JOB ANALYSIS FOR RECRUITMENT

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JOB ANALYSIS FOR RECRUITMENT
Robin Mattocks
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Details Use The 5 Ws for Missing Info
Job Analysis for Recruitment

• Using 5Ws to explain job analysis
• Who? You and Subject Matter Expert (SME/JKE) or
  HA Hiring Authority Collaboration
• What is it? Per HR Portal It is studying jobs
  to gather, analyze, synthesize and report info re
  job requirements. What it is not Position
  Reallocation or Class Study
• Where? Confidential Room
• When? Planning stage before opening recruitment
  
• Why is it important?
• Use these 5Ws to help you understand, confirm
  and fill in any missing information provided by
  HA.

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Benefits of Job Analysis

• Attract/Attain Best Candidates
• Accurately communicate current duties and
  competencies to candidates
• Duties most used (Form A), Required Competencies
  (ksa) (Form B), Best Assessments/Tests (Form C)
  to use for Competencies
• Document/Justify Competencies Requested (Ties
  duties to competencies required) Uniform
  Guidelines
• Determine most effective means of identifying
  qualifications
• Defense for Compliance Agencies, Audits
  Arbitration
• RESULT GOOD DEFENDABLE RECRUITMENT

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Do Your Research (Sources)

• Before even sending out the JA for Recruitment
  (Form A) to HA
• Review, Analyze and Consider
• Class Specification (auto populate to form?)
• Prior Job Announcement (Consider How Old,
  Quality, Past Result, Defensible)
• May consult other Counties, Agencies
• How have other jurisdictions recruited and
  assessed for this?
• Uniform Guidelines Key Factor Link Duties to
  Competencies (Form A)
• HR Portal WRIPAC, SHRM, CPS, all more complex
  (more methods of JA)
• Prepare for HA Meeting analyze what you have,
  identify what you need and what you want to
  recommend.
• Consider the Source - Who is your Hiring
  Authority (HA), Job or Subject Matter Expert (JKE
  or SME). How well long doing job?

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Degree of Analysis More versus Less?

• Consider
• How long since the last job analysis was
  completed?
• How old is the job specification?
• Have changes occurred since the last analysis?
• Consider the source? Who is your Hiring
  Authority, how long and how well have they done
  the job?
• Is documentation needed?
• IT IS YOUR DECISION

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Responsibilities

• From Hiring Authority, verify duties
  competencies or get update
• Information to Identify and Develop
• For Job Announcement
• Competencies (Knowledge, Skills and Abilities)
  Weights of each
• Rating Criteria Examples of Desirable
  Qualifications. DQ Superior Response
• Your responsibility
• Collaborate With/Guide HA to clarify info, ID
  competencies Superior Response vs Qualified
• You determine Best Assessment Method for each
  Competency with HA buy-in
• Assessment should have Face Value and be Logical
• Assessment should not simply use past practice
  (AAP/QAP)
• Assessment should identify and separate the best
  from mediocre
• Can it be administered and rated in a reasonable
  amount of time and effort
• Your job to sell your recommendations to Hiring
  Authority

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New Forms (A) Duties- (B) Competencies- (C)
AssessmentsOld PDQ renamed/simplified

• The initial form to SME is condensed and renamed
  from PDQ/PDF to Job Analysis for Recruitment
• Changes
• Some questions deleted or moved to meeting with
  HA/SME
• Better reception buy-in from SME
• Collaboration can lead SME to provide more
  meaningful data.
• Forms 3 Responsible for Content and Completion
  listed below
• Form A Position/Person Information Duties (HA)
  before meeting
• Form B Identifying ( Weight) Criticality
  Competencies (you HA collaborate)
• Form C Assessment for Competencies (you and HA
  collaborate)

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Form A- Identifying Major DutiesSection 2 TO
BE COMPLETED BY HIRING AUTHORITY OR SUBJECT
MATTER EXPERTS

• Your Name ________________________________________
  __
• Class Title ______________________________________
  _____
• Place of Work____________________________________
  ____
• Division/Unit ___________________________Phone____
  _____
• Your Supervisors Name ___________________________
  _____
• Supervisors Title ________________________________
  ______
• Instructions For each duty below, estimate the
  of the overall job, whether or not it is
  trainable or needed upon entry to the job and
  list one or more required competencies

Form A Identifying Major Duties Form A Identifying Major Duties Form A Identifying Major Duties Form A Identifying Major Duties Form A Identifying Major Duties
  Percent Trainability Duties Competency or KSA
AcctAst Yes or No Accurately calculate (x,/,, -), and convert to decimals Knowledge of simple math
         
2.         
3.         
4.        
5.         
6.         
7.         
8.         
9.         
10.         
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Form A, Page 2 TO BE COMPLETED BY HIRING
AUTHORITY OR SUBJECT MATTER EXPERT

• In addition to those listed on the attached class
  specification, what qualifications would the
  ideal candidate possess in order to perform the
  duties you described on his or her first day of
  work? (An ideal candidate is incumbent that can
  be successful with no or minimal job training).
  Please list.
• (For example Accounting Assistant I MQ 1 year
  office support or 6 month with statistical or
  financial records.
• AA II 1 year or 18 months respectively.
  Ideal for I level might equal the MQ for II (1
  year or 18 months.)
•  
• Are there any special qualifications for this
  assignment, (beyond MQs on class spec attached)
  required upon entry to the job? (For example,
  new State or Federal requirements certificate,
  degree, registration) ____ If so, identify
  below. 
• Has this job been difficult to find qualified
  candidates for? If yes, explain below. Yes
  ____ No ____
•  
• Where would you most likely find qualified
  candidates? List prior and potential advertising
  resources. 
• Is there anything re this job which makes it
  different from others in this class? Yes ___ No
  ___ please explain.

