Job Analysis

1
Job Analysis

• Methods for Analyzing the Requirements,
  Competencies, and Rewards of Jobs

2
Job Analysis

• A purposeful, systematic process for
  collecting information on the important
  work-related aspects of a job
• Tasks
• Tools and Equipment
• Work Context
• Employee KSAOs
• Intrinsic and Extrinsic Rewards

3
Use of Job Analysis in Staffing

• Communicate job requirements to applicants in
  recruitment process
• Identify employee specifications (KSAOs)
  necessary for success on a job
• Select or develop predictors that can be
  administered to job applicants and used to
  forecast who are likely to be successful
  employees on the job (e.g., interview protocols,
  work samples, tests)

4
Use of Job Analysis in Staffing

• Develop criteria or standards of performance that
  employees must meet in order to be considered
  successful on a job
• Example Performance appraisal rating scales or
  productivity measures

5
Use of Job Analysis in Staffing

• Develop common set of KSAOs that span multiple
  jobs in the organization
• Identify types of applicants who want specific
  rewards for efficient recruitment
• Develop effective recruitment strategies using
  job rewards information

6
Role of Job Analysis in HR Staffing Areas
Job Analysis Method Systematic Process
for Collecting information on the
Work-Related Aspects of a Job
Employee Specifications
Predictors
Produces
Work-Related Information Job Tasks, Duties,
Work Behaviors, Critical Incidents, etc.
Human Attributes Knowledge, Skills,
Abilities, and Other Employee Characteristics
Selection Instruments Tests, Employment Interview
s, Application Blanks, etc.
Translated into
Translated into
Inferential Leap (1)
Inferential Leap (2)
Criteria
Translated into
Valid ?
Employee Performance Measures Performance
Appraisals, Productivity Assessments, etc.
Inferential Leap (4)
Inferential Leap (3)
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Why Job Analysis is Important

• The Uniform Guidelines on Employee Selection
  Procedures by Federal Government place great
  importance on job analysis
• Litigation involving discrimination cases depend
  on UGESP
• Understand the required tasks and employee
  specifications needed on a job, especially
  considering ADAs essential functions

8
Other Uses of Job Analysis

• Troubleshooting Performance Problems
• Training Program Design
• Job Evaluation for Designing Compensation Programs

9
Types of Job Analysis

• Job Requirements (traditional)
• Competency-Based Job Analysis
• Job Rewards Job Analysis

10
Job Requirements Job Analysis

• Identification of tasks, KSAOs, and work context
  for specific jobs
• Importance of various tasks and KSAOs need to be
  rated (rating or essential/nonessential judgment)
• Context work setting, attire, environmental
  conditions, hazards, etc.
• Result job requirements matrix

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Other Employee Specifications Necessary For Job
Performance

• Physical Requirements--need to be essential under
  ADA
• Licensure/Certification Requirements
• Other/Miscellaneous Requirements--willingness to
  travel, relocate, have own tools, etc.

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Job Requirements Job Analysis
Tasks Job Context
Job Descriptions
KSAOs
Job Specifications
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Link between Job Analysis and Employee KSAOs
Job Analysis
Employee Specifications
Job Analysis Results Tasks, work
behaviors, functions, equipment, conditions under
which job is performed
Identification of Employee Specifications Knowl
edge, skills, abilities, and other employee
characteristics
(Inference) Point 1
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Link between Employee KSAOs and Selection
Instruments
Selection Instrument Development
Employee Specifications
Identification of Employee Specifications Know
ledge, skills, abilities, and other employee
characteristics
Content of Selection Instruments Test items,
employment interview questions, application form
questions, or contents of any other selection
instrument
(Inference) Point 2
15
Competency-Based Job Analysis

• Competency is defined as a high level of
  (successful) performance on certain tasks or
  activities or adequate knowledge of domain or
  skill
• Examples customer focus, adaptability,
  flexibility, team orientation, innovation, etc.

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Competency-Based Job Analysis

• Technique is focused on determining the levels of
  performance and adequacy of knowledge required in
  tasks and activities that span multiple jobs
• Unveils common competencies required across all
  jobs in organization
• Referred to as competency modeling in many
  organizations

17
Competency-based Job Analysis Current State

• Current practice lacks technical rigor
• Lot of variation in how it is being done among
  consultants
• Establishes link between analysis of work and
  business goals and strategies
• Focuses on broad applications, such as
  determining person-organization fit
• More useful for training, rather than selection

18
Future Melding Traditional Job Analysis with
Competency Modeling

• More emphasis on analyzing requirements for
  teamwork
• More emphasis on analyzing personality
  requirements of jobs
• More focus on validity
  
• generalization efforts

19
Future Melding Traditional Job Analysis with
Competency Modeling

• Strategic Job Analysis
• Analysis of current tasks and KSAs
• SMEs meet to discuss how changes are likely to
  affect job
• Information on expected future tasks and KSAs is
  collected from knowledgeable people
• Isolate tasks and KSAs where greatest changes
  are anticipated and select on these

20
Job Rewards Job Analysis

• Derives the intrinsic and extrinsic rewards
  associated with each job
• Extrinsic rewards include pay, benefits,
  potential bonuses, perquisites
• Intrinsic rewards include autonomy, skill
  variety, task feedback, task significance and
  identity, etc.

21
Job Rewards Job Analysis

• Characteristics of Rewards
• Amount
• Differential among incumbents
• Stability over time
• Results
• Information for recruitment purposes
• Employee handbook information

22
Conducting a Job Analysis

• 1. Organize for a job analysis
• Who should perform it?
• How will project be managed and coordinated with
  other activities?
• What resources are available (i.e., time, money,
  people, computer support)?

