The employees you hire can make or break your business.

While you may be

tempted to hire the first person who walks in the door--"just to get it over with"--
doing so can be a fatal error. A small company cannot afford to carry deadwood
on staff; so start smart by taking time to figure out your staffing needs before you
even begin looking for job candidates.

Job Analysis:

It is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job
Analysis is a process where judgments are made about data collected on a job.

The Job; not the person

An important concept of Job Analysis is that the analysis is conducted of the Job,
not the person. While Job Analysis data may be collected from incumbents
through interviews or questionnaires, the product of the analysis is a description
or specifications of the job, not a description of the person.

Begin by understanding the requirements of the job being filled. What kind of
personality, experience and education are needed? To determine these attributes,
sit down and do a job analysis covering the following areas:
The mental/physical tasks involved (ranging from judging, planning and managing
to cleaning, lifting and welding)
How the job will be done (the methods and equipment to be used)
The reason the job exists (including an explanation of job goals and how they
relate to other positions in the company)
The qualifications needed (training, knowledge, skills and personality traits)
If you're having trouble, one good way to get information for a job analysis is to
talk to employees and supervisors at other companies that have similar positions.

Job Description & Specification:

Use the job analysis to write a job description and a job specification. Drawing
from these concepts, you can then create your recruitment materials, such as a
classified ad.
The job description is basically an outline of how the job fits in to the company. It
should point out in broad terms the job's goals, responsibilities and duties. First,
write down the job title and whom that person will report to. next, develop a job
statement or summary describing the position's major and minor duties. Finally,
define how the job relates to other positions in the company. Which are
subordinate and which are of equal responsibility and authority?

For a one-person business hiring its first employee, these steps may seem
unnecessary, but remember, you are laying the foundations for your personnel
policy, which will be essential as your company grows. Keeping detailed records
from the time you hire your first employee will make things a lot easier when you
hire your 50th.
The job specification describes the personal requirements you expect from the
employee. Like the job description, it includes the job title, whom the person
reports to, and a summary of the position. However, it also lists any educational
requirements, desired experience and specialized skills or knowledge required.
Include salary range and benefits. Finish by listing any physical or other special
requirements associated with the job, as well as any occupational hazards.

Writing the job description and job specifications will also help you determine
whether you need a part- or full-time employee, whether the person should be
permanent or temporary, and whether you could use an independent contractor to
fill the position

Purpose of Job Analysis:

The purpose of Job Analysis is to establish and document the 'job relatedness'
of employment procedures such as training, selection, compensation, and
performance appraisal.

1. Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or

develop:
• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video, classroom...)

2. Compensation

Job Analysis can be used in compensation to identify or determine:

• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)

3. Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

• job duties that should be included in advertisements of vacant positions;
• appropriate salary level for the position to help determine what salary
should be offered to a candidate;
• minimum requirements (education and/or experience) for screening
applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
 • applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires

4. Performance Review

Job Analysis can be used in performance review to identify or develop:

• goals and objectives
• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated

Information sources of job analysis:

Sources of job information to conduct a job analysis are:

1. External sources of job analysis

• Job analysis information from competitor such as job description and

specification
• Dictionary of Occupational Titles
• U.S. Standard Occupational Classification System
• Other on-line job descriptions

2. Internal sources of job analysis

Job incumbents: observation, interview, questionnaire

• Supervisor of job: interview, questionnaire

• Job analyst
• HR information management system
• Existing job descriptions
• Manuals, publications
• Experts
• Records/file/manuals
• Plans and blueprints
• SMEs (Subject Matter Experts): people who have in-depth knowledge of
specific job under analysis, job skills, and abilities
• Outside consultant

