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Chapter 4 – Strategic Job Analysis and Competency Modeling

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1 Chapter 4 – Strategic Job Analysis and Competency Modeling
Strategic Staffing Chapter 4 – Strategic Job Analysis and Competency Modeling

2 Learning Objectives After studying this chapter, you should be able to: Explain why job analysis can be strategic. Describe different types of job analyses and what they are used for. Define “job description” and “person specification” and describe how they are used. Describe how to plan a job analysis. Describe how to conduct a job analysis.

3 Job Analysis Definition: a systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well Job analyses are used for multiple purposes, including: Determining job entry requirements Developing a company’s strategic recruiting plan Selecting individuals for employment Developing employee training plans Designing compensation systems Developing performance evaluation measures

4 Job Analysis Framework
Tasks Responsibilities Duties Staffing Training and Development Performance Appraisal Compensation Safety and Health Employee and Labor Relations Legal Considerations Job Descriptions Job Analysis Person Specifications Knowledge Skills Abilities

5 Job Analysis for Staffing
A job analysis that produces a valid selection system identifies worker characteristics that: Distinguish superior from average and unacceptable workers; Are not easily learned on the job; and Exist to at least a moderate extent in the applicant pool. Future-oriented job analysis: job analysis technique for analyzing new jobs or analyzing how jobs will look in the future

6 Job Description A written description of the duties and responsibilities of the job itself based on a job analysis. Job descriptions usually include: The size and type of organization The department and job title The salary range Position grade or level To whom the employee reports and for whom the employee is responsible Brief summary of the main duties and responsibilities of the job Brief summary of the occasional duties and responsibilities of the job Any special equipment used on the job Any special working conditions (e.g. shift or weekend work, foreign travel, etc.) Purpose and frequency of contact with others The statement, “Other duties as assigned” to accommodate job changes and special projects

7 Person Specification Person specification: summarizes the characteristics of someone able to perform the job well Essential criteria: job candidate characteristics that are critical to adequate new hire performance and for which candidates should be screened Desirable criteria: job candidate criteria that may enhance the new hire’s job performance, but that are not essential to adequate job performance

8 Person Specification Knowledge Skills Ability Other

9 Outcomes of Job Analysis
Figure 4-1

10 Job Analysis Methods Must be: Reliable, or replicable
A reliable job analysis procedure will produce the same results when it 1) is applied to the same job by a different job specialist; 2) when a different group of job experts is used; and 3) when it is done at a different time. Valid, or accurately measure what it was intended to measure A valid job analysis accurately captures the target job.

11 Job Analysis Techniques
Critical incidents technique: identifies behaviors that lead to extremely effective or extremely ineffective job performance Job elements method: uses expert brainstorming sessions to identify the characteristics of successful workers Structured interview technique: subject matter experts provide information about the job verbally in a structured interview Task inventory approach: job experts generate a list of tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection Structured Questionnaires: a standardized, structured questionnaire that can be used for just about any job (e.g., the Position Analysis Questionnaire or PAQ)

12 Planning Job Analyses Determine time and resources necessary and available Collect background information about the company, its culture and business strategy, the job, and the job’s contribution to strategy execution and competitive advantage O*NET - Occupational Information Network ( Identify job experts Identify appropriate job analysis technique(s) to use

13 Job Analysis Steps Table 4-5

14 Task Statements Table 4-6

15 Job Requirements Matrix
Table 4-11

16 Competency Modeling Definition: a job analysis method that identifies the necessary worker competencies for high performance Competencies: rather than focusing on job tasks, they are the broader worker characteristics that underlie successful performance or behavior on the job Because competencies are linked to the organization’s business goals, strategy, and values, a person specification resulting from a job description can enhance hiring quality and strategy execution A competency-based job description: Enhances a manager’s flexibility in assigning work Lengthens the life of a job description Can allow firms to group jobs requiring similar competencies under a single job description

17 Competencies Related to Specific Job Environments
Table 4-12

18 Discussion Questions Why do you think some organizations choose to not perform job analyses given their benefits? What could be done to increase their willingness to analyze jobs? How can job analysis make staffing more strategic? How do you personally evaluate different job opportunities and decide which to pursue?

19 Discussion Questions If supervisors and job incumbents disagreed about the relative importance and weights of various job duties, how would you reconcile their conflicting opinions? For example, if a supervisor emphasized the technical aspects of a customer service representative’s job and the representatives emphasized the interpersonal aspects of listening to customers and understanding their problems, what would you do? Some jobs change so rapidly that companies do not feel doing a job analysis is worthwhile because by the time one is done, it’s already outdated. What advice would you give such a company to help them take advantage of the benefits a job analysis has to offer without wasting unnecessary time and resources doing a traditional job analysis?

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