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Legend Are duties trainable?Trainability

• Yes or No Can affect Weight of competencies
• Be sure to include competency if not trainable
• Calculating not required at this time. Is
  Recommended!
• If calculating, use of time spent on Duties
• (Use approximate s of overall job. is
  relative)
• Trainable on entry to job YES/NO.

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Examples of Meeting Questions

• See Handout
• After you receive Form A/Duties, meet and ask
  questions like
• Any important duties not listed here? Explain
• What do you mean by process. What does
  prepare mean?
• Can they perform the job without possession of
  this competency?
• Collaboratively Complete Forms B and C together.
• Link Duty with Competency, Note If you get stuck
  use Competency Cards
• Are additional competencies/ksas needed to
  perform this duty.
• Beyond the stated qualifications, what would
  ksa/comps would your ideal candidate possess?
  Any special qualifications?
• Possibly pre-populate Form B to confirm info if
  spec. or data provided is recent prior to meeting
• Gain consensus Ensure HA knows he/she has been
  heard, then persuade/sell ideas to HA
• Compromise? If HA makes reasonable argument for
  alternative, consider this as last resort.
  Remember JA is not an exact science.

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Exercise 1 Pre-Meeting Planning Gleaning
Competencies (KSAS) from Duties

• Spend a few minutes reviewing the duties.
• In Groups of 3 Discuss Job Specification Duties
  and suggest the probable competency (KSA)
  necessary to perform that duty.
• Look at Form C. Which assessment exercises could
  measure if an applicant does possess each
  competency?
• Choose which assessments you would recommend to
  your HA and why.

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FORM BIdentifying and Weighing Competencies
CLASSIFICATION CLASSIFICATION CLASSIFICATION CLASSIFICATION CLASSIFICATION CLASSIFICATION CLASSIFICATION
 Note these competencies are required to perform duties  Criticality  Criticality  Criticality Duty Weight
Competency (KSA) Statement 0 1 2  
1.    
2.
3.
4.
5.
6.
7.
8.
9.
10.
LEGEND Criticality Rating Scale - is it essential/critical to competent performance? 0 Possession of this is NOT important to overall competence 1 Possession of this is HELPFUL OR DESIRABLE for overall competence 2 Possession of this is ESSENTIAL for overall competence   Recruiters who prefer to determine competency weights Multiply each duty from Form A, by the Criticality number. Multiply that total by .5 OR (5/10). The total for all of competencies will have a potential of 100 pts.
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Assessment/ Competency Matrix Graph C
CLASSIFICATION       CLASSIFICATION       CLASSIFICATION       ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS ASSESSMENT / TESTING TOOLS
  Competency (KSA) MQ AAP QAP ESSAY M/C ROLE PLAY IN-BASKET PRESENTATION PERFORMANCE OTHER
EX Math Computations X       X          
1.                    
 2.                      
 3.                      
 4.                      
 5.                      
 6.                      
 7.                      
 8.                      
 9.                      
 10.                      
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SUMMARY HOW TO COMPLETE FORMS A, B, AND C.

• Research
• Determine Major or Minor Job Analysis needed
• Prepopulate Form A if appropriate
• Send Form A to HA for completion and request
  return deadline
• Set meeting date with HA allowing sufficient time
  to analyze completed Form A, determine missing or
  unclear information and formulate questions.
• Analyze Completed Form A prior to meeting
• Whats missing, unclear or incomplete?
• Prepare questions
• Review data anticipate competencies/ksas
  necessary for each duty.
• Generate ideas for possible assessments to
  measure each competency/ksa.
• In meeting, be ready to listen, suggest
  alternatives and ways to persuade HA to accept
  your recommendations re assessment methods.

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Role Play Demo - Convincing the Hiring Authority

• Why HA wants fast and easy.
• Explain
• A better candidate pool
• Competition essential (Per State)
• Best Practices accepted taught in college I/O
  Psych
• Even good recruitments and assessments can be
  better so try new approaches
• Show them the saved (metrics)
• More time now means less later (complaint
  responses)
• Can minimize number of complaints - faster
  eligible list to refer
• Less liability defend against
• Selection Complaints
• Compliance Agencies (DFEH, EEOC)
• Lawsuit
• State audits- sanctioning County loss of funds
  
• Loss of control. State can take over OC
  Recruiting

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Convincing Hiring Authority Role Play

• Pay attention to
• Any techniques to approach the subject
• While viewing watch how Recruiter answers Hiring
  Authorities reluctance concerns
• Pay attention to Recruiters non-challenging
  terms
• Techniques to obtain HA input
• Making it HA idea
• Reaching Agreement

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Convincing Hiring Authority Role Play Debriefing

• What worked well and not so well?
• What language was effective in getting buy-in?
• What words or concepts were not as effective when
  discussing the HA?
• How do you think each role player felt?
• What future action could we take to get a better
  result?
• What have we learned?

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Convincing Hiring Authority Role Play Debriefing
continued

• What is a better way to say, no?
• How do you introduce a new concept?
• What is a way to get buy-in?

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What Else?

• See County Policy located on HR Portal for
  further guidelines
• May see that class or spec needs revision
• recommend to Classification
• May see that is too low to recruit
• Notify Supervisor or Compensation/ Negotiation
  Managers

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Summary

• More initial work results in best and less
  turnover
• Buy-in from and education of SME/HA
• Recruitment more defendable
• Face Validity - Appears more fair to candidates
  less complaints
• SME/HA is happier
• You gain credibility

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Questions????

• ?