A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would then be
used to assist the Job Analyst who would then conduct an interview of the
incumbent(s). A draft of the identified job duties, responsibilities, equipment,
relationships, and work environment would be reviewed with the supervisor for
accuracy. The Job Analyst would then prepare a job description and/or job
specifications.
The method that you may use in Job Analysis will depend on practical concerns
such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks: The basic unit of a job is the performance of specific
tasks and duties. Information to be collected about these items may
include: frequency, duration, effort, skill, complexity, equipment,
standards, etc.
• Environment: This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may
include unpleasant conditions such as offensive odors and temperature
extremes. There may also be definite risks to the incumbent such as
noxious fumes, radioactive substances, hostile and aggressive people, and
dangerous explosives.
• Tools and Equipment: Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective clothing.
These items need to be specified in a Job Analysis.
• Relationships: Supervision given and received. Relationships with
internal or external people.
• Requirements: The knowledge, skills, and abilities (KSA's) required to
perform the job. While an incumbent may have higher KSA's than those
required for the job, a Job Analysis typically only states the minimum
requirements to perform the job.
How to perform / conduct a job analysis? You should do 8 steps as
follows for conducting / writing a job analysis.
Step 1: Identify purpose of job analysis

You should identify purpose of job analysis because that will determine what job
analysis method, what data will be collected….

Step 2: Selecting the analysts

You can choose analyst from professional human resource, line mangers,
incumbents or consultants.

Step 3: Selecting the appropriate method

• Select representative positions to analyze because there may be too many

similar jobs to analyze, and it may not be necessary to analyze them all.
• Review background information such as organization charts, process charts,
and job descriptions … of positions selected.
• Then identify methods of job analysis. There are many methods in job analysis,
you should pay attention to advantages and disadvantages of each method in
order to choose suitable one.
• Identify sample size of position.

Step 4: Train the analysts

If you intend to use internal analysts you have to teach them how to use the
selected methods.

Step 5: Preparation of job analysis

• Communicate the project in the organization.

• Preparing the documentation, for example: interview questions, questionnaires.

Step 6: Collecting data

• Collecting data on job activities, employee behaviors, working conditions, and

human traits and abilities needed to perform the job…
• Using one or more of the job analysis methods to collect data.
Step 7: Review and verify

Consolidate the results.

You must review all data collected. This will help you to confirm that the
information is factually correct and complete.

How can review information?

• Review data with his or her immediate supervisor.

• Review data by technical conference (is a job analysis method).
• Review data with incumbents by interview.

Step 8: Develop a job description and job specification

Implement the results into the company procedures according to the goal-setting.

Develop a job description and job specification from the job analysis information.
A job description is a written statement that describes the activities and
responsibilities of the job, working conditions and safety and hazards…A job
specification summarizes the personal qualities, traits, skills, and background
required for getting the job done.

Important Applications of Job Analysis:

• Job Description
• Performance Appraisal
• Job Evaluation
• Job Design and Redesign

Practical problems with job analysis:

Problems with job analysis include as follows:

1. Lack of top management support

Role of top management is to communicate to incumbents that purpose of job
analysis is to enhance performance in organization.

2. Lack of training of the analyst and incumbent

Incumbent should be trained about job analysis as purpose of job analysis, if not,
incumbents distort data of job analysis because employee think that process seen
as a threat to employee.

3. Use of only one method

Each method also has advantage and disadvantage so you should use at least 2
methods for job analysis.

Note that job analysis includes both collecting of data and review data so that you
should not use only one method.
4. Use of single source of data only
Information source of job analysis include many one from internal one to external
one… One can not reflect all data about position so that you should use at least 2
ones of job analysis information.

5. Other problems are:

• Intentional or unintentional distortion from incumbent

• Absence of a review
• Lack of participation of all stakeholders
• Job-based rather than person-based.
• Lack of reward for providing quality information
• Insufficient time allowed for the process
• Time spent of job analysis too lengthy.
 Job analysis for Cecos University:
The first stage in the process is to make sure that the job required is made clear.
Knowing the fact we compile the two important documents that are likely to be
part of this process, the job description and the person specification.

Job Description:

The job description will have been drawn up based on an analysis of the job itself.
This may have been discussed beforehand by various members of the department
and senior managers. The job description will contain details of what the job
entails. It would normally include the following information:

• Job title: for example, Senior lecturer in business studies.

