Job Analysis

Staffing the
Organization
27th June 2006
Job Analysis – A definition

A process for determining the

duties/tasks/responsibilities of a a given role
in an organization & determining
characteristics/attributes of the people who
can perform the role.
 Outputs of the Job Analysis process
– Job Description
– Job Specification
Steps in Job Analysis

 Define end purpose of Job Analysis

– Determine Data required
– Determine How it will be collected?

E.g. Interviewing employee is good for writing job

descriptions and employee selection
E.g. Position Analysis for Job Comparisons
Steps in Job Analysis

 Collect Background Information

– Org Charts
 Shows role relevance
– Work Flow Charts
 Captures contribution of role in organizational processes
 E.g. Account Manager role in Payment process

– Existing JD’s if any

Steps in Job Analysis

 Analyze the job

– Job Activities
– Job Responsibilities & Accountabilities (KRA’s)
– Job Performance (KPI’s)
– KSAP ( Knowledge, Skills, Abilities & Personal
Profile)
– Working conditions ( Shift working )
Steps in Job Analysis

 Verifythe information with the incumbent

and/or immediate supervisor/manager
– Customers/Clients can also be roped in the job
Analysis process
 Develop the Job Description and Job
Specification
Methods of Collecting Information

 Interviews
 General Questionnaires
 Structured Quantitative Questionnaires
 Observations
Interviews – Benefits & Drawbacks

 Benefits
– Simple, direct and quick
– Brings out qualitative aspects
– New insights
 Drawbacks
– Distortion due to misunderstanding, personal
motives
– Exaggeration
Position Analysis Questionnaire
 The Position Analysis Questionnaire (PAQ) developed by McCormick,
Jeanneret, and Mecham (1972) is a structured job analysis instrument
to measure job characteristics and relate them to human
characteristics. It consists of 195 job elements that represent in a
comprehensive manner the domain of human behavior involved in
work activities. The items that fall into five categories:
– Information input (where and how the worker gets information),
– Mental processes (reasoning and other processes that workers use),
– Work output (physical activities and tools used on the job),
– Relationships with other persons, and
– Job context (the physical and social contexts of work).
 Good for Comparing jobs quantitatively
 Good Use In Mergers & Acquistions – combining the jobs of two
organizations and also in any Organization Redesign
Capgemini – E&Y Merger
 E&Y – A US Based limited liability firm (partnership)
with 1000+ partners
 Capgemini – A public limited European Company
with a Management board and several executives
 E&Y – A Big Five Consulting Firm while Capgemini
was an IT outsourcing major
 Acquisition of E&Y by Capgemini resulted in a
severe conflict of roles and job definitions
 Resulted in erosion of market share, dilution of brand
image for E&Y and combined entity, exodus of
talent
Job Analysis – Who should do it?

 Are external consultants required for Job

Analysis? When is a consultant needed
for Job Analysis?
 External consultants
– provide more independent (unbiased) analysis
– Required for analyzing large number of jobs
– Provide Dedicated Focus
Challenges in Traditional Job Analysis

 Work is no longer specialized

– Often Jobs are getting merged
 Process re-design
 Optimization, Improved productivity
 Reduce linkages

 Work is dynamic
– Flexibility and adaptability become key attributes
 Fit to Organization
– Work/Culture fit must be part of the job analysis
Building for Quality & Success

 Define Core attributes across jobs in an

organization
 Use personality tests to ensure culture fit
 Analyze jobs inline with its vision and
strategic goals and the required
organizational attributes
 Strive for flexible & lean organization
A process model for Job Analysis

Suppliers Input Analysis Output Customers

Worker Work KSAP’s Job Team

details Description Members
Supervisor
Team Future Prioritized
Member Changes Profile of Supervisors
Attributes
Imp
Customer
Attributes Attributes
Benchmark needed for Applicants
Selection
data from sucess tools and
other org
method
Understanding KSAP’s

 Knowledge – Concepts e.g. Micro-Economics,

Semi-conductor Design
 Skills - Proficiency in application of knowledge

e.g. Test lab creation, use of spectrum

analyzer
 Abilities – Cognitive/ physical aspects e.g.
problem solving, reasoning
 Personal Profile - Values, Interests, Motivation
etc
Identifying KSAP’s

 Work and Organization Analysis

 The Critical Incident Method
Work and Organization Analysis

 Focus on the work to be done

Two Key Questions

 What does the person need to do in the work
process?
 What attributes (KSAP’s) must the worker
possess to perform the responsibilities?
Challenges in Work/Org Analysis

 Availabilityof Subject Matter Experts who

can provide the information
 Understanding of improvement/quality
initiatives
 Anticipating changed needs
Critical Incident Method

 What Critical Behavior distinguish effective from

ineffective employees?
 Steps
– Identify incidents of good/bad performance
– Setting or circumstances that led up to the incident
– Identify the actions (underlying behavior) that was effective or
ineffective
– Results of the behavior
– Group CI’s in Performance Dimensions or Attributes
– Reveal important KSAP’s
Robert Mager Methodology

 Segregate the best and worst employees

 Identify the characteristics distinguishing
between the two groups
 Translate into KSAP’s
Writing Job Specifications

 Define Specific KSAP’s

 Ensure that KSAP’s are important to Job
performance
 Ensure all aspects of job are covered
 Ensure that KSAP’s are needed for hire
Specific Attributes

 Most Specifications are General

 E.g. Good Communication Skill, Dedicated,
Sincere, Motivated OR
 Mech. Engineer with 3-5 years of exp
Detailing Specifications

Good
Communication

Oral Written

Group Listening Presentation Reports Presentations

Customers

Employees
Relevance of KSAP to Job/Org

 Performance
 Culture Fit
 Strategic Goals
 Other initiatives e.g. Quality
Discussion

 Why is Job Analysis rarely performed in IT

organization?
 What are the future trends in Job Analysis?
Group Assignments

 You are setting up a new campus of SCMHRD.

Define all the roles required to run the campus and
create a detailed job profile for these 3 roles
– Director
– Faculty co-ordinator
– Facilities Manager
– Accounts Manager
– IT Manager
 Use the interview method and create a Job
Analysis Form
Individual Assignment

 Identifyand elaborate on the key attributes

(as part of their jobs), Indian managers need
to have to succeed in the Global Market
place.