Introduction to Job Analysis (JA)

Hay Group
Hay Group was founded in 1943 by Edward N. Hay. Hay Group pioneered the factor comparison job evaluation method and modified it in its Guide Charts.

Organizational Cascade

Organization Mission, Vision, Values

Strategy

Organization Structure

Jobs

Job Families
Jobs which exist to achieve similar end results. Within a Job Family, nature of work is similar, but level of work is differentiated. Differentiating features are: - output / contribution - skills and competencies. Align levels with the grade structure and provide read-across between families.

Job Analysis - The Process

The process of defining and describing the distinct units of contribution required by the organization to achieve its purposes.

The process of establishing clarity between the organization and its employees about what is required of them in their jobs.

The Concept of Accountability

Characteristics of Key Results Areas : Taken together they represent all the key outputs of the job. They focus on results, not duties or activities. They tell the "what", not the "how. They are timeless, standing permanently unless the job itself is changed in a fundamental way. Each one is distinct from the rest, and describes an explicit area in which results must be achieved by the jobholder's action. They suggest measures or tests which could determine whether they are being met

Job Description Preparation Process

Options to consider: Consultants interview managers and/or jobholders, draft JDs and facilitate agreement by the parties concerned. In-house analysts trained by the consultant interview managers and/or jobholders, draft JDs and facilitate agreement by the parties concerned. Managers/Job holder complete a draft JD which is further reviewed and developed with a consultant or trained in-house facilitator.

Role Profile
A two page profile of the job: Key Headings: Role Purpose The fundamental reason for the job Dimensions Significant measurable quantities on which job has some impact Annualized financial data Number of direct reports Key Accountabilities Key outputs expected from the job. Key Performance Indicators (KPIs) A clear measure of the specified output.

Role Profilecontinued
- Communication & People Interaction Information about the key contacts of the job; inside and outside the organization. Competencies Key competencies or behaviors for high performance Decision Making Limits of authority & empowerment.

Knowledge , Skills & Experience

Knowledge, skills and experience required for the job Key competencies or behaviors for high performance

Areas of Contribution
Example: Head Human Resource HR strategy, policies and procedures Leadership of the HR team Human Resources Planning Recruitment and Selection Performance Management Training and Development Reward - Compensation and Benefits Employee Relations HR Budgets- Organization & Departmental

Role Profile Development

Job Purpose: Says why the job exists One sentence Specific to the job, not a general statement

Example- Role Profile Head HR

To advise current and strategic manpower requirements necessary for achieving Companys objectives. Recommend development needs for staff in view of changing business requirements and provide support to other functions for maintaining motivated staff.

Dimensions

Examples: Significant measurable quantities on which the job has some impact. Annualized financial data/budgets Numbers of direct reports

Example - Dimensions
Amount in PKR. Amount in PKR.

Head Human Resource Department Budget Direct Reports Training Budget Training/s Conducted Cost of the Payroll (2004/05) 8,250,000 03 800,000 10 1,800,000 (2005/06) 10,399,000 03 1,450,000 21 2,100,000

Key Accountabilities (Example)

Verb

To develop and implement.

Area of Impact

effective HR strategies , policies and procedures

With What Result

to ensure the company has the necessary resources to achieve its short, medium and long term business plans

Accountability : Key Result Area Format

Verb
Do What

Object
To What/ Whom

Result
Why

Prepare, monitor and Control The Annual Departmental Budget

To ensure expenditure is in line with the business plan

Typical Key Performance Indicators (KPIs)

KPIs are often sector specific Top Level ROI, ROCE, Profitability, Actual; Budget, Growth, Market Share, Territorial coverage. Oil & Gas specific Size/Growth in reservoir, plant availability, volume pumped/processed, HSE. Manufacturing specific Output, stock turnover, balancing of lines, waste/scrap, HSE.

Example KPIs (Head HR)

Performance Maximization Number of filled positions Trainings (mandays delivered) HR Manual is up-to-date and complied.

Communication & People Interaction

The information about the key contacts of the job: With the superior With others in the organization e.g. peers, other departments. With people outside the organization.

Example- Communication & People Interaction (Head HR)

Internal All employees

External HR Consultants Training Institutes& Trainers Head Hunters Outsourcing agencies Lawyers Embassies Govt. departments (e.g labor) Health Insurance companies Architect/s Advertising agencies Interviewees.

Competencies
Personal characteristics that differentiate levels of performance in a given job/role, organization or culture. They are behavioral skills. They are associated with a high-performance organization.

Competencies are like an Iceberg

Competencies are more difficult to observe than technical skills. Skills and knowledge form the tip of the iceberg - they are easier to measure and develop than behavioral competencies. The underlying competencies are less visible but they largely direct and control surface behavior. They are more difficult to measure and develop.

Knowledge, Skills and Experience

Outlines a typical person specification: Should focus on the principal qualifications, skills and experience you would look for when recruiting someone to the role. Will need sensitive handling if the present job holder is under or over qualified for the job.