• Department: for example, Faculty of Business and Management
• Hours of work: for example, 35 hours per week
• Responsible to: for example, Faculty Manager
• Responsible for: for example, two junior members of the faculty

The job description gives the applicant details about what they would be expected
to do and helps them to decide whether they have the skills, experience and
qualifications to carry out the job. Applicants should therefore be able to
demonstrate that they can do most of the tasks specified. The job description also
gives the selection team a clear outline of what the job involves and helps them to
match the skills of applicants with the job they are expecting them to do.

Person Specification:

The person specification will provide the applicant with details about the sort of
person that the organization is seeking to fill the post. This will include details
about the person's qualifications and skills, their communication skills, the
experience they are expected to have and their ability to work as part of a team or
individuality. For Cecos we classify these in two groups
- 'essential' and ’desirable’.
Our first task is to devise a job description and person specification for the post at
Cecos University. For doing this we had two choices, either devise this from
scratch or use an existing example on which to base the task. But we follow the
first option, devise this from the scratch. For this purpose we go to the human
resources department and ask them for help in this. Remember, however, that
these things cost money to produce, so be careful about obtaining information in
this way.

Advertising the Post:

The next stage is to advertise the post. This may be done on a local, regional,
national or even international basis depending on the type of job. The wider the
post is advertised, the stronger the field of candidates, in all likelihood. There is a
downside to this - if you get a strong candidate from the other end of the country,
the cost of contributing to that person's relocation is likely to be higher.
A newspaper might be the obvious source of advertising for jobs, but not the only
one! The Internet is now a major source of information for job hunters and job
providers. The local press is obviously one source of such adverts, but we didn’t
limit ourselves to newspaper but we also avail the facility of internet for this
purpose.
As we have already mentioned that it would cost to place an advert to recruit a
new teacher/lecturer. The cost is likely to depend on the size of the advert. Having
found out the cost, we devise advertisement with KEY words to highlight our
purpose without too many insignificant words.

Applications:
:
Having placed the advert, you will have to wait some time to start receiving
applications. There will normally be a closing date for the applications. What
happens, though, if you receive a good application after the closing date? Once
the applications start to come in, they will need to be acknowledged, with copies
made and given to the members of staff who will be part of the selection team.
You will already have had to consider how the selection process will be managed,
with information given to candidates in the application pack - details about when
the interviews will take place, what the format of the interviews will be and so on.
Once the closing date has been reached, the applications will have to be screened
and a shortlist drawn up. Some firms will also draw up a 'long list'. A long list
might be the top 10 candidates in terms of how far they meet the job description
and person specification from all the applications. Those who do not meet the
criteria laid down can safely be discarded.

The Selection Process:

The interview day/s itself is likely to consist of a number of parts. These will differ
according to the organization. Some firms, for example, will interview candidates
on separate days so the prospective candidates never meet; schools and colleges
tend to have the interviews all on the same day/s. The interview might last one or
two (or sometimes even more) days and consist of a series of interviews,
discussion sessions, presentations, written tasks, tests and sometimes a video
session. The intention is to build up a picture of the candidate and decide whether
they can do the job (which is highly likely if they have got this far) but also to see
whether they can fit in with the organization and work effectively with the rest of
the people in the organization.
At the end of the process, the decision has to be made whom to appoint. Even if
an agreement is reached, there can be problems. Sometimes people go away from
the interview and reflect on the experience and decide that the job is not for them
after all. So even if the appointment is made, there might be a period of waiting for
the candidate to accept. After this, a written confirmation might be expected. The
selection team therefore might have a rank order of whom they would most like to
appoint, but have a reserve list if their preferred candidate turns down the offer.
For interview we prepare a group of interviewers. We divide this group into two
classes. One class act as the selection team who will conduct the interviews and
make the selection. Another act as candidates. The candidates write a letter of
application in relation to the job description and person specification as devised
in 1st stage.
We arrange to video the interviews - we do this separately so that each candidate
cannot see what happens to the others. The selection team then discusses each
of the candidates in terms of the interview and their application and makes their
judgment about who to appoint.
Once it completed the both classes come together as a group and look at each of
the interviews. Discuss the issues arising out of the interviews. This might
include:
• The sort of questions asked - were they the same for all candidates? Do
they need to be?
• How did each candidate perform in the interview - what were the good and
bad points about their interview technique?
• Do you agree with the decision of the panel? If so, why, and if not, why
not?

