Job Description

1
Job Description Job Analysis

• MANA 4328
• Dennis C. Veit
• dveit_at_uta.edu

2
HR Staffing and Analysis

• How many people do we need?
• Product Demand X Labor Productivity
• Turnover
• Where are they coming from?
• Internal Labor Market
• Existing employees
• External Labor Market
• Potential employees

3
Forecasting Labor Requirements

• Total labor requirements
• Productivity and FTE employees
• Scheduling and shifts
• High volume / traffic times
• Internal Labor Market
• An internal survey of Houston Police Department
  officers eligible for retirement in 2010 found
  that 534 plan to leave that year - a 300
  increase over recent years that translates into 1
  in 10 officers.
• External Labor Market
• CVS disclosed in its annual report that it was
  forced to cut pharmacy hours in 2010 due to lack
  to qualified pharmacists.

4
Forecasting Labor Requirements

• How many pilots to we need?
• Commercial air travel has grown 8 percent in the
  past five years, from 683 million passengers per
  year in 2010 to 740 million in 2012, and the FAA
  expects that number to jump to 1.2 billion
  passengers by 2020.
• What determines supply of pilots?
• Training pipeline for new pilots
• Retirements (mandatory retirement at age 60)
• After 9/11, many of the 10,000 pilots who were
  furloughed opted to take early-retirement
  packages, change professions or sought jobs with
  international carriers.
• What is driving the shortage of pilots?
• Competition from overseas carriers
• Competition from U.S. carriers
• U.S. military needs

5
Trend Analysis of HR Demand
BUSINESS ? LABOR
HUMAN RESOURCES FACTOR PRODUCTIVITY DEMAND YEA
R (SALES IN THOUSANDS) (SALES/EMPLOYEE) (NUMBER
OF EMPLOYEES)
1997 2,351 14.33 164 1998 2,613 11.12 235 1999
2,935 8.34 352 2000 3,306 10.02 330 2001 3,613 1
1.12 325 2002 3,748 11.12 337 2003 3,880 12.52 3
10 2004 4,095 12.52 327 2005 4,283 12.52 342 2
006 4,446 12.52 355
Projected figures
6
HR Forecasts

• Labor demand
• Strategic Planning
• Succession Planning
• Managing Retention

• Labor supply
• Labor markets
• Specific shortages

Labor Supply
Labor Demand
7
Forecasting Supply of Employees

• Markov Analysis
• Skill Inventories
• Replacement Charts
• Succession Planning

8
Markov Analysis for a Retail Company
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Replacement Charts
10
Vacancy Factor

• Calculation to help Indicate how many persons it
  takes to fill a position for a single shift,
  taking into account vacation, sick leave,
  training days, and other types of leave.
• Total the number of days-off for all dispatchers
  including days off per week, vacation, sick time,
  training days etc.
• Divide the total by the number of employees to
  obtain an individual average days-off per
  employee.
• Subtract the above figure from 365 (days in a
  year) to estimate the average "days-on per
  employee.
• Divide 365 by the above number to obtain the
  vacancy or factor. 911 call centers average
  between 1.4 to 1.7.

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Job Analysis

• Systematic process for collecting information on
  the important work-related aspects of a job. Job
  Analysis is the systematic process of determining
  the skills, duties, and knowledge required for
  performing the job in any company
• Work activities what the worker does, how and
  why these activities are conducted.
• Tools and equipment used in performing work
  activities.
• Context of the work environment, such as work
  schedule or working conditions.
• Requirements for performing the job KSAs.

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Job Analysis Applications

• HR Planning
• Recruitment job descriptions and want ads
• Selection job requirements and qualifications
• Pricing jobs
• Training and Development
• Performance Management
• Job analysis is particularly important for
• Jobs with potential adverse impact in selection
• Entry-level positions and gatekeeper positions
• Jobs with large numbers of applicants
• Jobs with performance deficiencies

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KSAs Defined --First method

• Knowledge A body of information (typically of a
  factual or procedural nature) that required for
  successful completion of a task.
• Skill An individuals level of competency or
  proficiency in performing a specific task.
  Usually be expressed in numerical terms.
• Ability A more general, enduring trait or
  capability an individual possesses when he or she
  first performs a task.

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KSAs

• Differ in their weight or contribution to task
  performance --(Dont want to be misunderstood)
• Should be judged on two points
• What will be he specific attribute(s) on which
  importance is judged?
• Will the measurement of each attribute be
  categorical (required-preferred) or continuous
  (on a 1 5 rating scale).

