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I 4 . Strategic Job Ana ly~1s an d Competency Modeling

Outline . · C pc1cncy Mod<I

MITR E S)stcm's Engonecnng om

J ob Analysis and th< S1ra1egy behind II

T)pc> ol fob Aoal)SC> Do Job Anol)<IS The Lee.il :111d Pr.,cucal Re0>0n> lor ing •

Job Dc,;criptioos and Person Specifications

Common Job Anal)sis Methods The Cnucal Inc1dcnts Technique The Job Elements Method

lnlm "" Method; The Ta,l ln,enlOI) Approxh The S1n1c1urtd Questlonno1rt Method

Planning a Job Anal)sis lime ll!IJ Rc~ources ldcnllf) mg Job Ex pens ldcn11ft1ng Appropnau: Job Anol)<i' Technique,

Conduc1ing a Job Analysis Ge1 the Support orTop ~fanogeme nl Communu::ue the Purpose of 1hc Job Anal) sis 10 All PJrt1c1pan1>

Collec1 B,clground lnformouon Gencr:uc lhc Task S1a1cmcn1> Gener.Uc the KSAOs Form lhc Job Duly Grouping, Lml KSAOs Bxk 10 1hc: Job Duucs Collect Cnucal Incidents l\'cigh1 the Job Duues Cons1n1c1 • Job Requm,ments Malm 11·n1e the Job D«cnpuon :111d Pmon Spec1ficauon

Other M<1hods: Competency ~lodcling and Job Rc"ards Analysis Competency ~lodehn• Job Re"ards Anal)SIS.

Dn rlop Your Sl.Jl/s. ,h srrnng a Job ·• /11rnn,1c Rriwrds Summa')

Ch.:1p1cr -l • StrJIC'g1c Job An:tl))IS and Compc1cncy ~l odcling

LEARNING OBJECTI VES

Aft" 1111d,-ing this c/1aptrr, you should br able to: i;,pl Jin \\ h)' do,ng •Job analysis can be s1rn1cg1c

l)c,rnlic the d1ffcren1 l)'pes of Job analyse,, and for " hat 1hcy arc ""'d

()?fine ;ob desrnp11011 nnd pt r.son Jpu,jic-ar,011, and dcscn bc h0\\ they ore u,cd

e 0c«nlic 1hc ud,nnt>gc< :ind d,s,d, anlJgcs of d1ffcrcn1 J0b ,nal)m method,

l)c,,nlic how to plan a JOb on, lysi<

l).:,u,b< ho" to conducl • Job nn>I) sis

MITRE System's Engineering Competency Model

The MITRE Corpomuon 1s 3 no1-for-profi1 organu auon "nh C'.\:J)Cn&SC 1ncludm1; S)SIC'm~ cngmccnn~ and mform..t11on 1echnology chlrtertd 10 " Ori.. 1n 1hc m1erc,1 of 1hc public I Approurrutcl) 1"0-lh1nls

of ~tlTRE's 7,600 scu:nttsts. engineers. and suppon spceial1;;1, ha,c m~tcr's or PhD degree:. ~1111~.E

cmplo) CCS "orl.. on hundreds of d1fforcm pro1ccH !lcross thc comp.u1) , m rolc-s demanding a high leHI

of 1echmcal. opcr.u,onal, Wld domain Lnov. ledge ~ ~11TRE " anls 10 ck,ctop a compcle'ncy model for 1b ))~lcms engineers 10 enhance 1~ Mmtcj!lc

('3r atnhty in 1h1s 1..c) arcJ J S) slcm, cngmctnng m1cgra1c, all cng:mccnn~ d1~phnc, and ~prc1alt)

1roup\ rck, ant h> a proJC'Ct 10 en~u ~ th:11 aJI it.il..cholJcr.' ~u1rt'mt'n1, :uc h31Jm.cd anJ met dunnt;

the hfc C)clC of a prOJ('('t MITRE bthc,cs thJt a morr '-JX'Cific Md xcur:uc compc1cnc) model ror 11\ :.)1ilC"mS engmrc.rs wi ll cnhancc 115 recru11men1 :inJ !ilaffi ng :1c11, 11,cs :llld 1mpro,c ns cmplO)CC dc,cl-

Clpmc-nt progr-Jms Imagine 1h31 MITR E a..,Ls )OU for 3<l\'ll"C m ho" 10 build ltm competency moJcl After )IUJ)'tnC th,, rlmptcr, ) OU shou kl have some good idc.:b

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\\'hal c\CI') e!mplo)<.'C docs an an orgamzauon ,hould enhance o firm's bus1nc,-. ,lr:itcgy execu-

tion and po:,u1,cl) contnbutc to lhc compan} ·~ crfccu,rnc"l8. Somc umc, thc~c hcha, 1of') arc

done " hen pcrfom11ng a formal j ob. and 01hcr 11mes thc,c beha\lors rt,ult from d1flcren1 roles

or expected pJllcm, or SCI> of b<ha, iors people play in a company.' Some or~a n11a11on< func-

uon bc,t \\ 1th clearly defined and wcl l-structurcdJOb-.. such ns f'K)S1t1on, on n manuloctunng line.

Other fimh funcllon bc,1 w11h cmploycC's performing muh1p k·. ,omcumcs changin~ . role,;; thut

do not lit 1n10 a single Job dc~n ptlon Somc11 mcs Job, nn: expanded to 1ncorporJtc a new hire· , tJlcnLS in an-all. unrelated to the rn11ml JOb dc ,cnpuon

1111 tlf1Nlt'dfhltlt'r,i m 1fl 11/ l11"li.111o r ,-

Young or~.1n11a11ons oflcn need their fe w cmplO)C'C!t to eac h \\Car mJn) ha1, and to [h.'r•

form dut1c-. i.panmng the finance. human rcsourcr'.), prOOuct dc, clopmcnt , ,ale,. and marketing

fum:uons. R1g1d, fonnal JOb de,cnpllon, can be too rci.tnc11,c for the nccl1' of thcs.: organ11n-

11on1 Organ11u11on, that require cmplo) CCS 10 he lle>iblc 111 11 hal 1hey do. including consulll ng

ri nn< hkc Accenture and Pro" com. oflcn prefer cmplo) cc, to be lle\lblc and rely lc>s on formal Job dc,cnpllons Many organ 11Jt1on< rel) on formal 10b de-.cnpuon, for ,ome po,111on,. ,uch

11s ndm1n1stra11, c or staff JOb~. and on le~') structured mlci. for crcJt1,c or kJdcr.i.h1p po<-111011'

Procter & Gamble often hores peopl e 111th no clcJr po<111on m 1mnd. focu,,ng on hnngmg in

people 1111h <ofl , ~111s and talent ~ho ha, c the po1cn11al 10 gro11 \\ llh the comp,ny ' Rcg Jrdlc,~ of \\hcthcr n compJny relic, on Job, or role~. the p:r.,on hm.•d mu, 1 ha,c the

conipc1cnc1e~ und mo11 , a11 on 10 do \\ hat the firm need.~ done . Und~r,;;.1nnd111g ,, h,ll 1~ and ,, hat

"Ill be rc,1uircd to do n J0b 11ell "necc"al') 1f tom pamc< arc to hire 1hc right people. Job an:tl) -

'" is 1hc procc,1 that , ta fli ng professional> use 10 rirst 1den11 f) the 1a;~, required by J J0b. and

then c,,1lu:ttc l\hJl 1s rcquorcd 10 pcrfonn each of the l.i,,~, lhJl compn..: the Job 11,e p10le"

can be J -.trJ1cg1c tool that n:suhs III a compct 111 , c athJntagc 1f 11 align, the n.·lJu1rcn11:nb of .1

Joh l\ llh the comp,m y's bu,mcs, strategy, ta~,ng ,mo account "hat 1< requ1n·d 10 pcrfonn the

Joh tod.1) a, \\ ell as m 1hc future. lrnagme the job of corporate marl eu ng m 1he IJIC 1990,. "hen

the In ternet ""' bcg,nnmg to hn1•c business impact. If J compan) planned 10 t>cg ,n u,ing the

Internet a~ a markc11ng 1001 ,,11hm the next )car or two, l11nn£ o m3r~ct1ng pcnion unahk 10 u,I.'

tedmolog) could ha,e been a poor stralcg,c choice. A JOb anal)S" 1ucn~ric, the l)JJC of people 10 n:cnm and on \\hat charac1cn-.11cs 10 c,aluatc 1hem It can also help to 1dent1f~ carci:r p.uh,

and fllOJ)(}int 1urno,C'r n sl.. fartoo

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JOBA.\<LISIS

r n,:,~c rn• rH •'f i.k111Jf11n, .-:J.lt1 ~(IN "¥"'fWll/-'f['tc'U r/ J 14~ i;r,4 tit, c!t...ir&11 't'l'ft' (f .a

• r\Lr ,vr.:..rto.!:,11•tl.

JOB rt Ill/ I J t• ... ,-v .. , .,, "' :1w1,r1>,,, , ,1/ J., r hr ~,.,,,.t,r,lt.i,u,rrn •ltlJJI,~.,,. •t c...,1,

cJ "11h 1h< )'"'., I fi , II "''" fo, J n -n:nl k\l:"J .. ll""x lJ( ) 1 hire ba,cJ on I lC' ~rcc1 IC S,..J ' and 4il)C( r, ~ , ' 1"'- a.Jlo,\cd C1ul·1nam.1a ll , IC: abtt.._ ,,1 thi: 1.hm· nl\ ti '"'Ill nr,-J.:J fOf ca.h J,,d I pr<-J,.:i,bk man ner can he read iii an:ui ,cd Ii,,._

Jo~ rerfomu.-J in a con-,,,tcn ' n thJI JfC' ,1ructun~d around nc l\\Orls 1,Jt,..,. -~ , ~ell for C'lfg;iru1:u10 ct _ ... • oq11s, Ind ih,, dc.:,n 1 "on,, t n,ng •cll.<Jcr,ncJ Joh, BccJusc lhc roles 10 lhc .,_, whcr thJn .iruunJ 1nJ1"dull, per 1

00 - a Joh anal)'" of1cn cannot adcqua1ely defin• ,.~ 10 each cinp O) " · '""'II ,h,nsc anJ are unique broader role, ploi cd hy people in lhc,c po,11 ,ons r11hc

Thu, ,,.1u,11ng ,he 1 • r """""b,li11c, and rcquiremenl\ o f Oe••bl 'U... tit tr cap1urc 11c ""r "-' c lh ... ,p<1:1t1c , .. , ~ .. 1.an I c h I

JooL, JI role, rllhcr than Job~ 1, comptttnty 111

~ ~ t,J\CJ " orl s Ont rrocC"durt'

1 . a nt'IC'n ,cs nc-tJcJ 10 perform "ell 1n roles •u ,1i., _, lh. brnJJcr 1.:0nl,-- .. - Oonn. .• \, hu.:h :in.u) tcfi ' d ·~ ,.u~tomcr scr, 1cc i!,lr31egy mea n~ 1ha1 11 nc,.,4~ • """Cl

r an,ple Sor mom , • ,.., 10 L hl Job, or c, · f hJ' ,nr n cu)tomcr focu, and gooJ an1erpcrs00 .. 1 •·i'"" th th •ompctcnci« o • • s., 1, pc,•rk " 1 c' , 11

W lmJrl , lo" -co;t s1ra1cg) mco n, 1ha1 11 needs 1o bu, - II as •ooJ s,ks '•' ' a h h b P<o,, "c < • nrnicJ 11 ",inponan1 10 con; ,der o" 1 c JO ca n best con1ni,...

"ho arc effimn,) o hJI 1a,ls need 10 he done Bcrau,c compc1cnc• m""- ' I ('\C'CUUOn nlll J U~I " J we!. ... ,t f3 tf) .. ' _ ~ .. ha"iors anJ characlcrtiilln. 11 often nu[!mc nt s Job analysis -. u.Jcnul!c) thc~C' c,tr4 l1\: , t~

"hen, )Ob 1> "'II defined G I El ho~• the C\CCU(IO n of ;lr.llCC) encr:, • Cclnc (GE) per(-., Job ll1Jh,1\ Cln en .un,.\. - v" '"-"'IU

Jnl1'>1> on ,1,.<.1k, force :ind founJ lhJI "1lc,p:oplc llcre sp<·nJing 80 pcrecn1 of thctt lunt• hure~u.. r.iu, dui,c,, ""' dllt'C~) 10" ,rJ JCII\IIICS dm ,ng sales Thi, '""Shi allowed GE 10 II<. g JlllLt the fun .. uon, of 11, ~.l.lc, rtprc;,cnlJll\ CS 10 better Jltg n their acu, 111c'i \\ 1th the ffll\~11.11, the orc3Jl17..3Ul>n ~

in this chopicr. iou "'11 lcJm 1hc fundamcn1al ; or doing bo1h Job unalysis and compc~ moJchng Afier rc.JJ,ng llu, chJplcr, }OU ,houlJ ha1 c a good unders1and1ng of how 10 Ide !he «-cnull clemcn,, of • JOb and dc1mmnc "ha1 emploi cc, need 10 do lo cxccu1c !he fin, tiu~1nc~s s1r.11cg) and 10 g1\e the compJn) a compcuu,c Jd,.antJ£C

JOB ANALYSIS AND THE STRATEGY BEHIND IT

Types of Job An~lyses

A job analysis " !he sis1cma11c P'"""' of ,Jcnllf} mg .,nd Jcsmbin!' lhc 1111ponan1 aspcu,• J JOb •nd 1hc ch:irnc1cn,11,s , " orlcr need, 10 do 11 11ell II 1dcn11ric, lhc job's unponruu ll•l and " oriJng cond111ons as "di as the 1ools and lcthnolog,c, people du,ng lhc Job us, II ,n,ohc, m.iling JuJgmcn1> •bou1 "h.11 an cmploicc need, 10 du 10 pcrfonn II Job "'•II &I\CI specific busmm mJl<t) anJ cullurc of an organ11a11on II docs nOI ncrc<sanly mean prof, 1hc Job mcumb<n110 hire someone ,,111, lar The goJI 1s 10 defi ne 1hc ,deal rndl\ 1Jual for 1)1'1 lrom 1h, pmpw11 c of 1he compJny, 11, ma1cgy. and 1hc cmplo) ccs "11h "ho111 lhe nc• h "'II \\OfL

Job an:IJ}IC< ore u,cJ for muh,rlc purpo1cs J1rnuf h"ul humJn rc,oun.c manJf(ll'< 1nclud1ng

• Dc1trm1nang a Job· s cnlf) r~u1rrmcnts • Do1clopmg a mo1eg1c rccru,uni pl.tn for 1hc firm • Sclccung md11 ,duals for emplo) 111rn1 • Do«lop,ng cmploi cc tt:uning plan, • rx, ,,n1ng cmplO)tc compcn\afl lm '-) ,,cm, • Dc,cloping pt:rfonnancc c,aluJtton mcJ~Url'.!i

Doingf a Job •n•IJ 111 allo hdp, HR prub, mn,,h ,J1,·~• ir11c Joh< 1010 job (arullir< group,ng,o Jobs lhll cithcr call fors I , , ,. Johfaml •··· ,m,ar""r,crchJrJl.lcm1,c,or con1ain pamlkl\lor•i.. · I 1es cn1t.11N,.'.( an orgJnll.lllOn' fi. n h I d: JU" one officrll b G "' 111} b) Jlln"ing 1< orkcr, 10 pcrfom1 1111>tt cnJhling ri nm 1~~ roup,'"~ 100' '"10 fa m,hc, can al,., help , 1n,amlinc 1hc Maffi ng P"""'' ><k, 11on procrJu,:-C

1 ~

0 1 hp e 0' diffcrcmJob, from the ,.uuc pool of c11nd1da1cs. apply 1hc1J~

' cm, and pru\ld • 3 lo)"' Tahlc +J prcscnisan«am I f ' '}>lema11c prorc<lurc for promoung cmr p ' 0 group,n£ Joh, m10 Joh IJ1111 hc,

ChJptcr -l • S1ratcg1c Joh AnJl)\IS o.nJ Competency MoJchng 87

Grouping Jo~ Into Job Families

Job F• mily Ex amples of Jobs Within Job Family

Personnel Recnuters

Secretaries

Chemical Eng neers

Recn.uter

&ecut1ve Recrv,ter

Human Resources Sp eciali st

Employment Coordinator

Secreury

Cieri< Typ,st

Department Secretary

Adm1n1strahve Support Assistant

ProJeC1 Eng,neer

Chem,cal Eng ,neer

Eng neenng Scientist

Sc,ent1st

Oilkrcnt purpo:tCii rc~u1rc d1ffcrcn1 JOh anal)5tl' lt.:lhn14uc, Th..: tL·1..hn1quc, of m1crc,1 to u, arc thO)C u~cd for ,1al fi ng-rcl:111:d purpo~, A s1affing o ncnicd JOb an.ii) ,1, uluma1l'1) a1c1' in ihc J c,clopmcnt o r ,:1l1J. or JOb-rd:ucd, rC'CTull1ng plan, and , rkctmn de, 1cri;; that 1dcn11 I) 1hc ~~, canJ ufa1cs for J JOb A JOb ana.1) S1' that produ1.·c, a, altd ~~lccll('l11 r,,,y~h:m uknu fic, dura.; - IL'n(;IIC) in c:md1da1c~ that

• J1~ungu1sh c;,upcnor lrom O\Cf"Jgc :and un:icaptablc \\ Urlc~. , arc no1 ,·asi ly lcarnl'J on 1hc Joh. and • C\l\t to al lca1.;t a modcrnlc e, 1cn1 111 the rtpphcant p<'IOI

Then: arc m:tn) "..lYS of conduc11n~ :SJOh :lilJI) '''· hu l nH,_hl m, o hc a JOh .111.ll):,I m.tnJg 1ng 1h< procc,, ond colkc11ng 1nfomia11on from JOh npcn, - l) plcJII) p<oplc "ho alrc,,J) hold the JOh Jnd th,·ir :,upt.·n 1:,nrs- , 1a 1n1cn 1c,,, o.nd "nucn ,un <.·,, lltc J1Jh .111J l) "t the n cn mp1lc, ,tn\l ,umman,cs th1' mformauon, nnJ the JC'lh c,pcru chccl 1hcn "or~ for nuUIJi..) nnJ 1horoughnc" Ilcll1n: \lJfli ng cnn tN: don..- \lra1eg1cally , 11 ,, cnucal thJt thl' contnbull<ln, o f the pch1t1on to the org:1n11J11on J , ,,ell as lh~ r h.lfJCll.'rb ll,. \ nnJ rcttum.·mc nt, ,,f th.: J(lti ~ lhllroughl) undcf'trKxi Complmc, hL.c O r.11-ll I aborntonc, unJ Equ,,.tlf Ch('n11 .. ·l l, ,omlm t th<'rough 1nh ,tnJl)'i;.C~ bdon: dre1d1ng ho1, 10 , 1.,ff ~C) p<'<IIIOn,

Ri:i;c:irch ha~ :,h0 \\11 th::11 lirm ~ th.u c ng.Jgc in 1.·lfc1,:t1\I.' 10h .111.1\)''' fin.inn.111) uu1pt.·rtc,r111 1hc1r <.' Ompc111or, 1n J vJm.·t) 01 "·')~ 10 Unk" the"·') J p1i..111on contnbu1c, 10 1he c.c.u11on of 1hc hu,ine" , 1ralC£) 1, umkN11od, II " IIIIP"'"hlc 10 "°"'" 1cn1ly lure f!(Clp k uMc to do the JOh rn 1hc.· nllnncr It occJ, to tx· J une 10 n:rnlorl"<.' the firm ' s ~1r.11cg) I ur l' \Jmplc , a m.111u lJl.lunng comp.in) pu1,um£ J ,f)l;..i,11!,1 hu,in.:,, ,1ru1q:) ,, ltkCI) lo rcquHL' ,Jlc~ rcprcscn tJllvc, "1th aJ vomL·J dl..' g_H.::c, or ,, nh ,~t1r11,. L'JutJlllln,11 Jfld ~,p1.·n i:n11.1.I l1J~ ~~wun,.t.. - bJl l i;mund, that mJkc 1!11: m tx-,1 ,u 11cd 10 1.:on1111'utc to lh\'.' n r~.tnl/Jlll\11·, mJrll't nid1r Dul a manufoc tunnf L,Hnp.lll) pur,um~ a l<m -1.·o,, \trati:g) mJ) ln\. u, ,,n huing d11~·1t~nq minded tx•oplc ,,ho c Jn Lin lhC"ir Joh, ,,1:11 t-iut 011..· "1lli nf 10 "orl lor lu"cr \\ Jgc, to l ccp 1hc rompan)•· , co,t, c.Jov. n

A f11 111re-orirntcd job on ali si, 11 i, ., 1cchn14uc for anali11ng nm 1uh< or h01, Joh, -.,11 lrok in the lu1ur~ Whcrc,L, n 1rnd111onal JOh 1mal)''' ftK.' m.:, on c..k,cnbing Job, ,.., 1h~) 1..""< i,1 lodJ~, J fu1Urc-011r n1cd JOb anal) iii\ fcX"u,c, on 1dcnlll) JOl! the :, l1II, the L'1,mp,my al,n .m1 11. 1- PJl1:\ nl'cJing 111 1hc lulur~ Think aN'ut Lhc t~p1ra.J .1J11uni-.1ramc .i..,1,Htnl JOh m 1h~ 1990, .,, c..oinpu1..-r, llC~Jn cnh:nng 1hc \\ OrLpl.u.c r\L11111n1,1ra11,c J..,.a..,ani.. \\er~ ~1i:, 1i:d fl.1,c<l up,1n lh-:ir D1,1aphonc 3nd ,hon hand ,~111 ,. Tiic ,,cnJr1<1 1< d c.irl) J,tr «cnl i. ,Jay In fu11m i,·.11 ,, "'1th th\! 1m rcJ,1n~ us..- of i,,pccch rcco~n111on tc~hnoklt!Y thr , ci: 11.11 u1..., 111 t,· d 1I IL·1~n1 11•\ 1 lirm, m1~l11 n~rd ,1:Lrctarn.:, \\ ho can ~peal rnp1Jly ""c.J .11111. ul.ur dtMI~ So11h.1111h:, 1t1L· ,p,:c\l .11

/· LTl RF-IIR/1;,\?W JO/I ,I \' 1/ I 1/\ 11 utlm,., ir /1 r 1i,1,1h:1111.: 11n, J I••,,, I,,,. ,,,t,1 ,,,,'/ /ni.,I,. II• 1'•r /Mh,ff

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Co mpon~u of the Job-Worker Mat<h

RGU~E 4-1

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difficult 10 11,:un13,n current JOh profile, cost-cffcc11vcJy la "h,ch JOb> d1:u,gc , .n m ~ JOhs or on Job, the) need to fill f requcnlly lO ..... t, c'll.-<, Oll]ln11•uon, ,hould focus on cy ----

the return on 1hc1t ,n,csmicnl J for ;tJOing 1o mltch the Job'< c urrent and future••·'-- L 4-1 llu 1ta1c, 1hc nee ..,.. Iii r1gurc

1 > ,c cJurn<tcn,ur> JnJ compctcnc,c, o f the " orker. and the job's inn.

