?etc.)? If so, what are they?

If so, what are they?

____________

______________________________________________________________________________________________________________________________________________ __

15. Are there any personal

15. Are there any personal attributes (special aptitudes, physical characteristicsattributes (special aptitudes, physical characteristics, personality traits, etc.), personality traits, etc.) required by the job?

required by the job?

____________

______________________________________________________________________________________________________________________________________________ __

16. Are there any e

16. Are there any e xceptional problems the incumbent might be expected to encounter in performing thexceptional problems the incumbent might be expected to encounter in performing the job under normal conditions? If so, describe.

job under normal conditions? If so, describe.

____________

______________________________________________________________________________________________________________________________________________ __

17. Describe the successful completion and/or end results of the 17. Describe the successful completion and/or end results of the job.job.

____________

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18. What is the seriousness of

18. What is the seriousness of error on this job? Who or error on this job? Who or what is affected by errors the what is affected by errors the incumbent makes?incumbent makes?

____________

______________________________________________________________________________________________________________________________________________ __

19. To what job would a

19. To what job would a successful incumbent expect to be promoted?successful incumbent expect to be promoted?

[[NoteNote: This form is obviously slanted toward a : This form is obviously slanted toward a manufacturing environmentmanufacturing environment, but it can , but it can be adapted quite easily to fit abe adapted quite easily to fit a number of different types of jobs.]

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Job Description

(Example Overview)

The example below is for a sales person who is selling financial service

products. About 75% of his/her time is spent in the office and the other 25%

is out on the road making presentations to customers. The job requires a

Certified Financial Planners designation and requires heavy duty lead

generation.

Job Requirements

A: Summary of Position

Researches and identifies target client sectors for financial product services.

Develops and implements a sales process to include initial contact, follow up,

presentation and closing procedures. Maintains records of contacts and sales

status including contact reports, sales projections and quota ratios.

B. Job Duties

Research and Create targeted new client lists within Delhi/NCR territory

Makes initial contact with potential clients

Performs routine and regular follow up with potential clients

Performs routine and regular follow up with former clients

Visits potential clients and makes sales presentations

Closes sales

Maintains regular record reporting sales activity

C. Computer Skills and Software Used

Windows operating system

MS Office including Word, Excel and PowerPoint

Constant Contact or other Customer Relations Management Software

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D. Reporting Structure

Reports to regional sales manager

Has nobody directly reporting to this position

Required to participate in Annual Sales Meeting

Employee Requirements

A. Education and Training

Bachelor Degree in business, finance or accounting or commerce or 0-2

Years experience, Bachelors Degree Preferred

Certified Financial Planner

B. Skills and Aptitudes

Fearless cold caller, 250+ Outbound calls per week

Ability to close a sale

Adapt to changing financial conditions and meet customer expectations

C. Environment and Physical

Work in high volume sales office

Be able to sit for prolonged periods of time

Be able to travel to client locations 25% of time

D. D. Licenses/Certi

Licenses/Certifications

fications

CFP - Certified Financial Planner

Indian Driving License

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Success Factors

A. Grow Sales

Increase market channel penetration by 30% in first Year

Develop 3 secondary channels in first 180 days

Grow referral-based sales from 15% to 20% in first year

B. Develop Sales

B. Develop Sales Department

Department

Recruit and train 2 junior sales associates with gross sales of 100K by 3nd

quarter

Increase number of sales presentations by 20% within 12 months

Implement Web-Meeting presentation System to Reduce travel costs by 20%

per year

Comments____________________________________________

____________________________________________________

HR Representative___________________________________

Department Manager__________________________________

Date Completed______________________________________

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Structured Questionnaire

(Example)

Sample Job Analysis Checklists

ROUTINE CLERICAL

ROUTINE CLERICAL RESPONSIBILITI

RESPONSIBILITIES

ES

A

Accttiivviitty y FFrr

D

D W W M M OO

Types labels, letters, envelopes, and invoices. Types labels, letters, envelopes, and invoices.



   

Determine layout and format, and type in finished format. Determine layout and format, and type in finished format.



   

Proof read and correct errors. Proof read and correct errors.



   

Set up an type financial and statistical reports. Set up an type financial and statistical reports.



   

Take dictation and transcribe. Take dictation and transcribe.



   

Transcribe dictation from voice recordings. Transcribe dictation from voice recordings.



   

Record, type, and distribute meeting minutes. Record, type, and distribute meeting minutes.



   

Compose standard letters in response to routine correspondence. Compose standard letters in response to routine correspondence.



   

Schedule appointments without prior clearance, schedule Schedule appointments without prior clearance, schedule meetings and conferences, and make travel arrangements meetings and conferences, and make travel arrangements including reservations.

including reservations.



   

Prepare meeting and conference rooms. Prepare meeting and conference rooms.



   

Maintain, process, distribute, and update records, files, and Maintain, process, distribute, and update records, files, and documents.

documents.



   

Maintain confidential records and files, and handle confidential Maintain confidential records and files, and handle confidential correspondence and records.

correspondence and records.



   

Open, sort and distribute mail. Open, sort and distribute mail.



   

Answer telephones, screen and place calls, monitor and follow up Answer telephones, screen and place calls, monitor and follow up on voice mail recordings, refer callers to appropriate parties. on voice mail recordings, refer callers to appropriate parties.



   

Prepare, process, and verify invoices, bills, checks and receipts. Prepare, process, and verify invoices, bills, checks and receipts.



   

Maintain and report expense account activity. Maintain and report expense account activity.



   

Receive and welcome visitors, and refer to appropriate parties. Receive and welcome visitors, and refer to appropriate parties.



   

Maintain and update mailing lists. Maintain and update mailing lists.

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

   

Enter data electronically and verify. Enter data electronically and verify.



   

Process payroll records. Process payroll records.



   

Perform calculations, post and verify figures, trace and adjust Perform calculations, post and verify figures, trace and adjust errors.

errors.



   

Maintain inventory of office supplies, requisition new supplies, and Maintain inventory of office supplies, requisition new supplies, and distribute supplies to authorized parties.

distribute supplies to authorized parties.



   

Schedule and monitor equipment repairs and service contracts. Schedule and monitor equipment repairs and service contracts.



   

Maintain locks and keys for storage cabinets and other facilities, Maintain locks and keys for storage cabinets and other facilities, and distribute to authorized parties.

and distribute to authorized parties.



   

Orient and train new employees. Orient and train new employees.



   

Schedule work for co-workers as requested. Schedule work for co-workers as requested.



   

Handle cash and negotiable instruments. Handle cash and negotiable instruments.



   

Maintain cash box. Maintain cash box.



   

Sign legal documents. Sign legal documents.



   

Act as resource for others as to staff and locations. Act as resource for others as to staff and locations.



   

Maintain records of cash receipts and disbursements. Maintain records of cash receipts and disbursements.



   

Review job applicants/applications and conducts screening Review job applicants/applications and conducts screening interviews.

interviews.



   

Collate and bind. Collate and bind.

     Make copies. Make copies.     

Date and stamp documents. Date and stamp documents.



   

Recommend improvements in operations and procedures. Recommend improvements in operations and procedures.



   

Modify operations and/or procedures. Modify operations and/or procedures.



   

Maintain procedures and information manuals. Maintain procedures and information manuals.



   

Develop operating budget for approval. Develop operating budget for approval.



   

Research, tabulate, and summarize information of routine, Research, tabulate, and summarize information of routine, periodic or special reports.