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Job Requirements Matrix
Tasks Tasks Tasks KSAs KSAs
Specific Tasks Task Dimensions Importance ( of time) Nature Importance to tasks (1-5)
Arrange schedules with office assistant to ensure that office is staffed. Supervision 30 Knowledge of office policies and operations. 4.9
Assign office tasks to office assistant and volunteers. Supervision Knowledge of office policies and operations.
Type/transcribe letters, memos and reports. Word processing 20 Knowledge of typing formats and software. 3.1
See Exhibit 4.3 on page 151 of Heneman and Judge,
Staffing Organizations, 2009.
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KSAs Defined

• Knowledge
• Various engineering fields and terms.
• DOT regulations
• Skills
• Typing 50 words per minute without error.
• Basic PC operations including email.
• Abilities
• Writing and edit business correspondence.
• Interviewing clients for marketing information.

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KSAs - Do we use or not?

• A Importance to task performance
• minimal importance
• Some importance
• Average importance
• Considerable importance
• Extensive importance
• B. Should the KSA be assessed during
  recruitment/selection? ____Yes ____ No
• C. Is the KSA required, preferred, or not
  required for
• ____ Required ____Preferred ____ Not
  required
• www.Onetcenter.org ONET

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Job Analysis Methods

• Gather job information
• Analyze job information
• Validate job information
• Survey job incumbents
• Managers
• Subject Matter Experts (SMEs)

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Job Analysis Methods

• Gather job information
• Job documents
• Interviews Critical Incident Technique
• Questionnaires
• PAQ (Position Analysis Questionnaire) Most
  popular specific job analysis method.
• Functional Job Analysis
• Position Analysis Questionnaire
• Task Inventory Analysis (KSA matrix)
• Observation Motion studies
• Diaries Time studies

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Job Analysis Methods Sources

• Analyze job information
• Create task statements
• Action verbs
• Concise summary
• Create KSAs or job qualifications
• 3. Sources to be used
• Job Analyst (being neither manager nor incumbent)
• Job Incumbent familiarity with
  tasks/KSAs/Content

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Job Analysis Methods

• Why are PAQs such an advantage in a job analysis?
• They are standardized in content and format, thus
  yield a standardized method of information
  gathering
• Can obtain considerable information from large
  numbers of people
• Economical to administer and score
• Are completed anonymously completed

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• Why use competency models?
• Why avoid competency models?

23

• Why use competency models?
• Flexibility
• Integration
• Cultural fit
• Why avoid competency models?
• Vague
• Less defensible

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Task Statements

• Characterize activities with action verbs.
• Tasks have identifiable beginnings and endings.
• Identifiable outputs or consequences.
• Mean the same thing to all respondents.
• Non-trivial but complete.
• What the worker does, how they do it, to who or
  what and why?

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Competency Models -- Second Method

• Core Competencies for sustainable competitive
  advantage.
• More general, broader descriptions that cut
  across many categories of jobs.
• Integrated with selection, training, and
  performance management.
• Competencies ?Behavioral indicators ?Validation

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Competency Models

• Why use competency models?
• Why avoid competency models?
• Lets see.

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II. Succeeding Through People

• Valuing people Demonstrates respect for others
  regardless of personal background.
• Commitment to Development Develop own and
  others capabilities to better meet
  organizational needs.
• Professionalism Demonstrates candor, composure,
  and commitment to obligations in work
  relationships.
• Empowerment Delegates or accepts responsibility
  to expand own capabilities to take appropriate
  risks and make decisions.
• Influence Uses appropriate methods to motivate
  others.
• Team orientation Accepts the team approach and
  takes necessary action to support its processes
  and goals.

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I. Achieving Competitiveness

• Customer Focus Aggressively monitors and
  anticipates customer requirements and responds to
  them in an appropriate manner.
• Business Focus Strategically monitors business
  performance and environment to enhance
  competitive position.
• Innovation and Change Actively seeks out new
  ideas and displays creativity in adapting to
  changing conditions.
• Results Orientation Demonstrates the drive and
  persistence to meet and exceed job goals for self
  or other.
• Analysis and Planning Uses critical thinking to
  solve problems and develop effective work plans.
• Systems Thinking Improves and integrates
  business process to meet organizational strategic
  goals.
• Technical / Functional Expertise Demonstrates,
  enhances, and shares job-related knowledge and
  skills.

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WHY DO PEOPLE LEAVE!

• Desirability of Leaving
• Job Dis Satisfaction
• Shock in new job (Cultural difference)
• Lack of Career progression
• Ethical questions??
• Lack of Intrinsic or extrinsic rewards
• Labor Market
• Labor market conditions
• Human Capital (education and training
• Job Offers

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Analyzing Turnover

• Diagnosing retention problems
• Active Employee surveys
• Active Exit Interviews
• Passive Research and HRIS Data mining
• HOW MUCH IS TOO MUCH TURNOVER?
• Depends on the Organization
• Depends on the position

31
Job Descriptions

• Job descriptions typically include
• Job title
• Job code
• FLSA status
• Job summary
• Essential job duty task statements
• Job context or any unusual elements
• KSAs required to perform job
• Education required
• Experience required
• Licensure required or certification desired to
  perform the job