""pon,1b1ht,_c• "uh ti th ·• 's JnJ mo111 a11ons of lh~ "Nkcr To supplcmcn1 ••· .• 1 ( 1< :iro., \\Ith C Ol'I.-U ""' I

,uou ,-mn,i, r I

pcrfom, an orgJ011lt10nal anal)>II 10 1dcnuf) perso• ••·,,, ~t me organ1L3U0n, a}() •oeu,1 •

JO.u)"' · • 0

1 onll cuhurc nm approach,, bc ,1 u,cd ,n org11maii~•• b h I he t fit th< orpnllJ, .,... • 1t1 uic, t 3 ' r J m to u,c thc,r unique charac1cns11c, when performing the.,,., 1!1\I! cmplo)CCS ~umc1ent rtc O J'N-

1 d P ct ical Reasons for Doing a Job Analysis

The Lega an ra A, " ' haic e,plwncd. the JOb 3nal)'" pro-c,, cn3blcs finns to hire the people best lblci conmbutc 10 the compJO) ·s orgaml3t10nJI cffcctl\cne,s and pcrforrnJnce Ho"e,er, then:.

, . J I n• 3Job anal)"' a, 11ell The legal rca.on, re late to the org11ninoor 1t:i.1I rea:,an.s ,or 1:on ui.. 1 ~ •hiht) to'™'" that ,t> hmng mctlioJs arc JOb rd3icd A Job anal)"' help, create an IICCU!lltllJ ,urrenl l"t of th, C'5<nual function, of o JOb and tl,c required and dc>1red quJhficnt1ons cmi,1<,, re, that do 11 ,hould hJ, c B<Cau'o< on opphcJnt mu<L mee1 the stat ed JOlrrelntcd rcquU'Ctlla<!. crufung •Job dc,cnpuon bJmJ on ohJe,u,c '13nJird, ,, a cnucal ,tep fo r n,o,d,ng anddcfe,;

1ng tu1urc lJilurc 10 h,rr 3.nJ wrongful J1"hartc IJ\\!llllh Compan1ts arc not required h) I•" 10 condutt JOh anJJy-..,,, but they do increase afini, 1

ab,ht) tu nuke ,1arfing dcm ,on, bJ>CJ sold) on JOb r1·qu1rcmen1> For example, undlf u. Amenc•m "uh D1,:,.b1hucs Ad (ADA l. JS long J, di,ableJ ,,ppl icants cnn perform the C>5Ctiil func11on, ol J Joh _. ,th reJ>Unablc accommoJJuon, the) hJ1 c 10 be con,,dcred for the po,,ta

Doing • Job JnJl) ,11 h<lps ,1alfin£ , pcc,Jh,i, ')'temJt1ca ll) ,Jcnufy a pos11ion'1,- t1JI tun,uons, a~ \I.Cl! as 1hc com:)pt.lndmg ~nn" h.·<l£C. ,~111,. ah1 l111c .... anJ Other Ch3Jilttm.~1, t KSAO,) :u, emplo)« ncrd> 10 rcrforrn tho,c lun,uon< Fur c <Jmplc. ,f a Job require; cl1•~ ,ng ,1J1rs, 11J11ng thi< ,n the Job Jc<, npuon " 'II he lp pn,1cc1 an employer from a clJJm fm ,omeone confined to a "hcckh.ur lh.it h1.' or !!hi: \\J, d1,..1.nrn1n.1h:t.l 3£3in,t b.1,i;U on ht.Ht ~c. 1nJb1lit) 10 J o so" E.mnlial functi ons arc dcfineJ b) 1hc ADA J' the lunJJmcntJI dullct tT tJ.,ls of a po<iuon A,corJmg 101he ADA.• Joh func11on 111,1) he deemed <,scn11JI for J num-.i of re:l>On,, 1ncl uJ1ng . but not hmucJ 10, the follm11ng

Because the rt:lSOn 1hr po-.111on e,i-.b 1' to pcr(nm1 1hJ1 I um t1on Bccau-c of 1hr hnu1cd number of cmplo}ec, a1,1ilJhlc a1111>ng "horn the pcrfClfnlJlh~ thJt Job fun ction can be ""'~ncd or dmnbu1eJ BccJuse the fun cuon ,s ,o h1ghli <pcC1Jl11eJ thJt 1hr 111,,11nhcn1 111 the po;iuon "w•d ,pc<1ficJII) for h11 or her ,-pcn,se ur ah,ht) 10 pcrh>nn 1hr pJn,rulnr funcuon 8ccJu\C of lhc conscqu,nm of not n.'(Ju1nng JO 1nrumh<n1 to pafonn 1hr p:uucular Jw,.IK'4

• 81.!'cJu~ of the term~ of II collccuH· harga1mng J£rCl'm-.·n1

Thcrrfarc, 11 1~ cnucal tu compk1c a Joh .mJl) ~I~ ~h)rr J rl',.:ruuinJ; and !-Ckl't1on \)~ "dc,clopcd To meet lcgJI requirements. a Job anl l) "' mu,1

I. 8 ' \Ohd •nd ,dcn1tf) the "0t~ir', ~no~lcdgc, 1l 1lls, Jhilll ll''· nnd 111ha Clt,uJdCn''"

n<ecs"") 10 do the Joh and d1ffrrent1J1c superior lront 1,.,d) acn·1'1,1blc wo1l crs 2. :e d,n "'nung and rclc10nt 10 the pan,c ul.lf Joh '" quc-111,11 J. c cmcd rmm mul11plt> ~ourre-;

ChJp1cr -1 • Stratctic Job ;\ 11Jf)'s 1, and Cumpctem.·y ~ll~.kl1ng 89

The Practical Reasons for Doing a Job Analysis

, 11 l,nks the staff,og process to the firm's bvs,oess s1ra1egy and to what the firm needs ,n terms of the position ,n the future It helps HR personnel wnte an accurate descnptJo n of 1he Job's require ments and duties for the purposes or advert1s1ng aind recn.11t1ng for an open pos,t,o n

• It enable s HR p e rsonnel to wnte a n accurate descr1pt,on of the type of pe rson the organizat1on wants to recrun It a,ds ,n the ,dent,ficat,on of the best select,on methods that should be used to 1,11 a posit ion

• It clanf1es how to prese nt the Job's rewards to candidates 1n the most appealing way to n,atch their needs and interests

, It helps to ,deot,fy what to change on the C\Jrrent Sti ffing system for a JOb It provid es a foundat,on to de termine the best way to combine a Job candidate's scores on nivlt pie assessment methods to compute a total score for compa rison with the scores of the othe r candid ates II ass,m potenual recn.,ts when they are mak,ng up their minds about whether to apply based on their percewed ht w1th an interest m the req uirements and respons1b1ht1es of the pos tion

11,erc arc man y pracucal reasons 10 don Joh anol) S" In add111on 10 cnhanc111g the cffcc urcne;s of Staffi ng cffons, Job nnal)"S procedures arc u,cful for other human rc,ourcc manJgC· UH'nl ac11,111cs. such a~ performance monogcmcnl, compcnsallon, trnrn m~. dcq~Jopmcnt. oml ~u1., ~),._10n planning Tahlc 4•2 summar11cs some of 1hc rea1:.on~ r\'l:llcd 10 o;1affing

JOB DESCRIPTIONS AND PERSON SPECIFICATIONS

One of 1hc pn mary outcomes of u ,1affing-oricn1ed JOb anal) SI < is a j ob description. or a " nllcn d,<cnpuon of the duucs and re,pons,h,hucs o.<socrn1cd 1111h a JOb 11,cif Job dc,cnpuon, u,uJII)

include

• TI1c ~1,c onJ type of orsani,auon • 11,c dcpartmcm and J•>b 1,1Jc • The salaf') r .ingc • P,1, 1t1on sradc or lc\CI • To " hNn 1hc cmplo) e'-~ reporl'i and for " hom thc cmplO)Cr I') rc)r,un,tblc

Dnef o;ummary of thl' m.:un duuc~ and rc,J)()m1h1l 111c, of the Jllh Bncf :)Umnrnr,, ol lhl' OCl'~hlOnal du11c, and n: ,po11~1b1l1ttc'i of lht.! Job An) 1p<e1al cqu1pmcnl u,eJ on the JOb t\ n) , pcc 1.1l \\orlmg comJ111on) bh1ft or \\ Cd.end \\ork. foreign lr::J\ cl, ct-.· J

• l'urp<.1, c and freq uency ol ronlJCI \\ 1Lh 01hcr, • ·n,c ... 1.ucmcn1 , "Other du1 1c, J') 0"1gncd .. 10 UCl Olllnh)JJtc JOb cl1J11gr, and ~pcr1.d pH1J1.'Lb

JC'l'i J c,cnp11on, arc t)l)l1.JII) pJit of an org,an11Jllun's n:cru1tmcnt m:11cn..1b 10 mlorn1 p.,1,·n11JI , Jnd 1dJ1c, about the rcqu1remcn1> and n;,pot1,1b1huc, or the JOb being filled. \\1icn \\ntmg J 10h dc~npuon lor ,1 recnu11ng m.h cr11,cmcnt. a, t,n..l u,mg ,ague !Jnguagc and tf) w car tu~ the 1n1<:rc,1 of tJrgctcd JOb ~-.•d,,cfb U,c lantuJic thJI m.ikc.., ll c~> for JOh , cckl'r" to unJl..'f'\IJnd \\lt.11 Lhc JOh ,, .md hm, 10 Jctcmlm\! \\ hc1hcr or not the) ..uc quJ.lificd fur 1t A\,c\ wmmumt.Jllll~ mfn1mJt1on Jbout the comf1J.n) nm.I 1~culturc can be hclp!ul m attrncung appllcJnt~ "ho po"c'" tJ~, in't.l charJctcn .stK, nnd c1uah11cs Rc..,-.·.m:h h;b fuum..1 that rccnuung mhcm,l·mcnt rni:-.,J£i:, cL1ntJ1111ng mfomlallon about J r ompJ n)

0

) ,aluc'ii1J and v.ork rcqum: mcnh 1 ~ inCTl'.":15C)

tJ~ n11r.ic1 1, cn..:v, ol the oppon umt) to 1n<l1, 1Juah "ho Iii thu'°!C , a.lucs am.I organ11a110n.1l 11ccd, To b.:,t aur.u. t tnlcntl~J JOh \Ccl cf'\. al, u mclu'-lc mfon11at1on on ho\\ ,, orkmg for )UUr cornpan) v.111 tx-nrlil them. Provh.hng mfonnJtarn ribout IJtlOI"' 1m.luJ 111f Ji,hancrm..:nt opponunlltC"'i. v.nrk~ Ide h.1IJn,c, ,rn<l CJ.n!~r dc \. clopm-.·nt c:an m.:i~c )UUr <.:ompan)' look moq ~1tlraCt1\.C

Re,tJurJnt d i,u n Red Lobster "-:ltc10, 1h01 .,lthough 10b llc'><'npuon, nc<tl 10 1dent1f) c""nuJI Joh fu11<. 1u,n, 10 meet lcdcml lcgi,JJUOn gu,dclmc,, OIC) don't h,11 e tu h< bcnng So 1hc compJny 111.kk '" 1.k,rnptinn (,I C)"'CnllJ.I JOh luncuons engaging b) mt:OrJ'llrauns L~ cnrnp.1n) ·~ pnnc1pk,, , Jiu'-'" .mJ m1',mn , tJtcmcnL After <lomg n JOb analy~1'\ Red I .ob,tc.r tllcnufacJ \\h..11 mJ.RJ_gC""- <lu

JO/I /1 1:SCNIPTIO \'

., rirrtn dr(a1pritm (lj ,,.,. d u11r1 cm,/ rr,(>j1nub1lit1ei a.H11Cl11trJ II Jf/1 a )"b

I

' l i

' I •-- -

90

l'f.Jbl) \ Sl'fCIFIC , TJU \

~• w.1un.i.1,n,t1nu{

.. - .,,,..r,,r.. ,.,,~ .. ,.,. '")"'""',di

E:SSE.\TI-lL CRJTERJA

Jl9 ~ .. t ltaN,.."f.t' ,U/ll.f dtat df'lt -ntJHU ro tit, aJ,q..u, ~,(ur•r,wn a •1 ·-,..,, DESJIUIJU CRrrE.RJA

J«' c~, t nJl'14 tJtat m,n ,...'-°f' t Jw II- ,i,t,t' 1 Ji,/, 1.liLI C l'U t,,gJ dwJ an not , n n1nal w QIJrl/uaJr Jl10 ,,..r.,,__,

J o b An•IJSis

J.lb ll.'(lTlf''""'

OiJlhnC" I.he 1~ r (.-al J(lb duu c, i111J ri,ron,1b1l1tJc."\

FIGURE 4~2 Ovtcomu of ii Job Afla lym

P.•rso,1 Spe<lj1ct1t10,,

Ou1hncs 1hc cswmml amt dcs1mblc cntcna for the

p.:r,.on doing the Job

anJ then Jc.·, eloped 3 i:ompctcncv model to lln~ those acU\ 111cs '"th its busrnCM strntc:gy, ~ ;uuJ ,i,io n 8<."<-"UU-.C th.·ir n:,,..cJ .Jnb dc.·-.cnpuons ga,c appltc ants a bcucr unde~tanchng orlhc,M; n:qm~menb JnJ ho" "ell the) fit them, Red Lob,tcr "a.-. alilc to hire one of C\'Cry Si.\ ~

11 mtcn-ic-Y.cJ r:Jthcr ihan onf) om: of nmc Red LQthtcr c~um:ucs Lhat the rcduc~on In ~

tumo,cr due hJ lhc ,mpro,cdJob dc~npuon.') has ~,cd Lhc company abou~ S7 milhon.16 The o&.hcr pnmar) outcome of a Job anal) s1:, 1s a JWl"'SOn spcc1ncaUon, aho tllltd

1 - "lucccs.-. rrulile - Pcr.,on ,rx,·cification 11umman1c, the charactcn~uc11 o f somcooc able lO do the Job \HII BJ.'-C'd l)n the iob dc,cnpuon, the pcn,on ,pcc1ficauo n pro files Lhc persona] s.L~ quahfic:J tion,, a~ditu.~), and c ~pcnence) the o rgan11auon need) to c, alua lc in Jo b candidMts dunng the rccruitm..:nl and .;clc..:uon proccs, Thc"lc charac:tcnslJc) !thou Id relate dirccll} lO llat Juucs of Lhc Job. co ni3in the mrn,mum n:qi.nrc:men~ csscn11al to ~o 1hc ;ob c ffccuvcly, &If ,houlJ be lb specific ru, p0"1)Jbl..- The~ charac1en)UCS form lhc basis of the recruiting Stn&eo- to attract qu:ilificd applicant.\ Because 11 dcscntic) the t)pc of person bc~ t s uited for Lhc ;ob, lbi: pcl"on "lpt:cificauon helps 10 1Jcnufy "hen: and ho,, ;ob openings !tho uld be communi~• "ell as provide a._,)bsmcnl and screening c ntena for JOb applicanlS

Per.on ,pccitic:iuon, often dc~nbc the "1dcaf' candidate, "luc h I ) usually someone ,111 m.1n) )Car.t of c,pcncncc, h1sh pas1 performance, excellcnl li.!.'.ldersh1p .'.lnd kamwo rk skills, 11d \lrong lcchni('al ~ltl b, In reahl) , the goat of finding Lhc ··pcrfcc1" cand idate who c ,ccls a.tC\"tr) ;ob rcqul.fC'mcn1 1s f:1.1'('!) a11:11nablc Pnontwng Lhc charactcn sucs a pen.on most needs lO do the JOb \occcssfull) :ind hl: mg "11l1ng 10 accept a s llgh!l y lm\Cr degree of r,crfonnancc 1n t15 1mponan1 J.n:as can lead 10 more appropna1c person spcc1 fo .. ·:mons The ; o b candidate ctwc 1cn'iucs that arc cnuc.11 can be catcgorued ns cs.stntial crite ria , and ; o b c andidates shoukt bt '-CT'Cencd for them Cn1cna thJ.1 can enhance the new hire', SUl..'1.."C!t"I o n the Jo b but th:u m ~ C)~nu.il can be ca1cgon1cd o" desirable cri te ria To choose among candidates who a.II poSSttl the e<1o-.cn11al cn1cna. a firm can looL. a1 their de,1rnblc cmcna Figure 4-2 1llusmucs the n:I.UJOt- ~h,p bc11A ec n doing a;ob an.1l)"S and ~onrng ou1 c.s,cnual and desi rable c ntcna for the Job

h 1~ " orth"hdc 10 g1\e some d1ouFh1 10 "hat the .. cffcc11\c pcrfo m1am.•e" or a nc~ hlR: means "hen " nuni; person spcc1ficat10ns ArbUrJf') cn tena unrcla1ed 10 J Ob ~uccc""s should u be included m person spcc1fic.1uum, Man) pc ™Jn spcc1 fica11on, Ma te a 1111mmum number of ~cars of c,:pcncncc. GPA. )pec 1fo..· dt·grecs. and other acll\lllCo;; o r , J...,11 s Somc11mC11 Lhcsc qull1 ficauon:,, arc nol :11 all rcle,an1 10 JOb succc,, For c,ompk , m ~om1.; ;ob~. n person's 1c1..hati:• ~l 11J<1, m1~hl he less 1mpon.1ni than 111 5 or her pc~1 ,1cnce, cooper .. 111, 1.; nc..,,. interpersonal 1iL.1II :.and consc1cn11ou"nc)~ \\lien degrees arc required for hiring bu! :1r1.; 110 1 really nccc,saf)' tOd the 10b, the n~k or ad,cr'iC impact al,o 1ncre~c1i R:11her 1han arbitr~tnl) ,pcc1f) 1ng the n:i:;uitt mcnl5 a ne" hut• mu,1 meet, linn, ncctl 10 C\Uluate ; oh cJnJ u..lJIC~ ,,n th o,c c n1 cno 1ha1 tn.h prcJ1c1 "hcthcr !hey"' 111 be able to <lo the ;ob ,uccc,~fully

COMMON JOB A NALYSIS METHODS

D1fTcrcn1 Joh anal)~f'j methods" ll • m.l -- ~ 1 ~ J al') "l 1 reg, 11, ho" Job mf1Jnn.111on " collected, nn::i l)rcu, ocumcntcd E.xh method rcqui~ d1fTcrcn 1 amounts o f 111nc, 1~')()UfLI.!\ anJ 10\01\cmcnl h) fl~

e,pm; A, a resull some method hr d ' ., o,. lh ~ • ' arc uer at e~nhms the JOh and , o mc nn,; t:x:11cr 01 1,.11. ~ 1

"~ e ""r er Job anal)"lt'i l) pKa11) u~ more th.,n one rn1.·1hoJ hct.:,1u,c coll ccung .1II the rtlc,.n 1n,om1Jtmn ahout a Jnb" u,uJ..1 1) im N d I i ol • I h 1 ?l"'

1 c to a u,mgJU'-l on-: t'f lhi: mc1h0lb It b be.st 101 un 1.:Jt.

1 J('I JJIJ )''it~ mcihoJ J , a dt ,Ufll t lovl 111.11 IL!ad~ to d1tlcrcnt m,,g1111, .m<l mfo m1:m on ab('lut 2.P'

Char,tcr 4 • S1rn1cg1c Job Analysis Cltld Com petency -'1odchng 9 1

f \H' of th~ mo st imponant fe ature~ of nny ;ob analys 1~ method nre tha1 11 be relwble, or ,~·rhc:iblc, :md wl,J. or 3ccuraicly mc.burc ...,hat II \\ il-" intended to mca~un.: A rcliahlc J Oh ()nJh'•~ pr1xcdurc \\Ill produce the same re~uhs when 11 ( I)" appltcJ 10 Lhe same job b) :i t.1itlc l'\·ntJ11b stxi:iah,I, (2 ) when a dilfcrcn1 group of ;ob npcns 15 U) Cd. and (3) "hen 11 1, done JI 3 d iflcrcnt 11111..:

t\,•, t. , .. c ' "II d1 ~ u" fi,c of Lh..: mo~t com monly u.scJ ;ob u.nal)'s1s methods and then dc ~ nbc JJOb JnJl))I~ appru,K' h th.it U!'.C'i mul uple method'\ und worL.<1, for many diffe rent 1ypc) or 1obs

The Critical Incidents Technique

Th' crilicu l incidents tee hni<1u e 17

" a ; o h anal)''\IS mL·thoJ that 1dcn ufic~ e,.trcmcly cft-:cll\C

30; incffcct1\C bd1.1, 1or, by <loc u mc1111ng cnttcnl 1nc1Jcn 1s tha1 ha, e occ urred o n Lhc ; ob 18

f or eJdl inc 1Jcn1. the cnt, ..:al 1nc1dcn1, Job anal),st, 1cchniquc 1Jcnt1ric,

1. th..: r,rrmmtmtrr:) lcJdmg up to 1hc c\Cnl . o r 1hc ,cqucnce o f events 1hat occurred, ! the ucrum taken by 1h1..• \\Orkcr. anJ .\. the ron.)eq 1;c ,1rtl o f the .1c uon 1al.....:n

Cn t1c 1I 1nc1Jc nb can be co llec ted through 1n1cn 1c"' "" .. , 1th incumbents nnd supcn 1sor. orb) ~vie,., 1ng logbools or othe r wnncn record., o f JOb c\Cnt.s (Lhc.,c are u~uall) more cffcc- U\C for c(lllccuns ncga 11 ve cn11c:1l inciden ts) Job ex pen, can d 1~cu~,;; any e H'.:n ts they Jccl mo,1 clearly 11lu'Stra1c cffccu, c or poor ; ob pcrfom1.1nce

AltcrnaUHly , the dutlc) or Lhe Job can N collce1ed (ir,;1 Joh ex.pens can 1h...-n dt~ U~.) a ~orl,. cH"nl thal 1s an example or paruc ul arly ,guod o r poor JX'rfonnance Cln a p1r11cula.r ;ob dut ) If the JOh duuc~ arc not prcdctcm11ncd. nfter recording the incid ent-., the Job anjl) , t rc v1c\H them 10 1<l..: nt1fy a set o r cnucal ;ob duucs (e ~, problcm-soh mg or cu!'.10mcr-rc la1 1o n~ duties ). Jnd lJ1cn ,dcnulic c; the relevant ...,orL.cr chj..ich:ns t1 c!io req uired for the ,ucccssfo l performance of thc..c duuc~