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Conducting Job Analysis

• 2. Choose the jobs to be studied
• Representativeness of the job
• Criticality of the job
• Number of applicants for the job
• Stability/Obsolescence of job content
• Evidence of adverse impact in selection

24
Conducting Job Analysis

• 2. Choose the job to be studied (cont.)
• Entry-level jobs in an organization
• Jobs serving as links to higher-level jobs
• Evidence of performance deficiencies
• Jobs that are physically demanding

25
Conducting a Job Analysis

• 3. Review the Relevant Literature
• Can show how previous investigators have
  conducted their analyses
• Help evaluate various approaches for conducting
  the analysis
• Help identify potential problems and solutions if
  problems arise
• Help locate additional sources of data not
  considered by the analyst

26
Conducting a Job Analysis

• Internal Sources of Information
• Organizational charts
• Current job descriptions
• Interviews with current employees performing the
  job and their supervisors

27
Conducting a Job Analysis

• External Sources of information
• Dictionary of Occupational Titles (DOT)
• Data, People, Things codes
• Narrative descriptions and related job titles
• Other useful occupational data
• Enhanced Guide for Occupational Exploration
• Worker attributes on 2500 most common jobs in US

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Conducting a Job Analysis

• External Sources of Information (cont.)
• Occupational Information Network (ONet)
  (www.onetcenter.org)
• Database on work and worker characteristics
• Use of artificial intelligence methods to predict
  skills needed in new and changing occupations
• Includes worker characteristics, requirements,
  experience, contexts, tools

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Conducting a Job Analysis

• 4. Select individuals responsible for
  collecting or providing information about jobs
• 1. Job analysts (internal vs. external)
• 2. Job incumbents
• 3. Job supervisors

30
Conducting a Job Analysis

• 5. Select a job analysis method
• Job Analysis Interviews
• Job Analysis Questionnaires
• -Task Analysis Inventories
• -PAQ
• Subject Matter Experts Panel

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I. Job Analysis Interviews

• Analyst questions incumbents and/or supervisors
  about the duties, responsibilities, employee
  KSAs, and equipment or conditions of employment
• Assumes incumbents and supervisors are very
  familiar with job
• Best used with structured set of questions

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I. Job Analysis Interviews

• Problems
• Lack of standardization
• Cannot collect information from a large number of
  people
• Time consuming and inefficient if many jobs need
  to be analyzed
• Distortion and exaggeration by incumbents
• Depends on skill of interviewer

33
II. Job Analysis Questionnaires

• Printed questionnaires are distributed to
  respondents who make judgments about the
  information presented (e.g., activities, tools,
  working conditions, KSAs, etc.)
• Use rating scale (e.g., task frequency,
  importance, difficulty, etc.) to make judgments

34
II. Job Analysis Questionnaires

• Tailored Questionnaires (Task Analysis)
• developed for a specific purpose or a specific
  job
• Prefabricated/Existing Questionnaires (PAQ)
• generic measures developed for use with a
  variety of jobs

35
Example PAQ

• Standardized, structured job analysis
  questionnaire containing 195 items or elements
• Popular off-the-shelf measure

36
Example PAQ Elements Measured

• Information input
• Mental processes
• Work output
• Relationships with other persons
• Job context
• Other job characteristics

37
Example PAQ Ratings Scales Used

• Extent of use
• Amount of time
• Importance to job
• Possibility of occurrence
• Applicability to job
• Special codes
• Six points on rating scale (0 NA, 1-5)

38
Example PAQ Steps in Application

• Select and train agents to analyze jobs
• Select persons to provide job information
• Analyze the jobs selected
• Analyze PAQ data
• Computer scoring program
• Send to PAQ Services, Inc. of Logan, UT

39
Example PAQ Evaluation

• Advantages
• Standardized means to collect and analyze task
  data across many types of jobs
• Produces reliable and valid job data
• Can obtain estimates of worker requirements
  necessary for job

40
Example PAQ Evaluation

• Disadvantages
• Requires reading level of college graduate
• Scores basic work behaviors (elements) rather
  than specific tasks
• Cannot use to develop descriptions of tasks in a
  job and may not be suitable for content
  validation

41
III. Subject Matter Experts (SME) Workshops

• Groups or panels of 10 to 20 job incumbents,
  selected for their knowledge of the job, who work
  with a group leader to produce a job analysis

42
III. SME WorkshopsGeneral Steps

• Select and prepare SMEs
• Identify and rate job tasks
• Identify and rate most important KSAOs
• Judge the relevance of selection measure content
  to the job domain (essential in content
  validation)

43
Supplementary Methods for Collecting Job
Information

• Technical Conferences
• Worker Diaries
• Critical-Incidents Technique
• Worker Participation
• Direct Observation

44
Criteria for Evaluating Job Analysis Methods

• Currently operational and ready for use
• Off-the-shelf availability
• Occupational versatility
• Standardization
• User/Respondent acceptability
• Required amount of job analyst training

45
Criteria for Evaluating Job Analysis Methods

• Sample size needed for reliable results
• Suitability for validity strategies
• Reliability
• Utility in developing selection measures
• Cost (materials, time, training, consulting fees,
  salaries, clerical support)

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Incorporating Job Analysis Results in Selection
Measures
Job Analysis Results
Determination of KSAs
Construction or Choice of Selection Measures