Finally

Write a 500-word report assessing the effectiveness of an interview as a means

of selecting a suitable candidate for the post of teacher/lecturer at Cecos
University.

Main purpose of the job:

To carry out research, teaching and administration within the Department, especially in
the area of Computer Science

Main duties and responsibilities:

1. To teach at undergraduate and graduate level in areas allocated by the Head of

Department and reviewed from time to time by the Head of Department.
2. To carry out research and produce publications, or other research outputs, in line
with personal objectives agreed in the Staff review process.
3. To obtain research funding support.
4. To engage with the broader scholarly and professional communities.
5. To supervise or assist with supervision of undergraduate, taught graduate
(Masters) or research graduate (MPhil/PhD) students.
6. To contribute to the development, planning and implementation of a high quality
curriculum.
7. To assist in the development of learning materials, preparing schemes of work
and maintaining records to monitor student progress, achievement and attendance.
 8. To participate in departmental and faculty seminars aimed at sharing research
outcomes and building interdisciplinary collaboration within and outside the
department.
9. To participate in the development, administration and marking of exams and other
assessments.
10. To provide pastoral care and support to students.
11. To participate in the administration of the department’s programmes of study and
other activities as requested.
12. To contribute to departmental, faculty, or UCL-wide working groups or
committees as requested.
13. To maintain own continuing professional development.
14. To actively follow and promote UCL policies, including Equal Opportunities.
15. To maintain an awareness and observation of fire and health and safety
regulations.

PERSON SPECIFICATION:

The person appointed is likely to have the skills and experience listed below.

1. Knowledge

Essential: A strong knowledge of the subject area combined with a broad subject
background enabling contributions to teaching programmes.

2. Skills

Essential: Excellent interpersonal, oral and written communication skills.

Proven record of ability to conduct high quality research which is reflected
. in the authorship of high quality publications, or other research outputs, in
the areas of computer science
Desirable: Proven record of ability to manage time and work to strict deadlines.
Evidence of ability to teach and to supervise academic work by
undergraduates, masters and doctoral students

3. Aptitude

Essential: Ability to work collaboratively

4. Qualifications

Essential: PhD
Desirable: Membership of a relevant professional organization

5. Previous Experience

Essential: Research in computer science

Desirable: Assessment of student work.
Curriculum design.
Engagement with scholarly/professional community
Pastoral care of students.

6. Personal Qualities

Essential: Commitment to academic research

Commitment to high quality teaching and fostering a positive learning
environment for students
Commitment to continuous professional development
Commitment to public communication
Commitment to UCL’s policy of equal opportunity and the ability to work
Harmoniously with colleagues and students of all cultures and
backgrounds.

Benefits:

1. Working with Top Talent from Local and International Universities

2. Central work location
3. 6 monthly performance based review
4. Annual Performance based bonus
5. Health, Accidental & Life Insurance

Job Details:

Job Title: Lecturer/ Senior Lecturer/Reader

Category: Research in the area of computer science
Job For: Alumni
Total Positions: 2
Job Location: Peshawar
Gender: Both
Age: 40 to 60 years
Education: PhD
Minimum Experience: 3 to 4 years
Required Travel: Not Required
Salary Range: PKR 90,000 to120, 000 per month
Apply By: Jun 6, 2010

Comments____________________________________________

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HR Representative___________________________________

Department Manager__________________________________

Date Completed______________________________________