The cnucal mc1Jcnb tcchm4u\! 1, a pan1rnlnrly u)Cful rncll1od for 1d cnufyrng mfrcqucn1 or unu,u.il " o rk c,c nl) 1'1:11 may be m1s "'d by o ther Job .rnaly s1) methods (parucularly -.u1ndard1Lcd quc~11onna1rcs) The 1cc hmq11c ,~ al ,o one of the few me thods th.11 cons ider "'hat applic:mt char.1ctcn,11c-, sho uld he scrccneJ ou1 as "ell as --cn:cncd m Critical mc 1den1S t.ha1 help to cxpl.11n "hY cmplo)ec~ " 1th the sk ills and quahlicau ons for L11c Job failed 10 pcrfonn up to c>.pi;c1.1uon~ can 1dcnllf) pcrsonJh l) and other char.ic1cnsucs thJt ~ho uld be n, o ,ded an new h trc s

C{'!llccLmg cn11cal inc1den1.s 1s rclaU\'cl) 111e,pcns1vc and 1~ o flcn used in con;uncuon "1th other 10h anal) SIS technique, to capture the " cxtrcm~s" of ;ob bcha,1 0N anJ, thu:,,, to d,~tm- ~u,, h <,; up..:nor from O\Cragc o r barcl)' ncccpt:iblc \\Orl en. The cn ucol 1nc1d<.•n1s 1cc hn14uc l"I ,omwme, u,cd to collect mfonnat1on ahou1 •·aHrni;c·· ;ob performance b \,ell llecausc stori e!I .tOOul ar tu.11 \\Ork c\Cn1, arc collected , the method 1-s nl~o \ Cry good for dc\Clo pmg tntcr.'1cw quc\llO n':1 and other screening types of IC)IS Doing a cnucnl 111 c1Jcnb JOb onal) s.11.o cnn al,o help a cmnp.m) Jcknd 1hclf aga.rn,t lunng J1,c rnmn.u1 on 11 II can dcx:umcnt tha1 1hc person uh1 - m:1tcly hm:d J ..: 111o n,1rated the cap:1h1l11) to do thL· Job under cn t1ca\ c1rcums1nncc<1,

The Job Elements Method

Th..:- job elcmrnts m c Chod 1q" u,cd pnmJnl ) "11h rndu, tn jl {'!Ccup .tll<m, :mJ lc ,,cr- ,1...tllc-d ; olh TI1q oh clcmcnb mcl hod foc u,l'' on 1dcn1d) '"l? lhe " harJctc11,111. .. , of ,,or l.cr, \\ho.ire ;ihl..:- to do UK' 10h a1,1 ,u11,fJctor) kH I l l1c proce~, 111 q1hc,

I. Sckl 11ng .i group C'f C\f'('rl~ (1111. luJ1ng 111cumh .. •111, and their )Up.:n 1,or, l 2. ConJ u1.11ng hr.11n , 1orming ~c" 10 11, " uh 1hcm tu 1Jcnllf) the d1.1ractcn~11c~ ,uccc"lul

\\Orl.cr. current ly ha\l' J. A,,,~n mg "c1gh1<1, 10 each c h.tr.llh.'n,111.. (clcm..:nt) ~.1,1..•J on the fo llo"-111g crncn J

n. lhc prtlp1,.lrltl..lll o l b.u cl! ;iccl·p1.1bl...- v,orJ..,c,-.., "110 hJh' the JOl:i ckm cnl {orcharJt1cn,11c I. h. lim, cffccll \C the d cmcnt 1, " h1,,•n 1t i:omc, 1n p1cl...m£ a ,upcm1r worker. r . th..: lruuhl c 111...cl) to ,x:i:ur II the d cm1.·nl h nl,t 1.on,uk·ri:J. Jnc..l d. prad1c;il11 ). ,1r th~ d lccl th at u,tn!! th..: 10h clew ~ 111 in ~r1.•1.·nrng 100 L"•tnd1J.11c, "111

hJ,c on 1hc urgan11.>.t1011· , .101111! 10 ri ll JOh opening~ .a. An.ti) 1111g 1hc J"h cll!mcnl d.1 1;i

CH_ITIC I L 1vc m 1-;.\'T 'i, TEC/1.\IQU/i

uj<,b ,111u/v~u mr1lwd ,1w1 11lem1fit 1 ru,.rmrl) rjfurnr ond mrbtt t•• .- bf'lw11ort b) d1Kumrn,,n>,', nth al 111, ,dtmr 1lu11 /;a, t' o,. r urrrd on 1/1r Juli

1 011 f,LJ:,Jll VT~ \1£11/UU

tJJl tb a11u/~ 1H mt'llrc.J 1/im tnt'I t'lf'tH

b1u1•111or1•1m_i: Jt"Cll"'lf '" 1drflll/1 1J1t

, luirar1rr1111,, 111<<r1ifu/ ,1,•rl.-,, ,.,,,,.,.,/, lunr

J

I

__ 1 C ,m~t:tli. \ \h.'1t"hn~ 9.l \.~_. • "- r.1. ~-...,,,. J.~ \ IU,\'-"' 111"" 1.:

Interview Methods , h sls intrr,ic11 "30 infonnJI Clln,crsa1,on '"Lh a JOb c~pcn,

t ' ' TRI CTI Rl.D J(IB " ,u , ,, An un,tructurtd JOb an• . tht nt••J~cr of a Job incumbent, "uh no prepared qucsuo111 llli..,. £\TUI ,i11 a car-bl< 1,,b ,ncumhcnt "' b. ,_neru<e in 3JOb The JOb e, prn 1s told the pun,,,._ A,-

C - - 'T.,-W •u'l"'I '-

JI .,.-,. "t,,.~ .. ,~11,.oh "-',~'" ... ~,,,_,,.'Ill\

ITR{CTl RJJ) I\Tt.R\ ll:1\

IICTBOO

o,on \\hOC\ IL•lb r h ·~o(..._ c,r,n =be""' f".' of Lhe '"""""· ,, luch help, forn, t c .<01nersat1on The '"lcn ~ iob .u,.1h,,, onJ th, r,xu, on,cr-ouon e,r1,,nng the Job c,prn s perceptions or the ""- .1>l< que,uon, "' .".," • ~c folio" up qucsnon< nic inters tc" I) pically starts by c,pl: 1111 ul.c< dcu,kd notes to cn;il,

1 th~ le) iasJ.s tor each. the" orl cr chamctensiics .,.,, 811,

IJobr<<ronstbl ,11e~ , d f ·-,Uui.t• mo,11mpoct;)J] J the •rformance rntena for each 111>, on or the Job 115 3 "holt ~ pcrfmn th<"' 135' '· an ~ ~,rtant for JOb pcrformJnce arc also disc ussed '½ .._ J<lcr :-c,mNt(nt. u: .. lh.1t 3fC 1mr I b "ro ' ,- • b h sis inttn iew 1e<.hn1que » •> JO "prns to provide tnionn._

The structurtd JO • 0• , Th I od I

~1 fJ,e•to--focc mti:r\Icv. s 1, met 1 can he 3 SOOd t'< ihe oh ,crt,;ill) tn ,tn1, u,w rt..... l >ut J • -• f ob """"' an, ohk to p.111,c,patc ,n the Job anal)·s1s effon ··~

•.• 1 .. h· nonl, 3 ,malloum,.:r o J ,.. 11 or,r.._

,t,;Jl'l.o/ , • .,.'1 ... , ,.,_.,..l " c i~t~quid.l) B«ou"4.!3n:IJU\el) ,ma amnu nt ofd.'.Ua iscotJ'"' -•r-r,:vmr,._,,:.;.,vi1v~1111 J('lb anal)~"' mu~tbcrompi.:,;: Id d tlh ll<'IQI

b ·'i ,,professionoJ,hou con uc c 1n1crs1c\\ s torcducct•· .._ .... uw JVO .~rti.,J;, ·" fmH rw-r.. \bing Uu, ll"Chnh,IUC 3 Ill an:u "' f h '"' '1lt ... ,1t>-JU11:"tW""~' I.. d Urt n.,n1c1rJnlS focu~ on 1dtnll ~Inf C o.rnctcn sltcs lh.11 d1 ... ,

of 1nttl'\ 11.'" er vllS W1 en,. ,- - I ~u'11Uwa

1 ti.( /\'l £.\ TUR) Al'PROACH

~,-IO.»UJ1JU .-rfl&...J .. •.lullli

ittb C!pfl'D f("'if'O't O tu, P{ j(} tn 1(.(1 rmu ,rr....,,,d uuo • a:ttnnt1 'l"flrnlllt( - }lob t ~ •r IM'!£Gtftt ,i,, hln[--nj.--.u .vr ,._,,. ~daJ.·tJ"" ~Jl,11'11,r,r.llllltruin.rz..,i

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TtU'

.tc 't'I. ,..c,,f,..,,,,;,--uar Wo ~•u:.tl ~UI trd .ltMO.-J Pit .:a W'l""JWJU p/., ,,.,,-q;. 1N, ~II' ..,.,, 0

,u nor from o,cmc or b:irel) acrtptahk "°''crs For c, .1mp c, t\\ O possible quc,uons tq rcld . .. l d d ~. • ,tn1durcd Job anal) >I> '""" ,c,. for u radio "" cmblcr' s Job arc -v,,.

"ou '" a, e un • bl d o'" d " II h ' "' ,,. lhc ,;,c-~ucnrc of 31.u,n1c3 )OU pcrfonn in .b.SC'm mg a ra I an . O\\ muc lime do )OIi ,rend on cJCh pan of the as"'mhly proccs,r

u,ing Jn tnlcn ,c" guide can e,pcJ11c Job anal) Sts tnU:f\ IC\\) and help to )landard,a: tie ,nrormauon collccu~J m eacb ,n1cn1c\4 Job JnJl),1~ 1ntcn1t:\\ gu1<lcs arc l1,1s of QUC\ll01&t1 a.L d,tTcrcnlJOb c,rcn> . ..nJ someumc, mdud~ r:illn£ \Caks of lhc amount or frequency or

1 Job charxten:,Uc An e, ;implc of :1 JOb anJl~,1, 1n1cr\ 1ew gu1Je for an adm1mstr:lt1\ c P0Stlklt• )hov.n m Table +-3 BcrJu'ic inter, 1c, ... ce, u 111 , .ti)' m ho,~ 1hc) pcrcc1,e Jnd de~nbc the p. u 15 imponlnl 10 conJuct mulllple mLer,1C"' 10 1J1.·n11r) common themes and compctcl\.1C\ Orpanuauons u, uall) ,cnf) mlcnte" result.) v.1th J more oh;ccu,c tcdm14ul! ,uch as Dcbrd IM or quc,11onn;ure

The Task Inventory Appro~ch

The wk ln,·,ntory approach rtll« on JOb es pen, 10 generate a list ol JOb rclc, ont ta.,,l, (l)p- cally 50 to WOJ. A task is acollcc11on of more elemental oc111111cs J,rcctcd toward 1hc IOb,c-, mcnt of• spcct'1c oh1ccme on the Job :o Job mcumhcnts nnd/or their supervisors l)pt<l.i,

hi i:/•Jfj Sample Job Analysis Interview Guide fo r an Ad ministrative Positioo 1. Descnbe the most important duties )'OU perform O'l 1he JOb daily using as much dea,I

as poss b'e Descnbe tne knowl~ge s~ :I, ab,!. ty, or other characteristic you use 1n pertorm,ng each duty

2. Descrbe ,n deu,I the most important dut es you perform on the JOb less frequentfy (~ee...'y mo,,thJy, annua y etc.) and explain how freque,,tly you perform them Descnbe the k,,owted3e s.k 11, ab, ty, personal,ty tra t or other charactensttc you use" per'otM ng tach CJty

3. Descnbe ~oy eqv pr-ent (tO!'lputer, mach,nes etc ) that you regula rly use on the job 4, ~scnoe u,e wor\ "9 cond1t1ons on the Job Please include a,,y obiect1onable cord t ons

,n wn ch you woric and ho~ frequently these cond t1ons are encountered Descroe the superviSion you rece-ive on tie iob, 1nclud1ng its extent and prox1m1ty

6 · How rrua, aut<Yiomy do )OU have ,n performing your JOb ? Imagine a 1 to 10 scale

1 v. ...

1 reflect "9 no auto~my and 10 retlKt ng complete autonomy Where would you P '"

your ;oo autonomy on Ui,s sea'e1 7 · Desc.nbe any superv1s on you 9 1ve to others includ ng the number or employees you ::: se and l"'e degree of accov,,tab1I ty you have fo r their JOb performance and

8 . Desccbe tt-e co,,,p .,_ l), of your Job 9· 'Miat type of tra,r,ng or form I d ,

10, How m ch , a e 1.,ca:.ion 15 necessary to perform this JOb sat1sfact!Y 1 I.I JOO 6 0€ne~ce 1s nece rf i

e...peref'!Ct be- obta ned (boih ss.ary lope orm th s JOb sat1sfactorily? Where can l''' ""is de and outs1de of this organizat1on)? ---

ChJptcr .:1 • Su•JJ{"~,c Job Anni) ~,sand Compc1cnc) i\tockhng

cornrlctc 1,,1ru...iurcJ quc,llo nnam.•s ratms C"ac h task s1J1cmcnt u"img one or more_ r'J.llng scales '-•, l cround tnformatton includin g their 1,ork experience tenure ,11t11 the employer,

9 3

R%~ N. • "' r;:k.r. JOb ,Jll)IJ1..'t1on. management lc-..-cl, and other c hMnc1crt"it1Cs 1ha1 nught mnucncc lflClr n:,pO""'"' JOLI p<.·rccp11?n!) of lhc JClh arc nbo collcch:d Thi:n the t.'.bl.s ar(' grouped into cJl.:~l,n~., r1.· fl..:c tmg lhc Job 'i; maJOr foncllon~. Th1.•,c c:itegoncs arc rq1Jua1cd on d1rnen,1on, rtlc\Jnl tor ,i:lcct,on purpose..,, 1nclud1ns the rclah \ C ,mportanrc or each cn1i:gor) of 1a5h and the rclJll'C umount of umc a v.o,kcr ~pcnJ., on each o ne Bccau,c the foc u~ 1s on 1Jcntll) • in

1 ~,h:it t 'i t)p1t.:al or the Joh, 1h1, 1cchn 1quc mi ght not 1dcnt1r) \\ Orkcr charactcn(,,LJCS that nn:

in,rortant hul infrequently d1'pla)cd or those thal d,st1ngo1<h superior from a\Cragc or harcly accepiabk· \\ <irlcr:, 111<: 111~1,. ln\Cntory arproach can he combined \\1th other opproachc~ 10 :>(tJJ'C'"'' these l11mtat1 on,

Tht Structured Que stionnaire Method

A ~truc 1urcd <1 ucslionnnitt ml'thod 1s a J0h anal)s" mc1hod 1ha1 m, oh e, U)ll1£ a h:,t or pr~· pl,nnrJ 4uc,11on, Jc"gncd 10 un•l)lC a 1ub n,c Position An•l)>i.< Questionnnirr(PAQJ- 1 ,, a cop) ri£hted, ,1und.ud11cd Job anul)SI"' quc:,11onnJ1rc dc-,1gnctl 10 be u, cd fo r JU'il about

311) JOb h u,.c, 19-' questio n.; IO a~,e.)s the mfom1auon mput, mental processes. \\ Or~ ou1pu1. rdauon)hlfP" \\ 1th 01 her 1:,cr,onli, Job con1cx1 , and 01hcr JOh charac1cr1'illCS a!,socintcd \\ 1th a J)O!!IU0n BtCJU.)C the PAQ 1, worker orn:ntcd, 11, que-,11C111, nnJ rc.5uhli are \Hlltl"n an tcnn, flf \\hJI a , urcc"lul \\orlcr mu, 1 kno\\ or be ab le to do The PAQ rcpon outline, the Job"i,; requ1rc-mcn1s for the \\ orkcr's me ntal. pcrccp1ual. p:,ychomotor. and ph)'llilcal ab1ht 1C'\, as \t.ell

0, ihe dc,irab,hty or cen.1Jn pcrwnJllly d 1aractcmucs nnd 1ntcr« 1• This male, the PAQ 1ery 0_,cful r"r d"·-::1gning ~clc:<.·11on S) '.)lcm, Becou~c the m:ikcr, or th1, <1ucs.11onna1rc ~ccp all 1hc rc~u11 , 1n J <.omprchcn-,J \'C datl hJ ,c. purchJ..Scr, of 1h1s tech nique can al .)O k am about ~tud1c, dMe on ,11111IJr J01's

The ad, antJgc, oru~mg stnn:turcd quc,11onna1rcs for JOb anal) Sh md uJc Lhc1r speed and lo"' co.,, 1l1c !,l.lnd:1rd11ed foml3t also 11ll0,\S ror a more o bJeCtl\ c companson to be done or Jllfcn:-nlJObs llu: lh ,a~.hanmgc, mcluJc the foi..-1 th.Jt some or the quc.)uon~ mJ} be v.nttcn a1 a hn:h rc-:1dmg leH·I. and the prcdch:nnincd quc,uon, restru: t thi: JOb nnal))) t's ul:,1hl) to c us1om11c th~ quc,uonna1n:- to fit 1hc organ11atu,n·, unique need,

~lulupk uppro.1chcs to JOb an.:ll) ,1~ can be comhmcJ to ::iddrc,s Lhc limu.auun, o f :in) ,;, in- ylc oppro.1ch ~HH.l to enhance 1hc qualH) of th,· m fonnauo n oht.:1mcd lk cau,c or the t1ml!. C'(p,:r use. :inJ n:-,uurl"l''.> required , many small~ and mrd1um ~,11c-J bu,mcs,c:, do not do Job anal) ,c,, and 1n,1rad bu) CD-ROM~" 1th collccL11Jn~ o l ~cncnc ;ob d~,cnpuon~ or adnp1 Job dc~cnp11on~ fuunJ lrom s1m1l:ir compan ,c, onllni: In aclll1t1on 10 no1 nl'.'cc, '3J'1I) prm 1Jmg an nd1.·qua1c k 1=:il Jdcn~c . thC:>C mc1hcxl, do not do a, good a Job of m1cgrJt mg a !inn's bu,mc,~ ,;; 1ru1cg) t.\ 11h u, tJlcnt n1.·cd, .15 J 1.11IL,r .. ·d J0b unal) s is done from s.cra11.:h

Table 4•-' , ummanlC:> Lhc fh l' ; oh anJl )~I ) ml"thoJ,. \\t.' 1u,1 J1~cu~ .. cd nnJ Lhcn atl\.1.rllJgc, anJ J1 .. ath a.ntagc,

PLANNING A JOB AN ALYSIS

D) JJ~·c1u::i.11.·I) planning nnJ pn:p.lnn£ for 1hc 10h un:11 ) ,.1, the rt,ull, ~ ll"('ly to~ more accu· r;uc :inJ u,elul. 3nJ the JC'lb anal)''' ,twuld 1,1lc ic .. , 11mc anJ cl l\111 Ahhough Lhc procc,, can l'C rnmpk , m tcm h ol 11\lll llcaJ 1mph1t..Jt1on,. \\ ho lkl(', n ,mJ h\t\\ 11 ,, manJ,;cJ . 11 ,, 1mpon:1nt l hJI the 1nlor111JtH.m be~ .tct:ur.w..- ,l\ ji(h'-lt'ik 1\ Jl..\b JnJl )'-1' , lu,ulJ be pcrlormcd tn \Ul:h :J "J) ~ to mc..i the proft·"1o n.1I anJ kgJI gu1~~l1nl'.', 1h.11 hJ\C been publl ,hcd in 1hc U11rfnrm G111Jtl111e\ 011 Emplo)ct Selre11011 t•w, r,lurn -·

11ic pn-...c'I, {"If drnng a Job :;mal) ~I:, can t.....:t.·nml' p<.1hlK11rJ n h n~,t un1.·ommo n for the Job t , pcri-. thl111g 1hc J.nJI) :>I') to lJ) 10 colC'r the JClb anJl)"'i'' mt<rprctuuon or 1hc ;oh 10 s uit the ir rrr- ' OnJI 111.II, tmd n"J, Forc·umpk, Jn mcuml'Cnt g\.ll'U :u the inlrrpcr-..onJI pan ol o. b-CcrctanJI ;,,b nu~ht rlJ) ur thli! I111pon:incc ol lhl! J\.)b·., 1n1C'rpcr,;;on.1I aspect,. \\hen:~ J.0Nl1cr incumbent " ho e,cct, Jt lhc ,1J1111 n1\trJll\l! r an r1f the 10h m1gh1 plJ) up 1hc ;ob· ,. Jdmm1-ttrJt1\~ n:qu 1rcmcn1, lhcrtlor? 11 h 1mpor1Jnt lull) 10 1Jcnllf) :ln) CC1nl1 1i:ltn£ ntotl\Jl!nn .. Joh c,pcrt, m1i!ht h:i,c 1n km1-, t 1I M"lUI Jlcl) 1ntc111n:llnl1 the J<lh \\hi:n people l...nm\ t)rnt 10h anal)\l'i infnnn.11100 ,qlJ ~ rnllc,1 .. ·d 1mm muluplc ,oufl-c,. 1hc) arc oltcn nwn: honc,1 3 J'l(lUI th\! 111fPrm.1t1on thq• pn.w1dc

STHUCTl /11,0 Q!JF.~710.V,\ ',I/HI:

llb7ll0D

OJtlb.JJ1,du11 m,1f11td 11,at 11t1(l/ 1a uun.( " /11, 11( prtpl,111nr d j/11T1t11J,u dr ,1s:11td w onal\-:t II Jtib

PO~IT/0,\ ,LVAl. 1'S1S QLESTI0\,\,11/1.F. <PAQJ

11 u•11,nr.:l11td 1t,UW.ud1:.rJp•b aooh ,. , qu,.,ri,mmJJrr 1/.at cw1 hr lHtd fur J UJI ,1b.l1,1f Un) J1 1b

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J • ' .-);, 'J,. ' \,\lJ\, ,1.,'\wJ(\'f"l~IC""-\ \l~.in~

~ f th Fl• • Most Commonly Used Job Analysis ., 'T"l:f."'.~, A Summary o • "'•t~

Method Advant19.s Dis.dv• nt•gos

Critic•! Incidents S..b,t<'

.,,.ner •~"' f>'OV de n~ der>ts of good arid poor p,trf'.On"P'lll"IC'e

E,.a,,,ples of part,c1,'arly e'fect ve 0 , 1ne"ect ve JCb t,ehav•ors are d,ra,ltd The if'leidents are e 11:amp!es of actua on--lf\e iob be.-,a1, or

Job Ele rn• nts: A p1!'le! Job e>.pert.S are involved of subject m,n,r e..pt:l"tS ,n t\fl)' s11ge and feel

charKtenst cs'

st ,nd rate tre .,..pcrta.,t 0""',iersh,p over tl'u! p<ecess

JOO e:ements (worlcl"r • It is ef"toent and rt at~ Y fast ~a~t;tenst,cs that ,nAuence • A relat1\lely small number of

s.,ccess ii tre Job nc4ud "9 people are needed U"tt peBon s lr\CM- tdgt t ,.sihs n v,.ell-organ,zed

s\. ,, 1 t,. t es 1 .,.; ~"°"•I documenm o,, of th• 10b af'ld the worh r

StNctured lnt1rvl1w: • t s fas~ It requ res rn ,, mal t me and resources

Narrat,ve dat, C.n bt d,ff,C\Jlt to ana Y2 use e 1'ld

• It requires ii fi ir l'ft of Lme and '•SOu °""I collect enou gh er.';: lo ncidents