Decision Making
Limits of empowerment, when a decision is shared, limits on decision making.

Example- Head HR
Recruitments HR Policies Employee Training Recommendations Employee Remuneration Separations

Example- Knowledge, Skills & Experience

Head HR Masters degree is Business Administration preferably in HR. Proven people management skills and experience. People management skills and experience Balance and mature approach must act with integrity, discretion and confidentiality at all times. Minimum 10 years experience in Human Resources at professional level. PC Literate- in particular MS Office Technically competent in the delivery of most HR disciplines resourcing, reward, performance management, appraisal, training/development, employee relations

Objectives
Definition: What is to be achieved or accomplished (output / outcome) in a particular effectiveness area (Key Accountability) by a Job Holder. Objectives are not the activities they are the results of the activities.

Input Job
i.e. tasks / activities

output
i.e. results or objectives

Simple Thumb Rule

Ask the question Why are you doing an activity or carrying out a task.

The answer will be the Result or Output or Objectives of the task or activity.

Objectives must be:

Sound Non-ambiguous Measurable Specific Realistic Challenging but attainable Time bound Agreed

Why are they needed?

Achievement of overall organizational goals Provide direction to people Agreeing of standards Clarification of roles Distribution of work Performance measurement Recognition / Rewarding employees

Job Evaluation

Job Evaluation
Job Evaluation is a systematic process for ranking jobs logically and fairly by comparing job against job or against an pre-determined scale to determine the relative importance of jobs to an organization Which is to say that Job Evaluation..

IS
Comparative Judgmental Structured Job Centered

IS NOT
Absolute Scientific Unstructured Person Focused

The Underlying Principle

Elements of Job Size

+ = Total Job Size

Know How

Problem Solving

Accountability Freedom to Act

Technical Know How Thinking Environment

Management Breadth

Area of Impact Thinking Challenge

Human Relations Skills

Nature of Impact

Know How

Know How
The sum of every kind of knowledge, skill and experience required for standard acceptable performance in the role.

Technical Know - How

The requirement for technical skills, expertise and experience

Management Breadth

The amount of planning and organizing required of the role The requirement for working with and through others to achieve the role accountabilities

Human Relations Skills

Technical Know How

The requirement of technical skills, experience and expertise. Looks at depth and range - however acquired.
Level A B C D E F G Example Description Perform simple task Simple work assignments, often repetitive Sound understanding of Straightforward Procedures Practical understanding of Methods, Systems and Processes Conceptual Understanding In-depth Specialization, Broad Experience Mastery of Concepts

Technical Know How Breadth and Depth

Managing Director

Broad and General

Deep and Narrow

Corporate Tax Advisor

Management Breadth
The knowledge required for harmonizing, integrating and managing activities and functions. It involves combining some or all of the elements of Planning, Organizing, Coordinating, Directing, Executing and Controlling over time.
Planning and organizing Complexity Functional diversity Timescale/planning horizon Scale Horizon/Strategic influence Reflects hierarchies where they exist

Human Relations Skills

The requirement in Know-How for achieving results with and through others both inside and outside the organization.

Information exchange, asking questions, exercising tact Persuasion, assertiveness -based on fact or evidence, empathy to the others point of view Hearts and minds -behavior change, negotiating and partnership working.

Problem Solving

Problem Solving
The self-starting thinking required by the job for analyzing, evaluating, creating, reasoning, arriving at and drawing conclusions.
Thinking Environment Assesses the extent to which thinking is constrained by the context in which it must take place

Thinking Challenge

The complexity of the problems encountered and the extent to which original thinking must be employed to arrive at solutions

Thinking Environment

The level of thinking in the normal course of working Limited by: Direct supervision/guidance Procedures/Policy/Strategy Nature of the task Standards/Precedents Existing principles/body of knowledge

Thinking Challenge
The degree of creativity or original thought required to deliver accountabilities. It assesses the complexity of the problem and the extent to which original thinking must be employed to receive at solutions. Is there a right or a wrong answer ? Solution clear cut or judgmental ? Variables will include, complexity, abstractness and stability. Relationship with Thinking Environment (Freedom to Think).

Accountability

Accountability
The answerability for action and for the consequences of that action. The measured effect of the job on end results. .

Freedom to Act

Measured by the existence or absence of personal, managerial or procedural controls and guidance

Nature of Area of

Impact

How much of the organization does the role impact upon and what is the nature of the impact (direct or indirect)

Freedom to Act
Assesses the extent to which the job or role is subject to personal or procedural guidance or control which may be exercised from within or outside the organization.

Presence of discretion in taking action.

Constrained by : need to refer elsewhere; instructions, procedures, policies; precedent, established ways of working; nature of the work; nature of the system; Reporting lines-where they are relevant

Nature and Area of Impact

Organization Function Department

Job

Gauges how much of the organization, department or functional area is affected by accomplishment of the roles basic purpose and the nature of that impact (direct or indirect).