• 11 can be d ,ffiC\Jlt to e,pla -n and cor,,

the 10b •'•"'•nts ~ methodolog y

• Interviews require 1 )ob

Verb, 'Y <ft a face-10-f.ce l"lttf\<,ew sub)Kt mar-er

Pptrts p<OV'dt ,nformat1()('1

about the 10b a nd worlce, charaetenst,cs that

It 1S good when on y a small • number of JOO expens are

analysis p rofts5tonat to reduce •nterv1e.,.,r t,._, If many •~ru •re involved, then t~e

d s~ n91,; sh s.upenOf from average Of poOt ~et"l

T.11111. Inventory: A st of

tasks !)DU ly 50 10 200) ... generoted b) 100 •~rts It'd lhen grouped 1n u tegones reflecting rra1or wolic funct,ons The cat•gor es If@ subs~e.l"ldy r.-a 1Jated on d mens ens relevant for select,on

Structured Q uestio nnaire : A WTJr.en quest onr,1 re d,at

assesses tl"te JCbs requ 'M 1n•orma~1on input, me,.. ~af procuse.s wor1c CMput, re ,1t,onsh,ps w-th odier pe~s JOb COf'ltfkt and oNr 10b C."'l~tns~ cs The o,a,acte"lst cs~ a·ed ~o the JOb ire tt'en re la·ed to ....,o'1(er &aracter sties ..-.ther tnan 0" t the 1obs

tas~ or Ch•te-s oe ""S deSCTbed)

ava !able i nd when the JOb 1r,1lys s rru.st be completed

qudt'y

t s obJectJve It resv ts n I rel, Jble descnpt on of the JOb

• t s fast It s ,elat 'lely cheap

• It ca!"I oe used for a most an1 posit,on t -s standardized sod ffereflt

1obs c, n be compared t produces est m• tes of tne

Job requ remer,ts fer me 'ltal. p,<cepn,al psychomo1or. •nd phys,ul ab,1 t es, l'ldud ng est ma•es of t~e 1obs rf'qu•rel"l"ents for ceri:a n person,· ty d,ar•ctt!'" Sl•C'S

interviews can be 1 me consuming

• lnterv ew d1t, can be diffiC\.llt to 1n1 yze Ind use

• It may not identify worL.e r char1cterst.a that are 1mporunt bJt ,nlrequently d,spt•)'td 11 doe s not ,dont,fy worlo.er charactenst a 1hat d stmgu,sh 51.pe•or from average or bl~ 1 acceptable wonters

• A h19 h reading leve m1, be required for some quest1onna ,re item s lnfomiat,on obta ned 1s limited by the predeterm ned q.ier. :'"s

• It may miss un,que a,pecu of tne 10b o, employee COl"llt-'"

lmplu)«> can ,i,0 . ,. , .,, d•f d J Th e

• .. tn1,1\t an "omcJ " hen th..:tr JOb~ ar~ 0\'1ng 'e1. c pro,.c" -.houlJ he: lho ' hi I

ITT' .-A "" rt ug ' c, r .uncd tn them .1nJ rhc fJ1rn..:\, .1n<l oh1c~t1\LI\ ' "' ,~u JOmcume, 1t1p tn:lnJl"t'J"'i, I j "'<m" " h e .lfe n: uc.·tJnt lo ~p..:nd an) 11mc nn JOh analyi;.es hci.:tu-.t

• pomum 10 t em to colic I d lhc fJ. t INt he ' JIJ on ,orrn:1h,n~ C\Cl)~nc Jlrrau) l no11 ' .. I mrhi<llll\f 1

r mtr ... , \a.Ill hdp iJcniif) rmplO)tr lh.trai. ten,t1r, 1ha1 "'II a u r.·rnl.'nl the fn11'

ChJptcr .J • StraJrs1c Job AnJI\MS a.nJ CompctC'l'lC) Modclm~

~11, 1nc.,, , tratr g) Jnd incrca,c the <.ompany's return on 11.S s1affing ln\C!ltmcn t can help gmn the

••rl""' ,,f 1op mJnJgcrs Communicattng lhe Job • n• lys,s '> stem, r urpo...,, and nccu, 10 roth rn'rl,1}l'<'' :mJ 111•1"·'Ermcni IS important m s«unng the bu) 111 and , uppon thJI 1, cs,cnual 10

l"rl,lfTllln~ a ,1ualo1y Joh anal)'"

Tim• and RHources

().:icnu1n1ng th..-- :imounl of llmc anc.l rc\our(c, to ln\C-51 m o Job .:a.na l )!ilS 1~ an important

Nn,,Jcrauon Ahhough llmc anc.l mnnc) .1rc ofte n 1mpon .1nt £Jclof', in ~cneml, the l!rcJtcr

ih< '""""'"' ,n,c,tcd rn analy11ng the Joh, lhc greater the val,dll) and kgal dcfensrbrht) the

n,uuing ,rlcctton , y<1cm "'" he i;,1Jblr , l11ng Ll1c desired lc-,1 uf , ah drt) anu legal de fc n•

~,t,ihl) o f the JOb ana l)'l(j ,n n ucncc~ the needed 11mel1nc anJ rc\Oun.c~ A firm that '-'Jnt.s 10

J~ th'-' N:,t 10 b II c..in at hin ng the n ght people \'-Ill m, clliit more umc anJ rc.;;ourcc!i in the 10 b

lJlJlris than a cumpJ n} tha1 mere!) 1,1,, ant~ .1 n11n11nal lc,e l of lci;al dd c n,1h1ll1y m ca~ 11

fi nJ, ihclf in court

identifying Job Experts

n ic 1hinJ ...iep 1n th~ JOb anal) ' '' pl.1nnmg JUOCC\., t \ 10 1dc n11 f) the ) UbJcct mailer cxpcn.s

.ho "'" he Jhlc to par11c 1po1c rn the Job anal) m These m1gh1 include cumnl JObholdc"·

u 1,,wmcr,. JnJ ,u~r, 1\on, In, o li.•ing ~ m;my h1i;h-pcrfonmng cmplo)cc, 1n 1hc Job anal) , 1,

, , f'<"''h lc " ' " help 1hc Job JM l) SI rdent1 fy all of the mo,, rmpon,nt Job 1a.,l ; and 11 orl er

N.hl ' 1or-,

identifying Appropriate Job Analysis Techniques

Th< founh \lcp r< 10 rdentt f) the JOb anal)SIS 1echn1que(<) 1hat 11111 hc usrJ If the Job anal)>I

I\ unfam 1ha.r "1th the Job. 11 can be a good idea 10 first obscf\ c one or more cmplO) cc;; "ho do

ihc JOh he fore choosin~ a Job anJI) • " 1echnrque Th1> "pan,cularly helpful for nranufactur,

mg Joh, Jnd Jobs lhat arc c:a,)11) dc,l·n bcd once thl~ JOl"I anal) )1 unJc~1:ind, the 1.1~~s a ,, orl cr

rh)sr<all) docs A<l 1n~ one or more proplc "ho Jo 1he Job to l crr o dill) of \\ ha1 Ille) J o

con ah o be helpful. bul mJ) no l be practtcal for lll Job, Once 1hc anal) ,, hJ, a ~cncral under

stJnJ1ni? of 1hc pt')lllu n, the appropn at.:n.:(, of i. nnou, Job ~tn3I) Sh 1cchn 1quc\ can be t-....-ttl' r

c, aluatcJ ldcnllf) mg the nJturc of the f\'.' ')OUrt't" and c,peru,c the: fim1 hJ~ a, 111 lahlc J') necessary tn

di:tcmunc tht bc"lt Job anJI) , 1\ 1t:chn1quc~ and the rc:,our .. c:, rc~u1rtJ 10 do 1hc JOb 3.Aal) s t., l·or

t \lmplc. ,n ,mJJ.k r cir~JJ111au o n\, 100 fc" Job c,pcru ml) Ix J \ J11Jbk for ,omc 1rchniq uc,

In l11gcr ur,gam1Jt1on), .,o mJny JOb c , pens might t,...· J\JilJhk thJt d1 lrcrcnt rcople cl n ~

IO\ ol,cd m each \13 £C ol the pr(l(..·c\ , A IJ.r~..--r numt'Cr ol :H ,.ulJbk Jub n p.:n, can provide. J

\I. 1dcr ran~ c.- l'f ms1gh1, into 1hc P''"-llllln Joh :in:il) ,t\ technique, l .1n hi: mducu, ~ Pr J cdu .. -u"e l n,lurrn r mean~ UlJI lhc 111J1n

J u11c, unJ \\ Orl ta, l , of the JOb h.l\ c no1 )l'I txcn Jcrcnmnc-d The Joh .1.nl.J) ,t •~ 1.:,,cn11Jl1)

,tJrlln~ hnm ,uatd1. 1n other \\OrJ , Dfducr11r mC"Jlh thJI the t.l uuc ... anJ .,omcumc) c, cn the

\I.Url IJ,l.~ or the Jllh hJ,c aln:Jd) b..:1.·n J c1cnn 1ncJ In th,, ..-a,li.', thi.· Job J nJh ~t "1 II t'C :ij:\h,'

to N 1ld on thh mlormJtmn Fur n .1mplc. the JOb of un1, 1. 0 1'\ll\ prolc~~nr u,uJII) hi\, 1hrcc

Jut1i!, h:J"lung, rC'l.~Jri.. h, JnJ ,1.'f\ Ill' In a d,dm rnr Jtih anJh ,1, , thc..c lhrc-c Ju11c:, arc alr1.: .id)

'-f"; .. 1fk J ~hue ,rcl·ll1" " or l,.. 1.1.,l, .1nJ b..:hJ \ h'f' ,, 11hm c.t.. h Jut, m1~h1 t\C 1J .. •nulicd J un n£

1hc 111h Jn.tl) ' '' The d l.'JUlll\ C JC'lh Jna.1)'1'- onl) n~•i.·J-,, 10 1Jcn11h \i. l11 .. h \, orl t~ hJ, ll'' ' l Ur

rLnt r rnfc,,or\ Ju. l1<rn 11n~1rtJnl 1hq CJo.. h J r l.', JnJ hm" mu1.h f\f lhc prolc,, or, ' u rni: th e~

ul..: 81!1.Jusc qu11~ a btt ,11 di:,i.. n r 11, c lt>h mwrmJ11t1n 1\ J lr..:.1J) prcJctcrm1m.·J lO ._,a, c 11111c.

J,Ju .. t1\C 1,1h .inJI, ,i.•, J.rc u,ual l, ,,,nJu .. k J \ IJ l1U1.',ll1.'nOJ ln: "l rJthc.:r lh.m fX'hOn.ll mtcn IC\\\

\I. 1th cmplO}t'"-''

CONDUCTING A JOB A NALYSIS

' "" \\I! d1'\(u,, JJf'h .m,,h'" prOl...:,lurc tlut ,, JJJp1Jt,k 10 ,utl mo~1 Jt.'!h \\ c \,oulJ ll~c 10

,t,c" lh.tt Ji:pcnJ111~ Pn the Jllt, or lh\! ru1r<N! ('If th .. • Jt1ll .mJI~ ,1 ... , \llhc-r nklhc:~h ITilfht he 01N1.'

.1rrmrnJ 1c l JMc-! '11,h 1h..: 11 1,t..:p, in r,. rh•mung J l)pt~ Jl Jt)h JnJl)'"

95

9o

n :r

I

Get the Support of Top Management

n,..- fi N and pcrh.1~ nll"l am(l''n.111t ) h.'r' 1n J Jt~ onal} , 1, c l Io n •~ tu , ccurc lhc ~urron of t,t lirm. , mJnaft l'\, c,pcciJ.11> 115 top m:;inJgcr, Wuhout 11. th~ J ppn1pn.11e rc,ouf'C'c~ an: nl"C L~

11_, re pro\ iJc-J rOf the d fon . .1t1J 1.mrlo) cc, "' ho :ti\'. .1,$.cJ to 1Mnh:1patc "111 no t be as liltt, Ii.. t.U.c- the ctfon ...cnousl) Of t'C ~•\ e n cnvug h umc 3\~ ay trom the ir n:gular Job duties todo iL llc 10 ~ llnl h,t h more- Ill.cl) 111 g;;un m.1na~cnJI ,uppon h) c,pl.un1ng 1h31 the goats :ire 10 ~ ,Jrnuh ·""hJt the fi rm s Jl°'b~ r\.'QU1ri: ,o as to 1mprUH' ho\, the fll1\ 1t10 n, are staffed anJ ~ i.:0-.1.h 1umtJ, cr

Communicate the Purpose of the Job Analysis to All Participants

After "4'\."1lnfl£ th.: ,urJ"Jr1 ,~t the firm .\ lop 11W13j;CI"\. the l'kH"flO,c or the JOb a na1) SlS ric.tw l.l t,c rommunicat,-J M all emplo)Ct , v. tk., \\ 1II r.ltt,1,.1ra1c in the cl fon. O ften u can be htlpf\d b lt""fl mJ.n.Jt=C" to m.1L.t .111 m1cm.if :attnl•un.;ctncnt .th<.l\JI the importa nce o r the effort anJ ~,. cmrl~)"' can help ,mrni" lhe qu,111) ol th< 1nfom1a11on cnllce1cJ b) rmmpaung '-,._, .1nJ ot,Ja.ll\ Cl~ £.\rta1n1ng 1,1,h) the JUb .an.JI) , 1~ 1, hc•n~ d one and d ~~ n b mg ho1,1, the~ 1,1, 111 re u_~ J can rromo1c coopcn.L1lin .unoni cmplO)CCS .1nJ help rcJ ur..c the ir fear) I.ml the J?"" 1.C'\S m,~ht """mcho"' nc~JlJ\ t'IJ .aHc ... 1 the ir O'ol. n J"-'h "'

Collect Background Information

The n<.'\ t .u.U \11) 1h.J1 , houlJ ~ unJcrt • .J, L· n , .. J re, IC'\\ o f tJ1L" !in n '\ C'\hl1ni; d ocumt nl\ .- 1nlllmwllon rel:u,J to di< r,o,1110n. 1ndud1n, the foli o~ 1ng

• A JOb /am,ly drsrnpllon. 1,1,h1Lh pmHdl., J q uid. o , en ,c " ,,f 1hc JOb fo m il) th:u ct,nu-.. ,m11l.1t Jl,t,,

• Dtt k audm \\ h1c.h ln\ Uh c ru.km~ people " h<' t urrcn ll) Un tlH.' JOb 10 \,olk )OU chm.;41 thcu mch l 1mportJnt am.I mo,1 lrcqucn1 IJ1.l, ( nw~ ~.ln t'IC pM11c ularl) useful for .i.n.il)tll'' d tncal JnJ ted1m1...t.l Jlfi"'ll,on, J

• Entry t.ra.1,u/faJ,on r cum:ntl) u,.,,-J for the 1,>h • Uorku logs, 1,1, hi.,:h ,an pro, 1JI! th.: J{lh .anal)\1 J kc! t or 1tic trJ, l , do ne a nd ,d~nlll} r,i-

U1.\!1Jr l) 1mporunqob luru..l10t"1, 1nc loF, nHfhl .tho int..lui.k t n t1l.1l mC'1lknh thll w ~ lool.<d >l

• '"' uu,,,.,job anal)rtJ, Job dtscriptw m . prnm, tp,c·ifirationt, or job profi/tJ. 1.:111 t"C :i u-.cful l-l.Ut.lng pu1n1 for Ji:, 1.: lr pin~ tJ, l , tJlcm cn1, Jnt.l 1dcnlil) 1ni con1r,:ti:

• Prrformantt rr uo f o r 1..um:n1 anJ rre, 1ou, c'lil.. 1.. upJnt, o f the JXl,Hto n "h1ch can J'l'1 the ,,,b .uil.1), 1 -... uh infnnnJ111,n .lhvut v. hJt Jtlh heh.I\ 14 ,,.. .mJ nutc.:omc~ Jl'C cumnll) " Jc-red 1mporunt

• Ru rutllfftnl informa11o n ~u1.h J\ ln1i:mc1 f'\\l'lilln~\ JnJ t,i,o ... hurc, ~ I\CO l\l r.bl r r li...- • Tra,n ,n,: matrna/1

Ch3rtcr -1 • S1rutl·g,c Job An,d y"'" MJ Cc,mrctcnc) \ hxkling

o '-,1. umc nt~ , uch n, th~\ C "-'111 ob, ious ly o nl) be •I\ :ul11bk for cx 1!!.u ng Jo b11 Odore t-c~inning II JOh una l)'l !/i lo r 3 hrnnd -nc 1,1, JOb. the peo ple d o ing 11 need to undcnta mJ the

97

rtJ"'O""' " h' 1hc JlO"llon " being c rcatc J :1nJ " hat the manJ~cr-. who hJ ,c authority O\C~r pu, 1110 n ~rc c, ,c It-. u n ponant <luuc-. and c h:irJc1cn \ UCS 1o ~ 1r no r rc ,1o u, mform:i

,~< on the Jt'lb C'\l~t.), and , r there a rc no Jo b c xpcn ~ c urrent!) ""rfo rnuntt , he JOb 11 , .,. p.1r• lll' rl ,, - e ' uoilJtl) ,mportant 10 @nthcr ,nfo rm au on fro m .is many peo ple ..-. ho ..-. ill he a.ffcc tc,1 b) the ~ ,. .. J'0' "'1bk It c a n a lso be help ful to c,1abl1.sh .... ho.1 Job d ullC) will nor be 3'"' ncd 10 the

: "' l'""i'IIIOn 10 c n\ u rc lhat :ippro prnllc boundaries a rc c re ated Cons1dcnn~ 1hc o rgamlJ ut,n .. culiurc onJ t-iu,inc.s, , t r.11c1;)' anJ ho" lhc IJ.tgc 1 Job l1u into the hro.1dcr o rgJntLJ IIOn ,, ,mrortJnt . too Thi , 1nform at1o n can hel p 1dcnu r> approprnuc Job c , pt'rt~ anJ rrJmc \lh) ,ti.: ~ ,"tw n C \l~I, a ncJ ho" 11 con1 n butcs to , 1nuc g) cx c~:u 11o n a nd to 1hc l o mpJR) ·) , om r,;u11, c J J \llOllg C

Another hclr ful , o un:c or b.ad,grounJ mform:n 1on nbout a turrcnt or nc" JOh ' " the ,~, crnmc n1' , currc .. n,t o nlmc JOh clMs1fo..--a1u.>n S) "'tcm c alled thl" Occ upa11n n.1l Jnfom1JllOn ~, t,H' rl.. tO•NI n · O •NET rcpl.1ccJ thi: D1c 11onal) o fOuupa11o nal Tit le s. 'ol.h!Ch J c"-C'nhcJ "'hJI " m l crs Ju.I o n a Job " llh rcinrJ to ~c, c n c::ucgf\ncs It) thmi \, f1 t data. (3) rcopk . t J I " orlcr 1n'-lfUC'l1nn,, { S) rco, o nmi!, (6) m,llh, and (7 ) l.1nguagc Q•NET conlJln'- a \ W'ICI) or inf,mnJt1,in a~,u t o \\ 1dc , o.ncl) o f Joh~ Although the JOb a nal) \ 11/i mfomrn11u n 1.~u ntaincJ 1n o• ~ L7 mu)t U\U,111) • he mNl 11icd and supplemented to ti1 the p.1rt1cula.r 10h a nd o rfJ n11alll)n,

11 1, a grc,11 plaLC t o hc~m gJthc n ns hJckground JOh 303 1) ,I\ 1nlo nn:111on a nJ J ,.,aning Jhlint for ,Jcn1i f) 1n1?, a Joh·~ rcqu1rcmcnl ~ Bcc.1usc O•NET ,,.l.., dt\Clopc<l for gc nc rj ] occu p:iuo n,, the ,nlunna11o n "ill l1kcl) nc(.·J to Ix: m.1dc mo re )pcc1fic tu ) Ult a panac ul ar JOb und org.in11u

1100 t he D1c11o n:11) o l Occu pa11onal Tnk,~" and Job Anal)l-1_.. Do t Ncl~~ cJn ub o be u,dul rc,ourccs

11 •'- Jho 1mpon.m1 J I 1h1, ,1asc to anal) Le the o rg.m11a 11o n' s c ulture II.OJ bu"'lnn-. )ln&IC~) .inJ 1e.1rn ho '" the 1ari;ct J'-K' Ii i"' 1n10 the t"lru.:Wcr ort;ini1.nmn \\.h) J ocs thl\ po-,111o n c'\l,t ,n the urgJnt1.111on ,, \\11at do o ther f'C'DJ'llc m the or~,1n11at,o n nc-cd fMm the rx•oplc m the tJ.rgL"t Jl'O" WhJI mu, t rco plc 1n the l31£Cl J(tb ~ able to do W c na1'1c the org:tn11a ll(ln', \\ Orl to he Jt,nc \\CII am.I be d o ne t o n'-!~tc ntl) " 1th 1hc oriani1.111o n·,. bw.1nc, s ) lr.llCI;) 1 \\·hat , aluc, J nd \lo l,rlr. -.t)k"' ~ c nccc,\af") for cfrcctl\C pc-rfo nn j ncc 1 The a n"''-' C~ 10 1..hc:~ quc, 110M c an 1J c nlll) ,mrw.,,n anl bch.1,1ors JnJ la,lr..\ th.1t -.hould be mdudcJ an 1hc JOb an.ll)!/il\

Th"'" aho a good lime 10 hcgm 1Jc nt1r~ing an) ch.111gcs ant11.. 1p.;11cJ for 1hc (Xhll1, m tncumN'nh, ) UJ)C'r\-1'-or\, Jnd c om pln) c, c~u uH, ma) a.II h.1,c 1n,1gh1, a"' to ho" "tu1 the U'lllJ'IJO) " "·l'J, from 1hc p<>\l llon nuiht dun['-' in \\J) s th.JI a flcct ho" the po\lt1o n \ho ulJ he ~,.11tcJ Job anal) \C i ) houlJ be foturc on c n1cJ . a.nJ (.Onduc tcJ in .1 " J) thJt the 1.1lcnt rl~cJ 1n a

1,,b 1,1, 111 be able to perfo rm lhc Job bath nov. :ind m the fu1un:

Gtnerate the hsk St,1tem10n t s

f h,: fou nh ,1cr ,, 10 1dcn t1f)' in )p,t'C'1f1c hch:1, ,oral lcnn'- the 1cgul.11 Juuc, .inJ rc,po n.,, 1b1li111.·, d J pn,,ttnn A job task 14i an ob~r, atilt" unll l , f \\ <'rl " 1th a t-ci;inninb and ,ln end J~nr C"\ .1iltip lt.: 1-n~ l'f the Joh u , L, or o "' archousc "orlr.c r miflH he 10 \On a bo, c,r c.;o mpk1c J pu rc hJ c,,i.: o n.h.·r A (l('r u,n,ul ung the e \l,ting nlJlcrnll !/i co llcucd d unng the lttcr:iturc I'\:'\ IC \\ , ln lCr\ ' " " muh1ph:

1, h c,per1,. 1nt lutl mg 1nc uml'lcn1,;. ) UflC"- 1'-0"', and 01htr- v. 1th a thnrou, h lr..nu" k J i;'-' of the Jll h 1u ~cncr1.1tt· 1,1\ L ,tu1cmcnLS Eac h ta, l , 1a1emcnt -.ho uld dc,.cn lx· ,1 d1 ,'-rrc1. 1Jcntif1.1h k il.\f'C, I ol till! \\ llr L ~rfom1cd o n the 1ur1;ctJo b and dc-.cn l-oc 11/uu thc '-'Ctrlr.cr J oe, lim ,· the v. l 11l..c:r d,~, 11, JnJ (0 ,- ohm pm {'OJl' TI1cn comh1nc on~ rc l.ucJ ur !/i11111 lor 1a.,l.. 'lo1Jtemcn1, 11nd ,, n tc lhl'm .1., onl' \IJlc:m..-nt T uhlc 4-t, -.hu v. , cutmplc~ of 1:1,L ~1:itcmcn1~ und lum to ll 1rm.ll them

TJ,k , IJt~mc nt, rc \Cal a lot of in1 o m1J 110n J boul ,1 J\1t,, mduJm~

• th..: I) pc o l lr..no .... kJie u...cJ , • the :rnll' Unl o l ~up,cr, 1,10n e,cri.. 1--<.·d .1nJ r..: .. 1.·,..,.·d • the J c .. 1,1\111, 111.adc • the ph), ICJ I " .,,,,ling ._ ,lnJ1t 11m, . • 1h,· rh) ,ii.JI ,.....4 u irc n u.:nt, n l tl1..: 1n h h:,; h<.," mul.'.' h h1t1nl' , t0(1ptnt'.. JnJ ~nJin~ " ct,n

J lh.;t~d a nJ u nder \1. h.11 '- L'nJ 111t''" I, • the ll', hnolOf) u, , J • .1nJ • lhl' nc\.c"", t) 111 '"" kin~ 1nJ1\1rJu ,II) t'r .1~ .1 h:.1m rr~m1':r

Jo n r,s ,. _ _ _____ _ ,n i,hrn 1J1lt' ~111,,,(,.,,rA. '<lfli a

I>, '"' !'1 fu"dutt f m /

I I' I

"'i ti

I •-

os

.C\O\\l.LDG.£

,.. ,r:.-.:.,.1"",.; • r....., , I¥""..,.,_, 1111........a· """11,,i,..,, N •hi> ~-J ,.,,. .... ~JJU

-v "{WJ,r,. (¥r"urwt .,ulr .. ,.-,1,-.1 . .... ,., ... l.: , ,,.,...

'T'r• Pf ,.."'!""Jrll"fYl ln'f ti

hti-j•j , .• Task Statement examples What? To Whom/What? How? (Kt.ion v•rb} l..S "9 Mic,osoft

4.d\.ert s ~ ccp,' w<Yd

L■~n1•H

Ass stint store ,..,, r,age rs

un 1 b.penses ""' th buog"t Fue t..,...,, cont• ... ng gHo '"'e to ""'o"- s. •tt

us ng r der ar-d pus., mowers

In person and uS n g S.;"'1e l itf"!Ce

c1~er1s

u-, ,,3 b •s c ,...ath co....,pulat,o"'S

Fo• 0"" ng a safety p rocedu,es

Why?

For ptacement •n n• alld mag az,ne id .. e ~

To ma n ta n • PP••~nce co mpany grounds of

To e n!iure compliance v. th company pok,es

lo ens u re budgetary comp1 ance

.. o ref1.,el construe, on..,~

l o i.. ompl) ...,1,h th~ \DA. IJ"-~ ~lllCllll'nl, ,houlJ tocu, t \ O 11Ji,u nL' \.'J, tu t\C: ,,h.Jnc lndl'l hm, 11 necJ, to ht done Tr) ltl 3, LllJ n,1ndc~npt1, i.: H "rh'io, ,u1,,. h ·" p r c>pa, t'\ or co,td,u·o . lnd be J., 'P'-"'- ifo. as po~iblt lkrc ,, an c,;implc ol J JXlOr , 1.·,-...u, J ~lk'IJ tn,l ,1a1cmcn1

Poor: Acrounb f0< all 1,.;i._,h JI the end lll a ~h1 r1

Good. Bal:i.ncr, thC' c;hh ,n rc11,1cr .:at th'-' cnJ or a ,h,ft h) coununi the monc) , \t~ l.l''lmr.uing 1M ioul ~,lh the rri ,~1cr lJ~ 1ot.1l. .lJld 11.Jcnti r) '"l! a nd corn:\.llng tmn • oo.k:r to .... "t"~unt (Of ,ill 1tk.' l il..Jl n:ct1\rd

The ph)>l-.3.1 O:"lUl.ttlllCnb ,11 .I Job oc~nplll'R mu,1 N'" aJJ.rc'),\!'J lO CO!)UO: A DA ~ JJKC Table+ i pre'4:nt, J -..lmrk ph),1 .. .11 ~u11"(mcn1, chcL l l1,1

Genu~te the KSAOs

One of the rnmll) }:OJI, or J ,t.tlfing t..Yl(ntcd Jl)h 3!1.ll)'lil', ,, to lll(.'nllfy the JOb--rclatcd ~ oner c hJlll(.ICn>l•L' Lhat n«-J 10 he rt'(\.Cnt for n·\.ru11.> to be con)1tkrcd m1nt111JII) quahfk•d for lht JOt'i. anJ lhtbe ch.1r.1ctcn,1u.·, 1h:11 help 10 liknu f) the JOb cond1d.11c, ltlc l) to he m os.t ~uctrs\lW oo the Job Job-rrla1C'd 1,1, o rLer ch.lra..1cn,uc, cln t'C lhuught ur 1n term~ of lno w lcdgc (Kl. !i.L.dh tS l. :1h1huc, {A). other 1.h~1en,11c, tOl (rdcrrcd 10 a,. ::a £roup :a, KSA O.,). and compctclCle\

Koo" lrdJ:e refer, 10 Jn f!rFJn11cJ t'-N) of factuJl °' rro..cdur.il mfonnation that cu tie: ilj)piicd ID • usl The l no• lrJfr of <omru1<r pm[:r2mm,ng l;inguJf<', fom gn IJn~"'•~« , ..i m.J.t.h1nc orc-r.iung pn-...:cJurc, 31\: c ,.1mpk-, -\ J<'b ·, J.no1,1,1C'J _gc n:"uarcmcnts ~hould be >WcJ■ "-P',,'"t"1fi, .lll) l,') poss.1bk Con,tder 1h( lno"' ltJ~e rcqu,rcmcnu .a corpor Jlc rc~ruuer must U\c, f{'f e,.impk In~ of !!,ULJn~. • J..no\li lcJfc ,1f s1.1fling-rcb1ed lq~JI pnn1. 1plt, und la"' s 1s rcqlllrtd. 11 • oulJ be morr •J'll'Of'O•IC 10 sw1r, lnu• kJfc o f Equ• I Ernplo) men , Opponunll) 1EE01 llll JlrimuU\C ocuon gu1Jdme) wlJ la"' ,uch :1.\ 1hr Amcncan., ~ 11h D1,ah1ln1cs Ac 1. b rrqull'N

A skiU ,, the c:ip.1h1li1y to rcrfom1 libl~ .11.1.urn1el) .1.nJ "11h ea, c Sl1lls often refer 1r.; P5\'Cho mo1or JCU\11Jc~ IC g. lli.U\ IIJCS perfonucJ u~ 1ng hoJy 1110H111cn1, , ,uch •" one\ IRb .lnd h311<b, \ 1s1on . .inJ , o fon.h ) \\ hen a s.J. 11l 1,;, 1Jcn11ticJ J, Ol'll!"Jf), J pcrto1111:rn<.:c ,1a.ncid

mu~, .iho ' " .,' for u,1nM that \ Lill ft i, 101:0 \1qo n, t)pmg 1 ~O "o,J, per minu1e "'Lh fi ,ttt lcv.cr CIT'OO, .1nJ !loll t1nl

SliJls ~fl«l the lh 1ht) ol rcurk lo cffnta,cl) u,c thi:-ir Lnov.h.•J rr l(l (lCrfr, n n ph •• lJ.)l\ °".\Ing , LJlh W'(' II ~~ 'J (\Jmrll" II I\ rl\11 ORI) .lf1 inJt\lduJI'~ ln nv. lc(lfC' j~I\JI ha"rt. 1J

J.n, t UUI ., import.int. bu1 al~ h~ or her >llll in j1ri.tualt\ J lling , o tm:1g 1n1.• f,,r l'\ Jmrk• J ~hiU l.niJ"" :1,[email protected] 3bou1 th~ fun.:u on .i f\J U\C <11 J , 1ccnng v.h1. c:I j;.J\ pl'UJI.' .rnJ l'lr~iL.~ r,.JJI t'..t -.ho ., dc,rl) • IUl>lc 10 >.:IUJII un Th d ,.

11 t"\. L ' , e J l'.tt ,, ,hilJ \H1ulJ h.n c J 11 \ln~ k n,m kJ~c tiu1 n

"\ ing § "" s vui.cr c,.,mr,k\ of \ l1II , .:art.·

lx plh pcrter1tl>n • M.1nUJI den rnl)

ChlJ'lCt J • S1r.d<"g1-. Job AnJl)S-1) and Co mpcu:-nC) Modchng 99

~ A Partial C_hecklist of the Physlal Act,Yitles a nd Require m ents, ~ Visual Acuity, and Working Conditions of the Position26

f t,t phyt lcal r•quireme nts of t h e p o sition (PleHe ch eck onty ONE}

s~.,ira,y Wo rlc Exerting Yp to 10 pounds of force occ.as,orwU)' and/or a ,.,,gl,g-ble ,mCK>f"lt of force freq1,.1ently or constantly to Mt . cany, push. pull or othe"W1Se mo"'e ob1ects

1.,,1ud ng the human body Sedentary work involve, sitting most o f the t -me Jobs a re seden11ry 1f walking and ,ul'\d1n9 are required only occu1onally and all other seden~,y cr-te ri• a re met L gl'II Work E.,i,ert1ng up to 20 pounds of force occn•onally and/ or vp 10 lO pounds of force frequently, and/or a negl,g b le amount of fo rce constant!/ 10 move ob1ects if ti-le use of ,rm and/or leg controls req u,res e>.ert,on of forces g reater th.n th•t fo, S@def'ltary wont a!"O 1lie wor'it@r sits most of the time the Job 1s rated for Light Work.. Med um Work Exert ng up to SO poUf'ldS of force occ.as onally 1ndlor up to 20 p o unds f,equeritly artd/or up to 10 pounds o f force constantly to move obJects Heavy W ork &ening 1,1p to lOO pou,ids o f force occu1onally, ind/ or 1,1p 10 SO pounds of

force frequ, ntly, and/or up to 20 pound, of forte c0nstan1ly 10 move 0b1eC1> Very Heavy Work &ert..f'lg 1n excess of lOO pounds of force ocus1onally i nd/or ,n e.1cess of SO pouf'lds o f force frequently, and/or 1n excess of 20 pounds of force constan t ly to

fTI0\11 ob1ects

lh• phy,lc.11 activity of this posit ion (Pleu e check ALL t hat a pply)

Climbing Ascending or descending l1dde~. sta,~. scaffold ng ramps poles. and the like us ng feet and legs end/or hands and arms Body a91hty ,s emp has zed fh1s factor ,s il'T"porta"'lt 1f the amount and lond o f cl,mb,ng required exceeds that requ •red fo r ord-nary tocomo11on a,f,rtc,ng Ma1nla n,"9 body equ,l1bnum to prevent fall, ng when W311ung stand ng or crouch ng on r,arrow slippery Of errat cally moving surfacH Th s factor 1S important 1f

tne a mouf\t a nd \c:1nd of ba1anc'"9 e , ceeds tha t needed for o td na ry locomotion and n'lil ntenance of body equ l,b n um Stoop,ng Bending body do,ynw,rd 11"\d forward by bend ng sp .ne at the wa st Th s fa ctor 1s important 1f ,t occi..~ to a cons d • rabe degree and re qu re s full u~e of \t,e lowe r

e1.trtl"I"\ ties and back muscles .<" eet,ng Bend+ng legs at k'"lte 10 come to a re st on knee o r kne es Crouch,ng Bending the body dov,.n"ard al'ld forw ard by bend ing le gs and spine

The co nd it ions the worke r wlU b e subject t o in t his p o 'llt ion (Plo,se check ALL that apply)

T,-e \\-Ork.er •s sub1ect to insrde e n1,,ror"m er,r,1I cond,11ons- Protect •O" lrom w e ather

cond itions but not necesurily from temperatu re c.lianges • The v.,orice r ,s sub1ect ro outs d e e nv ronmental cond1t1ons No e ff ectrve p rotect on from

,,e,the r • The worfce, ,s sub1ect to b o th t-n1, ronmel'lt•I cond tons Act·v1t es occur ,ns d e and o ,..ts d e

The \\-Orl e r ,s sub1e ct to e.<i~me cold 1emperaturu t)p ca 1y be 1o w 3 2 degreu fo r

Ja' ods o f more than one t,o ur C o ns derat on s'iou'd be 9 ,~en to tne e ffec t of o t ~e, t n ~ironm e nta l cond1t ,ons such as ,.._ ,nd and h uM d.ty

rhe worker is sub1ect 10 e,cr~me heat Tempe rat1.,1 e s abo"'e 100 d •g•ees for periods o' more than o ne hou, Cons ,dera11on sho uld be g,ven t o the effect o f otner en .. ,•onmema

cond1t1ons , such as w ind and humrd1ty • The worker •S subrect ro noise The re 1s suff c,en t no JSe to cause the wor\:er 10 shout ,n

orde, to be heard above the amb e nt noise le, el • Th• v.. oriter ,s sub,ect to v,b,ar,on E.11,posJ,e t o o -.. c:1llat1ng !TIO\ ements of the e11,,trem1t1es or

v-ho1e b ooy

\ 'I I McrnntuJ v.,1h f'C'nl l\\t<'f\ fr, Ill 1h( ' W\h l .V: I IU Ollu.c l•f S1.uc r crwn~I

\n ~l,ilit) I'> :1 more , table J n\t cnJunn~ lJ\\Jl'i1hl) to J":rlc,rm J \ Jn~h o f 1J., k. th.:m .1 Lill J1l1,,1,\ \ /\h1h11.:, .:.m bl! 1nhc111i:J, a,qu1rcd, or .1 c('lm h in.iuvn ,,r holh Unhl,,,r ,l,,,1lh . Jh1hlh.' '

r..n~i.:1 nwrc- nJ tur,ll lJkn1,., induJ 1n~ cog nitl\C ah1h uc~ fe ~ , ,.:rl',.1I (H , 1u an1 1tall\C Jb1lt11~<il. r ~\l h1,m,,1nr J h1hllc ., {rcal11on 11111.:t ,cnw l') Jhll 111e~ l t: g , the .1h1III) l\l ,1.\.· ,1r h c:ir pJ.rt11. ul .trl) "di ~111\l ph, ,...\ a l ab1hlh.' "' (c ~, a p( r,un· ~ ,tre ngth, cndurnn.:c. N 0 c \lb1h1~ •

uuun IJ r, ,,c . ,.,1,lr u,..J ""'" "''~ i.('ul. 1,1h ,,. roJ ,,,., u , ., n,r1 , J •u 11, :ltJ/1 ..i

1lr.1llu 'I, "'

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100 Ch.irtcr -' • , .n1~n. J,.,l-\ \nJJ,:m :in.I C<,Cfl('Ctrll\ ' \hJthng

·OTI/LR"QI l/l ! CT£R/5T/(>

""1U1ll• Jw ilt.. .... ~, .J...J.,,r.,,lt,,'Jl\,..,111' 11r,

rflin~,W'"~, ,WM1. .urrvm. ...,..~1'11\. •Mt ir..l, .,J

• MJihcmJu-.al ati1l11, • r,,n.cptu.ll a~IIH) • The ,h,l,t) lo hfl ,o p,.,unJ,

•• ..:e, ;c;; I> l)p,Cllh 3 c:11dull , a1cg\ll) 1(1r \\Ori.er di.m,ucn,uc,s ,,_ ·'()1hrr chanJcte, - ' 11 ·ludc ·rso • al ""' do IJII or at-,h1y cal<£lV"-'> 1") ""' a re n s ' ucs, 1n1crcs1s llli

f.ll l into ti.:"""" kJgc:.' :, 15

AdJiuonll nampks group,.'() 1n10 this catcgnn , 1 1 • ~

' "' ie.oo.Jorhcrf'('N'fl.ull)ll1ll I -·, 0Clldc "c.- ) ___ , d1C 31>,1,1, , 10 "'rl ,11-cl.cnds 1 ,, 1mpon•ni 10 note l"3t .._, Cllt1 Jcj:I\~ :u,Ji,n-crufitJUilll\ w., · J f '4,.,..,,._

h ,ncnuou,ne..,_ :,re co11>1>t••nd) pre 1c11,c o JOb pcrfonn.incc thew...,. 1, ,r, onll11y 111111>. ~ ,,.= < n<l! sirong cnouih "' ~a-,;.• hinn~ dcc1>1ons c, clus11ely o •,....__ rtt. U('ll)hip ",th JOb"' onnn"IS' , n• •enor.11,-.J. the thtnl ,rep" 10 J>I. J dtffcrcni group or::~,

Alkrthc u,k sutcmcn ~- • . ,_.,.,_ ,., o, '-""" 10 .,,.,rfonn each 1:i,I. II ,s ;omcumes more effo-ien, -.-..

10 ,d<nuf) d1C ""'A no« • • anJ I. 10 Id,,,., tl1C.' KSAO, ofter Cl)OOU1.llng the ,,.,, ;1cr. forming JOb dUI) las i;rouptngs The nsi-

• • I ., u,ed KSAO, m:11 be owlool.cd In addt11on 10 KSAOs Job c u .. ,mporunL ,,ul tn l\'~UCDu) • f ' 'l'Cllsci, ,J<nuf) the compctcn..ic, n«J<J for J "orl.cr tn the JUb 10 he succe, , ul It 1s p;irtlcularly 1 that th" group ,Jcnuri , no,. lrugc thJI O " ('tlcr need, but that he or she cann0 1 n:fcr 10 (tn ~ "'Olhcr "nucn ,n,111Jct1onsl "h,le acu,cl) on the Job For e, omplc. someone " 01'1.ing 'G"':'4 L'J'Cr.Uor for I llO"SJ"~r pubb,hcr C"Jl111''ll step the pre,ses 10 look up opcrnung infonna!JoQ. J:: up, lor "nung gr,,.,J KSAOs :m: 10 mJJnUtn a n:as,inablc bJJancc t,c1wcen bcmg too &C""1! lttl too ~p.xiik A commoo .:mu 1s Lo include m, us.I mformJuon "hen wnung KSAOs. Do IOl Iii;, pl) rr,,ute tl1C.' w,k ,tatemenL fora; on pro11Jmg new tnforma11on by odcnuf) mg "hat kSAo, cmplo)cc:, reall) need ro perf,,nn a g11en ui,,L Of cour,c. os "c l11n1cJ al in pre, tous clllptn,lll 1 ,,i, C\pct1 ,houlJ :,l,o Kknttf) "™'tllC.'r coch KSAO 1> something thJt nc" h1n:s ore C\p<clcd tol., t,ef..-c tx-,ng lun:J "' "hcthcr the orgJ111uuon mten<ls lo train ne" hues 10 de\'clop the l<SAOL

A sub;tanull amount of emponcal research hos helpcJ us 10 tdenufy •omc of the cmpi.,. ch;ir.icrcnsucs ,~,. ,ccm 10 be rt:lat<d 10 J:'ll<r JOb pcrfonnance rn \'trtunlly all Jobs Rtr eui. pie, mtclhgcncc·1 anJ consmnuousne<s h»c eons1<1enll) been sho" n 10 he related 10 hrita, Job rrrfonnancc AJJ1111.1nally. a prN>n's cmouon:il s1Jb1l11y nm.J i.-, travcrs1on con enhance• or her Job ,rrfonnan<e tn mJn) J 1ffcrcn11) 1"> o( JObs. pan,cularly those 1nvolvrng tnte'l'Cn<l.tl rclau'1n, • If lhc gl)JI i,. 10 recru11 l l1P perfonncrs for 3 d) nJmh: JOb, focusing on the mt(w. gence and the ab,hl) of cJnd1Ja1c, 10 lc,rn qudl) should help If hone>!) and tntegmy mtq rrcnJ1ung pcoplt "'h~ J,,play the~ tr.ub can rc~ull in cmplO)-CC~ who arc lcs~ Jil..cly 1ocnaq,c■ coun1crprudut..11, e beha, IOr) a.nJ sleJJ lO Table +8 ~umman,cs some of Lhc charactcnsucs hlti, 10 be 1mpoctant in ,pcc1fic Job cm 1ronmcnh

Qi,i•fflJ Tho Char.1ct1ristics Related to Specific Job Requirements Characteristic

Adaptability. The ab1ltt)' to effectivel y manage change de1ays or une-.pected e._.ef"lls

Emobon•/ St•bll,ty: The d spos t,on 10 be calm opnn, st c, and "-tll ad1usted

Consdtnriou.sness: The tende"cy to be purpose'l.11. dependab1e ar,d attent,\/e to detail

&t~v,rslon; The tendency to be soc able assel'ti\/e and upbeat

Em~tionaf lntefligtnc,: The ab l,ty to control one s emotioos rud the emot ons of others aod relate to others

Ethics: Ores hOf'lesty w,U "grtess to fol!ov, t1J'es and tendency to trea1 Pf'Ople w th respe-ct

Job Re q uirements

Compte.. dynam,c JObs (e g , CEO and research & development Jobs)

Jobs 1nvoh11ng interpersonal Interact 01\ (e g , police and a ,r traffic cont rol JObs1

Jobs requ1r1ng dependability, cons Stl"q and rnotivatiori (e g quali ty contr~ 1obs

Jobs r~u1ring interpersonal 1n1eract>Ot1 rd persuasion (e g sales and customu str-. • JOOS)

Jobs requ1r1ng interp~rsonal mteract on neg ot at10l"t and ,nfluence (e g , u es, customer service and management . c~

Jobs with a high level of d sc,l!'t o" or " 1

h,gh " ~ of employee theft t• g cas no ll'l ban~ JObs and cashier and accounting pbsJ

Tum O rlenti1tion, Tne tendency to be orented - • t d r, ct- Jobs requmng a high degree al tearrw,-• cwar

1 ea ,e.-el'T\tl'I! of collea.,..e g oals or sharmg of ,esources (e g, JCbS as pa1

creahve or medical teams I

Ch,pt<r -1 • S!fllrrgic Job Anol)·S•! ond Com~tcncy Modeling 101

fof11'1 t he Job Duty Groupings

1 the nc,1 ,1rp. d1c JOb anal~<! sroup, sim, l3r 1a,k statcrncn" onto Job Jutte, 1ha1 rcOccL broldcr ~ roron~1h1ht1c'\ (cg , J cciiiion making, ~upcn l!,IOn, and customer rclauomJ A job duty 1,

: \C'I '-'I n:IJtcd ta,l.." tha.1 arc repeated on the Job, s uch JS sen icing customers or m.:u ntamrng an otfi<<• ,uppl tc, TI,c s roupong process t< >UbJCCll\e, but the goal ,s 10 reduce a lcnithy hst of

13 , l. ,uitcmcnb into a much ~honer h ~t- Gcncrally 10 fewe r than 12 Job duucs each conuuning

610 JO tJ, I. ,wtcmcnt< Ortcn the KSAO; required for each 10,k will help the Job onal),1 dcter-

m,n• " h" h 1;i,k, should ti< grouped together Each JOb duty should then be lahclcd 10 re Occl ihc hroadcr 1J,k~ ti rcprc~ent, Table 4-9 1,~ts ~ornc 13.\k )IJh.•mcnt.s for the JOh dul) of classroom ,n.,tlllruon for a uni, c.rsny profc!)Sor

Link the KSAOs Back to the Job Duties

lo the ,c, cnth , tcp. a thtrd set of Job experts ltnl.s the KSAOs 1moc1a1cd ",th the w,l.s contained ,n ca, h JOh <lut)' bac~ to the VtlflOUS JOb duucs Thcs< ex pcm arc us l.ed to conr.nn "h<1hcr coch KSAO ",mportJnl 10 the pcrfonnancr of the l.c.ks on each g11 rn carcgo') Jdcally. the rclouon• shop of e,·e') KSAO 10 cvef) task cntegof) rs rnlcd ,n 1<nns of 115 1mporwncc ThtS helps the flml uJcn11fy ,,h1d1 KSAOs should be g1\cn pnonty \\hen u comes 10 mlbn~ 1l"'- rccnuung onJ seki:uon ,Jcc l\ton, The step also confirms lha1 each of the KSAO) 1s cn11cal 10 the pcrform.J.ncc

of 1hc Joh

Collect Critical Incidents

The c1~hth ~lep ,, 10 collect cnucol mr1d.cnh to 1tkn11 f) the ~hn\lors t.hJt d1ffcrcnt1atc , Cr) ,ood frum poor JOb pcrfom1ancc A.>k JOb cxpcrh 10 cons,drr each of the JOb dutt<> one•• n 1tmc ;nJ imJginc in ~t.ini:cs of p.u11cular ,ffecu,c or mdfect1,·c pcrfonnancc Ideally, boLh gooJ and bJJ cntKJI mcu.k nt, '"ill be collcc,cd to U) 10 ,Jcnllf) the bchJ, 10~. co mpctcnc1cs, s~1lls. and so on, tlJJt d1ffcrcnt1J IC good JOb pc rfonnrri

CcnJ1n ,1uc,Ltonscun help cmploi c<> recall the de1>tls ofon ,nc,drn, A Job on.JI) <I m1gh1 u~c Lhc folio" mg qucs11on, to probe for d1.•1J1l, :.bout a ncg:iu,c cnuca.l tncidi:nt 1hat occurred fN n cu,wmcr scr, 1cc rL'prcst·ntJt1, c

1. Uhat K'trt th~ circ11mstancts ltading up to tht incid~nt? Ans\\ er A c aller Y.3S u .,m g Jhu~1,c language bul not commun,catmg ~hat the actual problem "a.s.

2. U7iat did tlrt tt•orkrr do that madt J'OU think that slht ~ a.s a good, a,,uagt. or ptJor ptrformtr? Ans\\cr The cu.slomer sen 1cc n:pn::scnt:iu, c .. told l,ir· the calkr anJ angnl) hung up

3. U hat t.·trt tlu conuqutncu of tht workrr 's bel,a,•ior fo tht cntical focidtnl '! Anw,c r I11c caller " orl..cd for a large cus1omcr, v.tuch su~ qucnt.ly d1,clinunucJ ,~ rcla11on~h1p \\ 11h the firm

l"h1s ncf,tllH cnllcal incident ,uggc.,u th3t pl11cn1.t. thi.! ah,hty to stuy t·alm 111 lh!! c,cni of :i l'i:\11~cn:nt c.all, and cmouonal conlfol !lJ"C u~(ul ,ul·cning cn1cnJ. for a 1clcphonc•b.1!1cd cu~1omcr , en 1cc rcprc,entau, c

!i:l'l!t@ Group Task Statement! Into a Job Duty For the iob or Un1vers,ry Professor

Job Duty Classroom /nSf'Vct1on

Tas~ S1a1ements

a. Prepare cou~e syllabus u s ng Microsoft Word to ,f'lforrn stude"lts of 1ristructor s tliperutions and grad ing criteria prov,de a read,ng schedule and summanz e cour'Se goals

b , P,epa,e lectures m ad ... ancl! us,ng app ropr ate sofv,arc and rr,e,d,a to cornm1..n,c.ate tne course mater,al to students

c. LPch.,re sa,dents "erba11y to accu1atel:, commun,cate l~e coul"Se ma te , 1al1i ,n an t-ng ,-g·ng way

JOIIDUn' u Jtt tJ/ rtldttd r • .u.lf 1h.J1 ,Jrr rtr•nur,f " " 1/tt'}llb

I

i

"i ,;

I

102 Cl\..r(('f J • ~...:~, .. J .. ~ \ n.iJ~ ,,, ,i,N Cl•mpcttrtC', \tl).kling • I m1.1dcnt 101 a CU"lll10lCr ,en ice re pre')Cntnt1\.

\ n c, . .1mpk· (lr J f",NU\C cnllcO C rtuat.lit thl.'.' 111!1~1" In!!

1 J,c..· ,u,c the b,nhday g,ft she onkrcd for hcrcluld arrh cd<b,n

A,altcn,J.,h'>tcn,> 1

n<'tdJ) She )died ,ncohaently about the ,nc,d · . ' GnJ the b1nhJJ) "a, 11c I <nL

Jg,-u t,11\C tailed in a clear, ca 111 , o ,cc and persuaded ,,. fbc cu I lmcr ~ ["\ ice n:-prc..cn Th ""'

' l ...... .. t . ll"ed product (or re1urn c cu\tomcr ~Cr"·1rc rcprc om,n to rcpoclagc "~ UJnt c I bl sen.

" that the produ,·t «as sttll a, a, a c Jnd personally :issu 1, 11,. ch«l ed 10 cn,urc 1

1-.: f " " d rtd I.he calkr that a replacement '>'CIUld 1mmcJ1:1tc ) • :,,rnt or O\ Cm1l>',1 ch\ery.

1lus e\ampk su~it:,I~ thlt t.hc ab1ht) 10 n-guhlli: one' ;;, cmoltons, remain calm in the I

_, 1

dJ-.:p<[)Url.St' carcu,cful~n::cmn~1.ntcn~1 fora custom PFt,. em;c of ::m cmononJ Cai er, 1111 crstnic:t rcpre,cnt.lu,c

We ight the Job Duties

After finaltang the JOb duuc~. ta>l statement,, and KSAO<, emplo) cc,, supcrvi<or,, 111d ~ m f,umhar ,., th the JOb ""ght us duues acconltng to thm rclJtnc tmportnncc to the °'till performance of the JOb ,nd the rclall\C t,mc spent on each 11,c ,1c1ght, should each add 'Pit JOO perccnL Table 4- 10 sho«s how to «eight the JOb dut1<> of an adnuntstr:ltn e Job

The « eights for e:ich Job dut) 's rclut11e ,mponancc arc u<ed to 1dcnt,fy Bona lid, Oceup.,uonol Qual,ficuuon, (BFOQ,J, or the c,scnuaJ qulliftcauon, or new ht res, 4nd 10 Plloo tuc the ch:u-.K'tcmucs that " ,II t,c rccn11ted anJ -crccncd for If the opumal "etght.1 forcacb)Qb dimcn-,ion cannot be dc1crmmcd sta11s111.all)-J s1tua11on Lha1 "c " 111 d1~cuss funhcr UI Ollpb 8-thc "ei@hts for the rclau, c umc ,pent on each JOb dut) nrc u,cd 10 pnonuzc them inro CSrit1I ttJI , Cl')u-, drs1rablc c:ucgoncs

In Table + 10. da1ah.l~c udrn1m~lf'3Uon 1-, the mo)t 1mpor111111 Jo b dimension for th.as par 1..11:,n a.I though admimstrau,c as~1-,tanh , rend mO)I or their I 1mc pcrfom11ng clerical dullcs Slit( admtnismmon t> tt.: lca>t ,mponant rclJL11c to the other, (although >ti ll on 1mponantJ0hditcJi aJmmi,,tn1u\-C llS'!ll.,tJnl) ,pend the least :mwunt of umc pcrfom1ing thc~c Job dulJcs.

The ~t:iffing spcc1o!i)t may then Jc1cm11ne tha1 database adminbtrallon will be ~eiP&ed ~5 percent , cl m,al «tll be ""fhtc<l 35 percent, and staff adm1n1>trntton will be "c,ahl(d 20 percent m compuun g an 01erall c,aluauon scon: Equally " ctghung the three duucs " °"U

-

Weighting Job Dutl .. by Their Importance and the Relative Time Spent on ~ch

In the leh column. record a nu/Tiber of po,nts be~•een 1 and 100 tnat reflects the ,mpo'tanco rJ the partio.,lar task categ°'}' to the overall periormance o, an adm1n1strat1ve assistant. The t0tl number of po nts d,stnbuted over the JOb duLes should equal 100 In the nght column, 1nd,c,t, ,.yhat perceNage of t,fl'le 1s spent on the act1V1t1es like those represented by the three Job duties Aga n the total r,u-mber of points d stnbuted across the JOb dut es should equal 100

Relative Importance Job Duty

45

35

20

100

1. Database Adm,n,n ruon Ma1nta1n1ng and devetop ng databases and spreadsheets, 1ndud1ng collect ng , nd entenng 1nformat1on Using databases and spreadsheets to obtain surnmares ano ans~er 9uest•ons

2. Cencal General clenca actJVrt es including answerng phone f.l.ng handl1ri9 ma l, ard dupl1cat ng

3· Sr," Adm 0 •str•t on Record keep ng and t'lanc ng payroll dut es ,riclud ng aud1t•ng and reso ving d1screpa11oes Main~ l"I ng unit pe~onnel f. les

•To:al must equal 100

Relat ive Time Spent (111

25

50

25

100

Chapter 4 • S1ruiC'gic Job ;\ni1l)·111s and Comrc tcncy Modeling 103

present th,· tr rclatt,e eontnbut ,on to the Job or cour,e, the «etgh1s J1ffcrcn1 JOb experts .,,,,re chJllh dut)' 11 111 , ary Con,equentl), the JOb anal)st « 111 ha,e 10 use good Judgment whc.n ~,,~tJ ,tuch \\ c1ght.!i to 1tc1ually assign. J,, ,JinS ' H ' 8 l d

\\'hen F1r, t a" au3n 3n con uctcJ a J0b anal) s,s on 1ts CUlitomcr service r os,uon~. It J thal 40 pcrccnl of D CUSIOmcr SCr\'tCC cmplO)Cc's tune -'!IS being spent nn adm1n1Str!ltl\C

f1.llJR 0._,1 focusing on cu~1omcr scn1cc Thh mfomt:mon prompted Fi~, Ha...,n11 an 8 :m" to J~uc>, turc its cu~tomcr service department. \\ luch rc~uhcd 1n o more cffic1cn1 Yi orkfortc 31 rc~tf\JC

construd a Job Requirements Miitrix

1ltC icnih ::,ICP in a 10b onal)Slli I~ to construct a Job rrquircments matn'< summ :m11ng the inhlr• .,,,uon collected so fa r Table 4- 11 sho"s what a Job require ments motnx tools J, ~e

In adJ1t ton to looking nt a single Job dcscnpuon to plan for a pamculor Job, a fi nn c,1n pool H"fcthcr JOb anal) scs from n 'ar1ct) of J)0\1t1ons to 1dcnt1fy ~C) KSAO,;, or compc1cnc1~ Lhat a.re ,.,,l"'n,nt [or ,nult1plc Job, Job an,lyscs for Johs in the same JOb fa mtl)•, or for Job, that tend to lin~ inio corccr path~ for employees, can be used for Slnltcg,c planninp

Write the Job Description ilnd Person Specific.ttion

The final step I) the wn11ng of the JOb dcscnpuon and pcr~on spcc1llcauon At the , cry min, mum. the pre , ,o us , tcps should gcncmlc a li 1;1 of t413l.s and dutt~, "1th some infonnauon rrganJ - ,ng their ,mpartancc to the ovcroll pcrfonnancc of a sausfoclo') emplo)ee, nn ,nd,catton of the fn:q ucney the« duties arc pcrfom,ed, and the Job' , esscnu,1 and dc>irJblc quahficottons To • ntc the JOb dc.rnptton, the J0b analyst should be able 10 U\C the ta,l s and duties to dc«n1'c ihe t,asic fu ncttons The \Vcb sue wwv. JObJc~cnpuon com can be a helpful rc"ioun-~ for "nun~ Job dc:,cnpuon, 1-\ftcr searching to find a desired Job Litle, 1hc "11,3tJ can be u,;,cJ to cus1om11c ihc generic JOb dc~n puon for th is pos1t10n u,mg the mform3.t1on ob1amcd from 1hc JOb anal)..,,,

fliiilD A J ob Requirements Matrix for a Project Manager Ch.u•cteristics of the Job Characteristics of the Worker

Relative Relative Impo rtance of KSAO lmportanc• Timo or Compet•ncy to Task

of Job Spent Performanco (1 ..., low. Job Duty Tosks Duty (%1 (%) Compete ncy or KSAO 10 ~ High) (E - E.ssentia ll

Pro;ect 1 . Develop and 35 20 1. Ab lty to develop p lans 82 Mar,agement ,mplement plans, and schedules 9 l E

schedules, and 2. Ti me management skills 7 6 responsibility chans to 3 , Knowledge of proie ct ensure adherence 10 management repomng the p roJect's t,mel ne softwa re

2, Report the pro1ect', progress and results to su pe nors

Supel'\<·S on 1 . Schedule and track 35 30 1. Abd1ty to worl( with 59 team members worlc: d iverse people 76 assi gnments to ensu,e 2. Ab,l,ty to d elegate 83 appropnat e progress 3, Negotiation slc.,11s 89E

2, Acquire the resources 4, Pnor111Zat on slolls 7 4 the team needs to 5, Leadership ab1l1ty funct ion

Cu;to'ller ,. Research and 30 50 1. Commun1ca t1on skill s 8 I Se"' ce understand cu\ton,er~ 2. U~tenmg •:.lolls S SE

needs and ta1..e 3, Enpath1 7 9 act·ons to ensure 1t·.e r needs are met

104 Clure~ .J • \ tr:UCI.:' ... J .. ~ \ ,uJ,,,, ... '-1 Cl•l1'f'."1t1'\' \l\\klui:,: • •

1 , 111,. ,.iu.11 Joh dut,c, that ha,c to be ~rfonn

In >.JJ11.1C1n h.l prt"Ci,~h 'r'-' 1 > 1 " 1 ~ compl) \\llh 1;.rnJin rcqu,rrmC"nl) of the ADCd f'I>\

J ~m ·nt , mnJ1"1n1 l ~ • l ~u,10\'"'' ur mm ~ .. . • boul Liu: ph,,ilJI . .:r~1Jno1nu.:, en, 1ron111cnial . J'4 J h 1, I'-' 1<1) •J'<''''' • 1 • •nd ...... ,"' .. nrnon J.) l 1• J 1,,b J-.:-"-nrt1on lor a ,a r-, fXl\1t1011 ,hould ~ .. iq I> of th. 1,-.i, l 0r c , .uup , . h , tncluJc n"'4uu~mcn l h 1 ~ui~mcnt, of the JOii. ,uc. •1' 'mu,t \tnnd for s . 1 'r<'';11ic dc"'npul,n ot lhc r \.~h.J. "mu,t n1'.'C'I ,, ,th cu,tomr~ ou1'1dr unUcr all \\C-o.t~8n1fica:u f'=O\"-h fl l tJmC" ,, ithout a tn:J or r, " in J.:, cnt,1ng '-' ' c11 imponan1 :-i ,rx•ct of the Job er Coo.Ji ll\'"' .. lf th~ JOb :in.1!~, t ,,~ 1 "'f'l':' ,~rcrrl,rlll th~ 3l'IUJ I 1'-'b Jut,c~ an) \\ ,ly hr or ,he . then~ \ D.\ J.>.>um<'thJt thcemp o)c<•.!11 . I '"11hconlpJn) poltci )2 "lll1>10

n.•~w1~ ol \\ h\'.'lhcr or n l,)l lu'i N her\\ ll) \,: lll11r IC, ' - ummanr<, the KSAO, needed to pcrlorm the Job

The re.r-son ,~ur,~auon .. Q O '-'cll 1:1 ,er quahfica11on> anJ 13~0 , nc W3) to c reate • person "ell a~ the min1~1umth"or b J t,c, and tr) t!J ,dcnufy the mo,t amponan1 KSAOs or ~Pcc1 11cauon 1, 10 1°'"1~ at e JO u l<l 1,.. . • corll()t

J d th b The nc,c,,:11) KSAO, ,hou .,.: StJtcu tn lite most Job-

1 lCDCIC"") nccJc to Cl C JO J h re 'ltd bl \ I

both th. required qualtfica11ons an t c ,,·quired level o r edu tcmh po"1 c • ,o. 1.: f h tt11~ lor thr J'-lb :,houlJ be ,tJh:J J'i rrt-:-1)cl) .b po),,bk I t c or~an1,at1on intend.) to lrilln nc-.

h __ , 1 dc"t 1Jr tra.inini:! •rcadinc-,s cnt\'.'nJ ,;hould be "'lilied If related h1n:s. I C rtqUlfe"Y apu U ... f , hpe.

ncncr h mcluJcJ in the pcr"OR ,pc:c1fo:J110n, lhc 4uahl)' o :i pcr~on s C>.pcnencc I!. Orte, more ,mponJnt th,n the kngth of Clpcncn,c If an) qualtfica11ons arc deemed e,senttJI, tlttj , houlJ rtflcd the nummum basic cJuca11onal requirements ncccsS,.tr) to carry out lhe Job lo

:m a,crptablc lir.lJnJJ.rJ _ The qu,ht) and ,p.-c,licll) or the Job dcscnpuon and person ,pee, I ,cauon are cnuca) r

the re'CT\liUng funcul,n 10 match canJ1da1cs' sl1lh, to JOb rcqu1rcmtnlS HO\\C\Cr, rnlhc-r ~ S&mpl) dc\Oloping a 1,undf) 11,1 of all the u,;,s required of the po>11ton, II is more Slr.lte&i< 10 con\lder the bus,ncs, str:ucgy and compc11111e ad1antage. a Job', rcrforrnance needs, and "ha 11 meJn, 10 be ,uccc»ful on thc JOb in add1uon to thc<.c bose , , ,11, By fiN defin ing OUL114ndlll performance. the •<) compctcnci<,. styles. and tr:ulS des,rcJ in .t nm hire can become~ apparent To com pl) ",th the rc,qu,n:mcnb of the ADA, JOb dcscnpuo ns must also 1denufy Ibo c,--.,nual JOb tuncuons .nd the ph) <&cal onJ mcnul n:qutrcrncnt> needed to JJ<!rfonn these <sstn-

11:11 run~uon.s Consider lhe pos,uon or c,ccull\C a~s1s1ant The JOb rtqu1rcs riling, answcnng phones m:i

'-1.:rccmng caJI: •. -.cht.-dulmg lhc clttUU\C's umc. processing rcqu1~1LJon;;;, and ltght booU~ ing A, l result. the JOb po;tJng could de,cnbc a need for a JlC"On \\Ith ,trong I) ping. fiha, or~.ini,.lllon. and rommun1c:it1on slalls, and an understanding of Lhc company's rcqu1smon &rJ booUc<ping procedun:s. A dccpcr anal)SIS of what ha, made pa,.t incumhcnts mo,t sucr,,sr~ in tlus po>111on. ho"""· may be their ob1l11y 10 mult11a,., anJ to not be tumcJ of[ by tl1t e,cc,, o,e s aggrc.>Sl'C managing style. The amount or typing required by the Job is nummal, and the booUecping and requl>llton proce,sing arc ca,1ly tr:uned Focu,ing the recnmrng cffon on kl<n u f) mg people JAho nrc org:uuzcd. arc good at mult11:i.,L.mg, amJ ,\orl \\ell under pressure ma) t"t more: important in htnng a high performer for th,, JOb

Th< longer the 11>I of sl,11 requirements in a person spcctlicauon. the fc\\cr the numl<r of people ,.ho "'II feel qualified and apply Focusing on 1hc lcy charncten s11cs to be lt'ught • recn111, ,ncrcascs the ~lclihooJ of htnng • 1upmor rcrtom1cr Al,o. ,r the pcr,on spcc1 fi,.111c,, call; lor quahficauons gre,tcr than those actu>Jly rcyuircd hy the 10h. problem s can anse H1nn1 more h1ghl~ quahfit'd cand1d.11c~ 1s h~cl) lo cost more ~lorcmcr. 11 lhc c,\nd1dJtc:i. arc h1rcJ ~ then begin to feel underc:hAllcngcd in tl1m po,11,on,. Ihm tumolCr" h~cl) to be higher.

13 '"'

to analy,rng >etu,I p<rforrn,nc, datl for cmplO)CCS with d,ffcnng lc\cl, of quahficauon, to J>SCss the relauon,h1p bet,.ecn qualifica1,on k,d anJ Joh pcrforrn.rncc for that po,iuon. the 11<,1 g:wge for spcetfy,ng required quahfica11on le1cls ,s gcncrall) the JUdfmcnt of an cxpcncn,<11 m:inJ_ger

Wnung an t'ffccu,e Job dcscnp11un ci1n be a, mud1 :rn Jrt .i... a ,u.:ncc Ol·1..1u'l JOb des.nptton; can qu,ckl) hecome ouldJtc<l, supplement them 111111 rcgul.irl) ncgoti,lcJ goals and dcq~Jopmental oppor1unu1c\ 1" It 1s al,o impflrlJ nt ro "nll.' l'nnugh nc:uh1l11\ C1nclud1ng , omc1hmg li ke, .. Jnd an) other rasl,; ,h ,h,ignrJ h) thl.' .. upcn 1,or '") into J ~ descnpllon\ :i.o thll "orlcrs do not thmk, "'1llJI ' , not ffi) Joh," Jnd 1hc) Jr.: comfon:i~lt helprng

1 ;o" or~en;, cross• trJmln£. and findin g adJ111onJI \\ J)., to contnbutc to 1hi:- orga.nl·

ta11on Table ➔~12 pro\lJc, )Orne 1Jp1, in trJlltn g Jn Jprc:iling JOb dc,rnp11 on fora Job ad\cn 1scment

Ch ,pier l • S1m1cg1c Job An al)"' and Competency MoJ<iing 10S

~ Crafting an Appealing Job Description for a Job Advertisement 1 :Include an understand abl e and engag ,ng Job t,tle The Job htle" ohen the headl,ne • ,n a 1ob board po

sting ancl is lhe r1rst thing a Job seeker usually seard,es for Including add1t1onal information lo make the pos1t1on stand out against simil ar posttngs, such as •Sales Manager, Partner wnh Customers to Fmd Solutions • or • entry Level Jaya ()eYeloper, Grow with Us " '

2 Include pos1t1\le ,nformation about the company to give the 10b more context Keep

• tk s bnef, but focus on what current employees 1n Similar 1obs 1n your organ,zat1on l1~e about worlo.ing for the company This could include industry 1nformat,on. company growth .,..,0,mauon, work life balance, mentoring programs and key el ements of the company cu t-ure and values Describe how the organization 1s un,que by communicating its mission statemer"ll future v1s1on, and why 1t 1s munmgful to woric 10 the firm 36

3 Include 1nformat1on about the JOb that can help the JOb seeker get a feel for tt Why ,s

· th s p0s1t1on a great opportunity? What are the most important chara:ter1st1cs of top performers' Help JOb seekers evaluate their f,t and I kehhood of success

4 Oesc.ribe any m1n 1mum 10b req1.11rements such as education, c-en:1f,cat1ons years of

· el(per1ence, and so on This should be f,m1ted to only those requirements that are ,equ1red for appl,cants to be m1n1mally considered for the positron

5 • Try to ..-mte the JOb descnpt1on to reflect the company's culture If the culture ts fun and

,el,1.>ed, ,ncorporate those elements into the des gn style and wording If the culture 1s n"ore fornial and professional, use more structure and formatting 1n the descnpt1on Th1s can help to anract those JOb seekeB who are trle best fit with the characteust1cs you are see\,ng

6• lf possible, let h19rl performing incumbents get 1nvolyed m writing or rev1ew1n9 the JOb descnpuon You ultimately want to attract more people like them, so ask,ng the,r adY1ce on what to include, what not to include and how to best present the mformation c.an shape the posting to be most appealing to these targeted Job seekers

7. tndvde a lmk to the company's Careers page that has more information about the posit on and organ1zat1on, and a way to apply for the pos,t on

Both JOb analyses and compctc nci modeling 1cchmquc, can be opphcd in a fon,ard - k~l..in~ manner 10 ;oh, 1ha1 a.re C\Oh in£ or lhJl d(' not )Cl cx1, t In th,, ca,c, the JClb or ,u~Jl'Ct mJttcr n pcrb arc in1cf\1C\\Cd :ind a"kcd 10 1dcn11f) the KSAO, and compc1cnc1\!, hkcl} to be

cnw. al in th.: f uturr

OTHER METHODS: COMPETENCY MODELING AND JOB REWARDS ANALYSIS

Competency Modeling

Comprtent) modl'lingH 1s a Job anol):i.1, 111c1hoJ th.ii lllcnufic\ thi.: m:c~~\lr) \\l.'.'tkl.'r t.mnrc 1cn .. 1c1; for tugh performance. Con11>ctcncir, ore mor..: bn..1Jdl) dclincJ ~omponcn1, o( J ,u1.-.c..,.., lul "vrlcr"i.. rcpcno1rc of bchJ, wr ncctll·J to do 1hc JOb \\CII R,nht.•r tha.:1 mere J\1b ~k1\h, the) Jh~ 1hc v.u1l~r ch.ir3ctcni;.ucs 1h.t1 umk rhc on-lhi:-1ob i;;uct1.·.,., Compctenr1c\ t .in cnco mra .. , muluplc type, of lno,\ kdgc, ,lilh,. ol111udi.:!,, pcl"onal11 h.'"-, and ,u on

111c d,flcrcncc\ hcl\\CCn KSAO-;, ~nJ lflmp<"h:nl'\I!:, lM bi:- conlu,ing One \\J) to thml,.. :ibou1 th.: di fkr-.·i11..c 1.., to 1tunk of comix-1i.: nc1c, a~ "Jl'lb-,pJnn1ng" \\h1."r('.1, KS1\0~ are often hm11cJ tu Jn mdi\ 1Ju3l JOb ;\l,l,, llllllfK'ICnl·1c:, olt..:n lUlllc ln,m th~ top m,inJf..:~ of 3n or~Jnl/JUon ,1111,1 ,t'.'nc to r\'.:mforcc the firm', -.·uhur1.' B) ,onLrJ~t. KSAO ,1.11cmcn1, Jn: dcn\Cd

mo,tl) h~ J\'h JO.ii) ,t, for ,taflinp purpu,c, BccJ u, c ,·umrc1cnt.,c" nn: lm.,_cd ttJ the organ11:-1t11, n' , hu,inc,'i ~H, ,11,, , trntc~~. Jnd ,al

uc,, .1 pcrwn ,pcc,ficJ.ti on rc,ulun g lrurn a JOh dc,1. 11p11,m lJO cnh.1m.:c hmn~ quJltt) (lnJ ,lrJt c~~ c- ,c1..ut1on 13Clau,c compctcm.:) m<M.Jd,ng lllJ) no1 1Jl·nt1 I) " u1 l1.' r -.:hJ1,1\ t-. 11,tt-.:~ LhJt .irt 1mr,onan1 hut inlrtqucmly u,,phl)CJ, 11 ur1cn ,ur,pkm..:nh l'thcr JOh JnJl),1' mc11loih Bcc.,u,..: (Nnpc1cni ic, .m.~ ~cttcr linked 10 the or~,1111 ,Ju,m· .. 1,u,mf .. , ~OJI, .ind ,trJ1i..·g~ th.in tr::iJ 111on.1l

KSJ\O, , cC"1mp,.::1cn-.·~ moddmg. 1, gJintng 1n p<'pul .1r11 ,

CtJ\IJJhT I;. \ '(} \IQI>J, Lf\G

11 J• -b 111,uhin ""''1,.J ,1 .. ,1 1t:0111J1t1 11,r "'' (\Ian 1>11r{rr t •""f'"'" I f\ J,,r l11~;. rrrf,.,11wrt1,

CUlfP£Tli\CI H

m11rr brr,,JJ. dfJmt J 111"1/"41~ l'"'' ,if " 1u1 lt'HJul .,,.,!rr, rrprrr11irt ,,f INl11.u1or nudr1I 10 1/11 UJ1•b 1>rll

J t

I

~ ~

C

I •

- 106 l.:.J('•a.: . \ ·r.11.:>·,J,-t\ "-NJ\,,.u,JC'omr:teh,. \ \l\Xhn-..1 •

lb dc-cnruon cnhJncc, a m, na£er s Oc \lb1l 1t) on aM, 0 \ , ~mr<""'' t,.i..,J

10 n and ,·an •II"" fim1, 10 group Job, rcqu,nng sg '0& ""t,

kni:oh<n, oh< hi< of 3 J<X> ~--;rt~~vn Compctcnq modeling ullm, s for ~reaic'~~, "1c:n, 1i:~ unJcr J ,1nfk Jl ~ e-11u\C comp(l("'1C'' define hm, to rcrfonn r •il,,t.

t J ~ , t\"\IUtrtmi:nt, "" a Job-, ,n 'I''' ) ,ng J , .,Jiuon.il , b onJI) '"· ,t oh< JOb " chJng,ng, lhc n the Job Illa) ~ t>n,i.11) Ihm d,.,, • " f "'~> Th< brt1.1<kr dc-.cnpuon of a Jc•b also d" <OUrao. )"a -~

,t Ju,e t,, ~ upJJrcJ :,., rrqucn ''Th 6 ,s ,,.._ n, ... ,l "' l\:hJ\ ror from '3) ins, J I " no , ,n my Job ,i..._ -""l .bll'<l iu ~rl""" 1 ~"' " oh,~ _ -..:~"~" unl,lc "c..-lcl' in• m,on, niiJI) ,pcsificJ J<,t,

Tu.:reton-. ,JcnLfiing ohc organw111on\ bu,inc,, ,oraocgy. \l>JOn, lllld ,aiuc, "the ... 110 , fob c, ,,..ru ,.,oh diffcn:nl pcr-.pccu, c, on the Job ~ ,h;(' 1n ,:"llfflJ'('ICn;. \ Ill'--"-"" f 1 - t LDclra,c,.

• •nd ,ntcmal •nd c,tcmal cu,1omcr>, then odcnu fy the c• •- - ~ 1rk.umb(nb, ~U('(f'\ 1'4.'C', ,. ,...,aclenn:....."' \ .ilu,, :inJ -0 on, lhJt ,n1bk an emplo)CC in that posiuon 10 l>cM t>CCUle the SlJ.llC£) ...;·- th.JI th< e<>mp;in, ., due, lll'C "'""'tcnll) pr.i,uccd For c.nmplc, a \Lrategy based on,::"' u.,n and IJ,t produ« (k,elorment requires cmplo)CCS " llh • sen« or urgcnc) and the lbtlu ~ ,nno, ,., If th< organ,zauon , ,o,ai,gy require:, cmplo)CC' to conunually adapt to Or lli'!>ly !: ,,r chan~ing le<hnol<>11<S, a<Jartab,ht) onJ lhe ab,ht) 10 learn quicll) can he more un"""- Lt1.1n "lp.."Cific ,lill, J\ , lf3lCg) ",th 3 h1rsc cu~tomcr , cl"\ 1cc component requires hinng crn ,,,, "ho lll'C commillcJ 1o ,nte~nl) Jnd cu,,tomcr scr, rce LO\\ · CO>t ,1ru1cg ics genera.tty ttq~ pcopk "ho on: cfTimnt. dclJII ,mentcd, and cornn11ttcd 10 reducing " a,tc Jnd <nhaoctaa ._. firm , cflic1cn..ic,.

TJble ~- 11,ho~, "''"c c\ Jmplc, of competencies and Job, that require them. A go.."1 c, amplc of hnl m£ core l0mpctcn1.1c,, ,..1luc~. nnJ c,pcncnces to Job dcscn~

and staffing pr:icucc, 11 profcs;ion.il s,niccs eomrm> ~ C P"C ,Jc nuric<l core compci""" lhJt n:inforce Jts cuhurc: and contnbute to JOb pcrfonnance. and assesses them lhroughcot • •rrh,Juon proc<>< 0,ar.ictcnsucs 1nclud1ng being cun ou,. bu1l<l1ng lllld sustaJrung ,._ ,hip, anJ communicnuni "itlt ,mp>ct anJempalh) arc u,cd todetcnn,nc "h,ch Jobcandidila 10 r urwc anJ hire l,S

Ltlc the other melh,oJ,. JUb e,pcm u>1nt compc1cnc) moochng also ob1Cf\e and llllcc ll1< b<ha\JOl'S d,,pla)cJ b) \ U<tc,lful cmplO)CCI ldcall) . one group o r Job ••rcns idtt-ir., W compctcn,1c-,. :inJ another puup re, IC"'' them JncJ offer, input S1 m1l31 compcteaclCS • combined. anJ a set of from 6 to I} comrctcnocs " gene med h is 1mponan1 not to include IOa

@tli•iiO Competondu R1lat1d to Spedflc Job Environme nts Competency Re-quired

A~pi.biliry: The ab,,,ty to effect ••'Y manage d-ange celays, er ul"fxpKted e,.,ents

Communication: lndudes choos ng the appropnate communicauon medium presentng verbal and ~.r ren 1nformat,on dearly and ccnose y -sten r g and g v1n9 ar,d rec, ~1n9 feedoade:

t.adership: Build ng rn0~1Y-at on and a senst- of Sl"'ared pu"Dose n others

Emotional lnt• ftigenc•: The ab It) t:> CO">trol ores t1T1ot,CHU reac tht erno:-ons of otners ind '1!1ate ~o othe11

Problem Solving: Acq. •og aoalyz rg •od r-:e-grr.,.,g r-:c"'Tla· or, fro,,, ' f 1e1,ant sourcH ' 0 ,,.a<e r,r,--e Y .net apprcpnate dee sons

Cr•auviry: The ac I :y to co,ne up""' th no~e 1deu ard ns g'"a

Job Ex1mp les

Comple,, dynam,c Jobs (the Job of the CEO and research & de>elopment 1obs)

Jobs 1nvolv1ng interpersonal interaction (rnoA Jobs)

Jobs requ,nng the superv1s1on or ,nnue1'1Cf'l9 of others (mar,ager1al Jobs and JObs 1n ttalTI sett·n91)

Jobs requ rng nterper sonal ,nteraction negohat on. ,nd influence sales cu •cl"flft' 'loen.i,ce ard managenal 1obs)

Jobs requ nng ar,a yz. ng ar,d troub'~ ""-'! ":! {custon--er sel'\< ce, maintenance and p· ..,, desgn 1cb,)

Jobs requ r r,g or,g,nal and un,que de• •"'d ns ghts (maritet ng executrwe. uilt1 Of dts g"er and graphic artist Jobs)

Ch.ap1cr J • Strutegi-. Joh An.:il)~I~ .ind CompctenC) MoJehng 107

,~n1pctcn,1c, lo ensure the staffi ng effon focuses on those most important and u-.:ful fN "'""\,on rurr<"'' i\ cc~mpl"lu ng th1s goal may require the generauon of a longer compctcn<) ,rlcC r,"t coltc,ung data O\ Cr umc on cmplo)ccs' pcrformoncc of the , kill s and bcho\Jor> I ,t ,t " . d I , L - ,1,.,ughl to be ,mponant, an ona Y11ng u,i; data lo sec " h,ch actually male the most difference Altb()U~h n,Jn) organ11ouons can brams1onn relall\ CI) good Im, o r l e) compctcncic,. there ., n,,,u~,u1u1c for 1al 1ng an ObJ«:U>e, tbu-<lmcn lool at \\h 1ch compe1<nc,e1 actuall) matter

conipctc nC) modeling IS becom ing more popular for O number of reason, Bccau« com t<"'"' an: bn•aJ cr than sl oll<, JOb anal )m ha-, greater n,"b,III) m terms of spcc, f) ing a

~-, rrqu,rcmcnt, T111s can help discourage " orlers from rdu,ing 10 undenale ccnam dull<-S nett,rhclll) "nnen ,n10 their Job dcscn puon, Also, if the JOb os changml. then the JOb anal) sis •ill""' ha\C to be up<IJ tcJ '" frequently Thus, the mc1hNI', yco1cr simphcll) and nc xihil t) JN"'ah to many organ11otu1n, "ith ropidly changing Jobs for "hich tradiuonal Job anal) ,is ,ncthoJ, arc co,tl) and 11me con, uming

compcten<) anol)>"" lcs, use ful than most other Job anal)"' 1echniques for dc,rnh- 1"1 icchnic:11 ~~1l1' A, a rC)UII, It o flcn 5upplcmcn1s other Job an3l)SIS mcthodli ltowcHr. n's "'{'(th nouni; 1hJt the mo, 1 important compctcnc1cs. ,aluc,. anJ cApcncnct~ arc hkcly 10 \.11)

n:i,1. bu,mc,, un11, and Llcpanmcnl"I as " ell 1l1c co mpctcnc1cs required by fK'Opk 1n a lirm ' , :,ounllng depann1cnt , for e,amplc. arc hlely to differ from those n:quircd by the fim1'< mar• ~(Ung or n:, c.m.h and de, clopm('nl dcpanmcnts

Some cumrJn1c\ Jrc c, pcnmcnung M lh the cl1m1nauon of muluplc Job ullcs to rcfocu, cm- rl"l''' on their \\ Orl r.ithcrthan their Job title ~larl eung firm lhc Richards Group chm,natcd the urle, of ,ts 560 emploi cc, and ga<e all of us 20 cxccuU\Cs lhc same utlc of pnncipal T11c 0101 c •"' ,.,1,on,cJ by clients, " ho didn't CJ.rt' about the utlc of tlic pl'OJ'lc handling thcir account, . an

1 1

,ecni< 10 bJ, c rc:focuscJ emplo) Ce< on \\hat they do r.ilhcr than on cl imbing ohc corporate ladder Bc~.iu,c 1hc :ipproJch 1s rcl:iu..-cly new, and lx-cau-.c 1hc lc, tl of n gm and LlocumcntJllon

,~ It), than trad111onJI JOb anJl)MS methods, 11 , .. unc lear ho" " ell lhc approach \\Ill "11h,1and kr•I ctullcn ge, •0 Until ll has " llh>tood greater legal scruun), Jl is ad\JsuMc 10 com1'mc com· rc:lcnC) modclrng "1th more 1rad111onal Job annl) sos 1<chn1quc,

Job Rewiirds Analysis

Anl,thcr t)pc of JOb anJl)~' ' 1, t'Jllcd ajob re"a.rds unal.)Sis Joh re"' .1rd~ .inll) 'I') l'i DJOb unJI >''\ IC"Chniq uc lhat an3I) , cs a Job's inlrinsk rt"ards thJt a.re nonmonctal) and c.kn, cd from lhc ¥riorl itself and from the orsan1nuon·., cultu~ as or~J 10 "'trinsk rt'\\ Urds thJt hJ \ C monetary ,al uc lntnn'\1t' rc: ";u-J~ i:an include the Qt1,fx 11on 01 rnccung one·, pcrwnal gool, , rrom cn~af1 ng 1n continuous lcarmns a~U\ 1Uc,, nnJ doing mcan in~f ul ,, o,l E,tnn\1C re " £U\h include an cmplo)cc·, hJ..~c pl) , honu\C\, and bcncfib Some Job, pro,1dc unique c,mn,!~ rt""'.uJ, h~c fn:c 1rJ,d tur 01£ht Jllcnd,1nt.s and mcrchan1,h')C J1\Counts for rct:ul cmplo)cc, lntnn, ,c anJ c , tnn,1c reward,; toscthcr comprise the total ~ \, ords related to a pa111-.u!Jr Jllli

lhc 1dcnu licd rc,,urd) cJn be u,cd to bcm:r match cnnd1d.uc, ,, uh 1.Mlcrent Job,, J'\ ,,ell :h 10 1mpro,c the ri:cn11uncn1 procC(.'1 for c"nmpl..:. 11 a rccru1h:r lc.im -. "hat mou, au:, .1 Jl'" unJ1dJtc, , he or he cJn 1dcntll ) JOh rc,, arJ, th.11 ,,111 m~~c the 10h 111t11'\: 11pp..:Jh ng to tht.• lJn d1JJt..: t\ JOh l.,1ntltdJh! mo11, Jtt:d h) monc) can t'C told c\lcn-.1\cl} Jbi.lul th..: l"umpan) ·, p,,y• fo r ~ rlorm.mu ')'lcm Oy contrJ,t u Jut'- conJ1J.11t 111011, atcd h) lk\Clopmg h1, or her ,kill, ~Jn ~ 10IJ mon: .1N.1u11 hc ,ompany·~ trmnm,g, d..:, d opm..:n1. JnJ l('lnt11rntn! cJu'"Jt1,m rrnl!rJm,

Th..: rmplO) l'f.' , alue propo!iitlon 1, the hJl:m.:c t",ct"ccn the m1r1n-.1, tJnJ e,u11" 11. n.,'\\JrJ .. .111 cmrlo)Ct.' r..:..:c,,c, h) "orlmg for ;1 flJrt1, ulJr cmplo~cr in return lur tlh· \:'mrln)<.·c, Joh pa fom1Jn,c H cmplo)CC, llche:,t.· 1h..:) rl.'u~I\C re,\JrJ .. cqu.11 to or c,t.Ce:dm~ "11.11 th,) put in1u We t omp.in) tlh:) ,, 111 ~ mri1,· , Ju,ficJ JnJ k,, hl cl) 10 LtUII \\11cn rn ru1tin~ llr 1.·,,n, 1n'-1ng "'mct,nc to JH1.'pl h1' or hu JOh ,,11\.·r m,l\'.'JJ ol J t.umpcuw,·, nl h.: r. tll(' h."\.fUlh:r ~,nJ hum:; fflJnJfa mu,1 Jn,"rr 1h.: t.:Jn,t1J ,111.· , ""-' "' 1mj'WrtJ.nl ~u"·,11,•n, "Wl1Jt , in II lor 1111.: •· m J 111.1n ncr ll1JI m.1li.:, th..: J<.•~ orror1un1t) 111.: llh\ .. , J)'(X"JhO!,'. \ 0'\"'\'nng tlu, lltJt.:,lll'R lt.:llU!f\:, J J,Jb "-".&1J, ,tnJh ,1-.

ru J,, J 1,1h h:\\JrJ-. anJl\ -.1,, ,,nc mu .. t lir,t 1.h. 11:,mmc t:\Jdl) ,,hJt Jttr~11.h 1uh "JnJ1 J .. 11.:" JnJ "h) lnl.Um"-·nt, """I'') llh.lr "')'~ 11:(n 11111." mu,t ...rJft J mi;"Jfl" turk 11 I~ ,1.1tl· "hJt 111.1l..:, thi: tomrJn} thl' nln 111u, 1. ho1 .. e OHi th1. '-'''"f'llthm '-l11mi:t1mc, 1hc ,dhnF ru•nh u,.:c.J fl•r dilfi.:h:nt \.JnJ,J Jh.:-. ,, 111 J1lh.·r ,\•1111. .ire 1111•rr: nf'\1\ Jh:J h) 1111 .tn1..1JI r,·,, ,irJ ..

JOB R~IIAH.IJ> A.\ l LI SIS

u, ,I, wtJ/1111 lt'c hn1q1.1, 1hJr 1.;r,it,fit\ ,,., ,,.,,,,.,,, u,u/ ,uri,u« ,r.,.unlt ,,,

1111.fl

/\ T R/\ ~IC RE H I RDS

11,o,t,,,,,,1t1,11') rt1411Ti:IJ dtn,r,IJrm, tlit '"'''l 111<I/ ,.,.,tjrm" tlir •" l •"''··u111m , rw/twrc

I• \TH/\~I C Rl , IIARIH

TtJT \I RJ \\ um~ "'"'"''UIJ,,,.,, ••/th( l'lffJfflll ,,, ,I rorm1i. ''""'4h ,,WuJ r,, ,, r•••11 ., .. 1t ,,b

, ur,011 1 , u tr l'NOl'U\I nu, ,-,, I'll Jt'lt t li.--11 UI\ tl,t min ,.~·

oo&Jr1fr4'1111 rr .. orJ• ,,,. ,ni;•l•"r ,,,,. .. ,, t,, .. ,.,ll"'\' ., <1/-.JllkMI .. , , ,.,,.1,,1trm " '"'" (,,rrli,0·1•' l•'• rv•'o•l"ll.lJk(

,

Ft rJ

I

108 <. ~ .... - • ' -. .: " J.,>f' \ n,JJ\\,, ir,J (. ,1, 'f' I\'.""-\ \I '.k·lin~

. 11,,•jm t,l.,,J ""'l "°"' ,romm.·nl. ;inJ so on l ~c rc"'an:t, crnPha.:. 1hjJ1 \,th.:r,, .. , .,;,,me PfC'h;r J 1 11

, "IL" , th1.•111 a, 1nJt, 1duJI, I o du this t•- :_ ~ IJ fled " IJI mo .. • 111; ftr't..,:.

~ It• t.J1. h 1..1nJ1JJtl.' -.hi)u n: h ugh unJet'tJnJ ing or the 1111n n,

1c: and c, _ .. ..._,

:u\J hinnt: mJnJ~tr nC'\.·J h-' tu,.: J t " ro trin,~ It

\\Jnh l 1

I the ~,,~ . ,i, n·"~J, 1._ift1.•n L'O>I nwne). 111s 11n J)C'nant to balance " tut I fi

81.'\.jU~ t.:Hn intnn fl mrloH·cs a-. .:&ttrJlU,c rcVl;irJ\ Th,~ rel.tic> to 111'~

Jlh•nJ "'th "hJI II '-' OulJ lil.t hJ ll .:r c ma~~uuJe 1111 , , o.nJ t.J1 , t1n\. 11, c nc~, .ii Mag,,.,,! Uttt ,nl,nJ 1,,r cmrl,i,ce \Jluc rropo, ilh_, n) 11

m.,r ll~ IJt£C 1n C"lOnom1c terms Jn,c1,,u "~ ·-• l "thJto,ntllh<rhlo , mJ •&too1-

lll J rc'-'.uu p.lC' l f l.'.' 1, J •rrlh • .lnl' J i"ourapng them from ap()lying or~-

JJ\I l..arc 0 ,.~ C\ ,en 1n~ .. · 1n J re" PJl e l c SpcnJin~ !04..' nu.ich on rc,H1n.l, cnn ncgJta,cly

irn

1l'h ,,nr,.... • .lllJ t\:mi norKompcu 1 ' • , rrtum on their 1nH,1mcn1 m the linn A Plet1t

I m1 "' hn,m, 1Jl ~wt,1h1, . mJ hun inH:~101"\ d fr.t rtf°'

1 r ••.•• ,rJ r .><. l acc mat,h1ng th< need, on preference. of opph.,.M.

tu lhc i.:omrc1,1uun u un. n:" .. . b --..

00 I , opltl'""' lhJI ,c, t in lhc ) C a~ to a ) Oung, rnu 1lc '-'Ot'L(nr.... •L

"' mr l('HX"' , nnJ ' t...., ,. IJ .... ,~ ..._

,~nJ , ~0 ,um O, ~r ,,er) lhrtt h> lour ) <ill', or free d3) Lare to an o er " N Horcc nu&)l

1 --· • a.nJ prt"lcrrm..1.:) D ntmn11 c11r H rdcr-;; 10 th(' uniq,~ lol ~• l·c,n-.1,1cnt " 1th \t.. Of ,.tr'\ nn.-u' -ncs. t

J rc""'.ll\J r'.Ji., l.Jgc Rc"" Jtili V1t1 h no , pcctal Jpp;al :md thJt do n,,1 \Cl the '-''~.mi,.11ion 'Plrt•

di..tmdi,c d1.> nnt PfC"nl J 1. ompellmg \Jluc- Prof"-""1uon Some ln1c mc1 ,1an~ups in lhc l99n,

t..rc.1icJ Ji,timu,c mlnn,,1.. '"'"" .uili b) allo,\IR!,! ,:mplO)l'C~ to hn n~ their dog\ to "' 0rklftd11,i

Jn;,, c:i,uJII) •

Whal• m.ruiltr or hmng nlJnager r«l,on: UJOb • best , <l hng poinL> ma) not IOtall) !?flt..

n:J.lit) A) J rc, uh 11 b1.111rc,run1 1u l.'onfiJcnuall) 1n1cn 1t"'- Job rncumt):n 1-l. hold focu.) ~

or1..ltnJud fonnnl , uf' t.')'~ fiN condu1,,.·t1ng J rJpcr ,uf'\ t) to 1dcnt1I) catcgo n c.s of rc141rds•

,Jenllf) tho'-C' emplo)cc, mthl often 10 1dcnuh "uh them, L11cn folio" ing u p \\ 1th 1nlcf\.ic"i11t11

1, ... u, EfOUJ" can rlJ) eJ.h •rrroJch 10 '" tx,1 J,h , ntage If emr lo)cc, reel F ree 10 rna1t i-

C:,t cc,mmcn t-., Llii:y arc mort h~cl) 10 , hm their 1n,1i!hb J:,11 intcn 1c\\ S- 1ntcf\1c"s "orlcn

~I\ c lhcir crnplo) C'1' Jltcr h .. , in£ rt.'lfRC<l--<'an Jl...o 1J cnt1f) Job re" rm.I, cmp lO) ct.s lcnJ IObt

dh"'1.ll\fiC'J "'th In JJJnion. a finn lan bcn,hm.lfl 1L~ comJX'llll>I' · rcwa r4. to \CC how Ill Ola

n.-",11J, ,tad, up Su~C)' m-.trurncnt~. such M the ~lmnc, otJ Job Dc..cn p11on QuC\lJOnn&l,eO

JJ1J the Jnh D1,tno,11< Sun ci :' ~ hKh arc complctctl by cmploi cc, and Job n pctts. , u al

rncJ,un· o firm.\ J'-'h rt"'- JIJ:, Tiw, drnpi~r\ Dc,clop Your Sl 1lb fcu1urc 1llustrn 1cs how ~of

J ,,~h , mtnn,1e rt\\ JN) can he .1, -.c,~

Assessing a Job's lntnns,c Rewards46

~, fo le-' !".Q f' grit au est ons are 1ntende-d , ... , f'ducar,on,f pur

~ to shc:N, ~ .... a Jobs 1ntrinSil ,~,ard; ,,,,gt-t he d>ses.sed

Mclf'1") mort ,,,r ~< rtwdrd; dre poss,blt. SO pro1es~al1v de\lel- opeo a"CI .a rdd:ed ~ ~ "er .. 'J bt lJ:,,('d \\t-en dc1t'g a Job feY..3fUSdl'\clfS'\

cootspOf'Os to yoyr dns, .. er '" l he s~re 10 the lrft of tdCh q1.,

ton numbtr l~ ntr ns(: 100 re.,,,ard ,s 111 partnthe~ to tt

right of each QueRon H,gher score.s indicate a grea1er 1,.......,...

of iha1 ,,,...ard Sco,e-s of S or grQater indicate that the 111 rttY..ard rs o<esent •n thf' Job

~ease ans..-.er e,1c.t, Qi..~t on a; ,t apples to your ,cb

us.•g t"" •ctle,, ng "" ll :, . .,. nu"1bor f,c.., I 10 1 "Pdt

1 2.

v, rT"'aro;,., ioc,s OUT '0t trP l'T'dil''.39':'fflfOI retell Ot'Sl

woh. cW ( o"v·U'l customers or cm'\"Cr\.ers (1rite1per S0n,iJ r,-• ~«t!(.f"I

,..'-' ,1 \.anttr cf ' ,PE'\ c.· ~"O,\•t'dge s~ abl,t+es. or ~:"";.'f'lenc'" t-,,.ry da, iS~1 I ,df et;)

• , ..-.o ~ :i """'l'i fT"'e ·o come e·~ a'l trt~ rep ece cf we,, 'ltf\N ,;,.a., •JSt a ::.an or t {ta<~ 1de"t 1,J

~t•ong·, Ag

5. lt,e •~ulu of m1 1·.o,, ~lfect the l,,e~ of o ther, ltJ\k sgr11f1c.cH\(P)

6. 1 de< de he,•, 10 do my JOO · dutoso~ ,,

7. I un te,I r-_1,N \\.ell, am pNfo•m1ng my ,ob JlJ'>t hy do1:19 I (feeat.ic• ••om :bJ

8 My rrianag~~ or <Oho,~ers cornn-1..1mcate ho~" well I am dong my JOb tfrrdbact lr~m othr•rs)

Ch,1p1cr .i • ~tratcg,c fob An,1l)'s•~ MJCompc1cnt) Mo:Jchng 10 9

fhc mnnunl , <l1l fc rcnu.1l, JnJ )IJh1lll) of CJ4..h rc\\anJ can a.l,o he j rJno r •n A rc" arJ' ,

<Otll-'11' rdc"' to hO\\ muc h 01

It I\ ri:cca~cd (how much l'hi) , '-'hat lc, cl or •~ ~ \. W'ICI} the

.. cc 1~ g,,cn. 3.nd )O fon h) A fC\llar<l 'd1ffr,tn1w/ ,.,. ho" con\ 1Stc n1 th e reward 15 among

c 111

rf~') cmplo)CC'.)-\'- hclhcr all cmplo)'cc~ rClCl\ c the rC"'-'arJ or onlv a certain numhcr do .I 11,rc11t I I ., , 1 ""'.J on 1.cr111in cn tcna. '.)UC ' as t K' lf J)C11om1ancc r:1tans~ A rt \llJtJ ", 1,a

b,/,1) 1 ~ ho,, rcli3hlc

N-' c"Jn.l 1, Is the rc ,, Jrd the s.tmc all 1hc h mc. or docs II lhJnt c ba, c<l on the o r~an11auon·~

~,c r .. ,c or other hu,inc." frna nc rnl, ' Ar1Ll("flli11•

J'- Ille JOh r~\\ arJ, a~"1C1atcJ \\1th n ~ 1t1on can he ,umman,ct.J an 11/0 b rr"arc/5 marnt l1l..c

th«'n< prc;ent<J ,n Tnhlc -1- 1-1

Joh , JI UC'.) anJ dc,11\'.'d Job rc\11 :m.h d1ffc r ouo" 1ndJ\1dual, anJ , hangc u\ Cr umc foh

n:~")N .. ;snJl)'"" hcl!h a comrany l:l1 lor lb cmrlo) cc , J luc p roJX>"HIOn and rccn11t1ng mC')-

\J •c II) ar~al 10 thi: ncc...b. , alucs, and mo11va11on, or taq;ctcd potc nu al appl1canls rind current

' 1 ) ·r\ \\ hen Amc n <..t.n L,prcss " as grarplin1 " 1th IOCTTJ">c d compcuuon 11 launched J

cmr O ( JXU') "idt: d fort 10 mal e ,urc 11 wa-.. focu"ng on I.he nght a.,pc-1,.·1, " 11h n:gard to 1b r

ecruit

com \nlcncan E,prc~, conducted focul\ groups of ,t~ emrlo}cc~ \\Orli.l" uJc 1 0 lind cau1 \\ h:11 the) ~· . , ~uni mo~t oOOut the ir corporate culture. 11.nd 1dcnulict.J r 1gt11 JK>inl\ th.JI all or the compan),,

~ n.•..rullcl"\ ,hl, uld 1oud1 on \\hen IJll mg. to Job cJn<l1<lJ1c, hram.t, culture. the co mpa n) t;;

l!M•JID The Job Reward s Matrix for a Purchasing Mana ger's Positio n To Whom the Reward

Rtw•rd Amount Oillerenti• I St•b llity Mig h t Appeal

1. Compet1t 1w"e $ 32,000/yur base salary average

2. Benefits Comprehensive hulth a nd dental insurance 401 N, t O pe,sonal d ays/ year

S30.000-J6.000/yu, Changes

None-all worlo:ers rece ve the same bener1ts pac~age

bued on mar<et cond1t10ns and f.rm

perfOJmat'ce

Stable

Most wo rker1

Mon 'horliter1

3. =-erfo•mance eased p.sy

4 percen1 l\/erage Ranges from O to 1 S Can dlaf"lge based

Worl..ers who

va•ue ma~1n9 and being rewarded tor 1nd1v dua1

4 Pror'l'lot,ori Average pe~on •s opportv•·ut,es promoted ....., 1tn ,n

three )'ears

5, H&,.,1ng Above average nd-1dval respon'i c 1.ty 1cr tuk.s

6. Do " 3 Abo\le average d He1E'nt lil.,.,S t.er1 d,1

percent

Can be as e•, 'f a s 18 moriths some ne.,er

get promoted

Based on ,, 11, ,nd 10b performance

J::a1ry cons ste.,t a.:.rcss employell?s

0., r1,ms performance

contribut+ons

Var @i Wor\ers who

depend,"9 on des,re career the manager"s advance ment per'orrnanc~ and co"npany s needo:::

Fairly stable

=a y stab'e

Wor~ers who va ue ma,i; ng ,nd •\I d1..1al c.cntr· b1,,;t1o"s

Wor\..ers St..Pl(•ng sl ,11

dt!ve10pn-,~n•

, i

I

110 Ch.1.f'(,:'! .i • 'll'SN• .. h~ w1,,, .. ~ C ,•mf'('l.:oc'! ,t~'1c:ltng.

Summary

• .l.l ,en t1.'l'' ,nJu,Lr)', global o pponuniuc, , cnrccr pal.th, CUfllpc, P.."11"," "uh.in thi. fin.in ... , JI - iiuon .. Fhc )CW' ago. "he n \\C \\ Cnl loa cnrct r ra.1r ~ lr .. unm,g anJ Jc, cle.,pmcnl, un CC' E ~ brand and prcxtuct,. hut now we arc

1 ,.. c ~°'41

h.i IJ..C'U C'rt J~iu1 the Ank"m.an ,pre la king "-' U m .. ~

1 Coon director o l rccnuung (or Amcncnn E, prcss 53 Rlort

3~,ut ttK--.c c1Jht artas. i urro~ . I~ and the culture ... ,11 ' ~\. .,No-. 1t .. ml."rc about thi: mJu1>U'\ • the J"COfl ' h

The re..bOn.:, mJn) ~,rk JOtn :in orgnn1mt10n are often t c same re.boos they stay v..ith cm h>Hr IJcnUf)tng ..,.ha,1 makes a oomra,ny unique, ond Jc,clC'ptng a compelling crn 1 ~

P - \.~I J ufv :i.nd utt~ct cand1dutc, "ho,, 111 thr"I\ c 1n the firm alld hop 0),. , aluc pNJX''IIIOR IH." ~ 1 en • \I,, '" ~ hl..ch M ,w.~

Mitre System's Engineering Competency Model

\UllU. ,.~cJ 10 l,)c,cll!p 11 rornpctency model for its S)ll.tcms engineers to enhance llS 5~ i.:jr.lhiht) m tlus importJlll Jlt;i.-" MrllIB (c.11 tlut crcaung o. !J)C('1fic and ik..~urutc compct'DC) m\-,Jd for llS S) \IC'm) cng1nc:c:r') 11roould ,mpro\e llS rt\,.,UIUllCnl anJ onboarJ1ng proc~scs as "CU b lh pafom'l.lnC't m~cmcnt .u1J prr,tn\'(1on srtcms To crCJIC j compc1cnc)' model that 11 tOIJld appl) lO :in i001,1dulll or team cmuoonl(nt. \IITRE ~)'-lC'm!. cn~1nccr. and tCC"hn1eal c,~ns hcl~ lll btuld 11 romrcicnc) mtldcl '"'Occung the CC)mp;ut) s spcc11ic :irvmach 10 )} s tems c.ngi~nnc.

\IITR.E beg.an t,) idcnuf) '"' comrctcncy mrorm:mon from ,;tandJrds bodies. lhe \ll1'R[ lnsuiuic. oul!ii<k ,c:n~. anJ rclc,ant ,go,ernmcnt sources The compan) ·,.1cadcnh1p and m~&t- mcnt comrctcn-.y moJcl "as :tlso consul1cd 10 ~cra1c adJ1uonal mm-1«hn1cal compctcnct~ for ronsiJ.:nuon 3.'I oons 1mporunt for suC'CC'~ful S)Slen\S engineers l1'c model ""cn1 through m.unct ous rc,1s.ioru. 11r,1lh input from O\Cf 150 opcru across ~l llllE. "

9

:,.UTRE's tc;am ulumatcl) idcoufied 36 com~tcnc1c:, Hut 11 organ1Lcd tnto fi,c sections CNtt pn~ p,enr,..,u,C'$, ))\IC'OU enginttnng hfe qck. :,)\lcrm engmcenng planning nnd masu.gemcr.., S) ,tcms eni1necnng tcchnlc&I :,pcc1alucs. and collabonn1on :ind mJn 1dual chata1.tcnsoa Fot- cumplc. lhc .. vll.&t-or.:Utlln anJ 1nJ1\IJual c~tcns110 sect1on include'i building tru!il, pcrsu.a.m'C- nos a.nJ mOuc.rll.."C, adarub1IJ1) , ind mtr-gnt)

\tlTRE recogn,t~ lha.i no organu.:u.1on 1s st:iuc. anJ rcgul:irl) u[lU.lte,; 1LS competency nc'td) to \.exp lb compelCOC) model 3CC'llrJl,C It h.:1S found lhC' compclCOC) moJd 10 be so ~ful th• II h.15 nuJc 11 a,3.1JJblr- h> Olhcr ori;;inJz3t1ons m1c~tcd 10 better unJcnland mg and 1mpro\1ng lhc:u 11r,('O.fon-c ,,,1ems rntmecnng romrercn..1cs ' 1

JOO analysu is :1 f'T'OC'C'SS used to 1dcn11f') 1h.: w..,~.s n,""quin:d by .i .)Ob:md lhccbarxtcn,ocso "'orl<r nccl,, 10 pcrformcxhoflhcsc ~ - Job lllla!)S1~ c:in be stratcg1..: b) aligning the rcqu1n:mcnt'i or 3 Job ""1th lhc compan) ~ bus mess ._,1ra1cg) and compct1ll\-C .:ld,mtUc,"'C.. ul..Jng mto account v.ha1 1s n:qu1rcd to perform the JOb tod.J) a... \l,.C11 ~ tn lhc ruurn: II the Job changc-.. 11 l'i 1mror• UJU 11:ut the pccplc turcd 10 perform 3 JOb CJn al\O cITc:ct1\-d) perform the chanicJ Job CompetcnC) modchn£ 1:, a. me lhod or :in;ilJ?mg the broader compctc.ncu. . ..., needed 10 pcrfonn "di in

rol~ 3..'. opposcJ 10 Jobs Comrx1cnc) moc.lclmg aho 1d,nllf,c\ the fxtors Lha1 Bhfn employee, \\Ith an o r,ganwmon's ,al~ and -,trntcg) Job rcv.anb anal)'Sb 1~ a JOb anal)">l l"o tC\:hn1quc thal 1Jcnufic:, the mtnn~,c and c,tnm1c rc\\.1n:h or a Job 1ts purpot,t 1s to 3J\3.l)Lc a Job'~ 1ntnns1c and cx1nn,1c rC\\J.n.ls 10 1&nuf> ho" to create and ~ 11 a comrclling cmplo)CC \•aluc pro~1t.1 10 recnuLS :rnd employee:, Job anal) ~1, 1s u l..c:y ~tcp 1n dctcnn ..t- mg" h.it cmplo)CCS need 10 do 10 c 11hancc the firm's compc11u, c 3.Jvan1:igc and C\CCUlC IIS bu,mc, ... ,1r J IC£)

Tak eaway Points

1. I Job arwluu L5 the S)strm:wc proccM 0 11Jcn1Jf)tng Jnddr~nb- ing tbc m:porunt .1.'lpccts of a Jl1b .ind lhc charlctm'iUO a ...,Mer occd.s t...l Jo tt 'Acll It 1dcnufie!i Uk!' Job"s 1mporun1 u.-.u .nd -. o rL- tnf c:onwuooi .u "'ell .u lhc tool't .:inJ u:chnolo~o people doin£ the Job u.,;,c The goal 1s I Q define: the idea.I 1ruJJ\1JuaJ for 1hr Job from the pn"pecll'C' c,f the rom~). tis Str.llCf) , 11nd tht emplo) co""' 1lh ,..hrim lhc ~ \\Ill \\orl... A Job arul)ias 1s strategic 1f 11 ahpu the flITn"' c.--urr011 ~ "ell :i.., futurt Joh ~UUTmtnLS v.tth the comp.mJ · s t-..i,,~, s1r.itC'f')

1. A JOb dnrri1111on ,s a "nucn dl:'~nri11on of 1h(, duues 311d reoip, s1h1httcs of I Job I\ prrJ011 ,prr,Jirar,on ,umm:iruc.s lhc c.tw& lm\lics of someone ttblc co perform the Job \\ell Bllled on the: -ll tJ&npuon. the ptf"'on '('(t 1fi\.JUn n r rofil<'~ th~ ~n:11 U.11 qual1fica11oru.. abih11es. and e,pcncm.c, the orgaruzauon omh <''I aluollc tand1da1cs dunng lhc rt·cru11mcn1 01"1 )('lccuon rroct'1

3. D11Tcrcru methods can roe u,cJ ti.> cun1.hh .. t .JJOb anJI) \IJ 11\tcnllfl,I ,nr,dt'mr mc1hoJ u~,; ~ubJetl nlJIICr e,pcru to provide cUitr~ of good .lnd fl'"ll"'lf p.:rlormarKc 11R,Jl•n1"' thJI hJ,c occurrecJ on lllf

,~~ Ou" 111\'1hud help"' Jl1 b 311Jl)lllS identify uuemc bc.lu,ion t,ul not nc.,--c.,.,Jrd) t)ph.al day-to-Wy txhJ\"tOrs The Job tlrmt1i1.J mct1i,~ a,\.,; J panel of Job c~pcns to 1Jcm1f y ilnd rate the ""' or'-cr ltwractcn,Ul, th1il lnnucnce :,uccw on the Job Although the pro-- «~ , 111 ~ d1fficull 10 nplam. ii h ~ffident. anJ relatl\cl) f..l'll TilC stnlftllrf'tl 1111rn1r" method 1n,ol,cs 1nttn<i c11r,:1ngJobe ,f)l'n, JbOUl che job and the required " o r\..cr dwactc:n,.11c:, Although

1111, method can be qU1d., the job ru1Jl):,I nct\.ls to muum,, c any roht1CW NL"'' imparted b) lhc JOb CA pert) 1n, oheJ in the pro- ~-ts..-. ,, ,aJA. ltHt'nl0') IS 0. i.~, o r t,1.1;ks grncra100 by Joh C\f"Cl1S i)nJ ~rourc-J 111 \.Jlc:goncs rcflC\.ting ntaJOr " on. funct1om The funo.uom arc then c, 11luatN on dimensions rclnam for iU5C.S3mg J1,t, c.lflJ1datc.s Ta.,\. m,cntonc~ tire o hJcct,,e an..s rroJucc rdi Jt-k tJc.,cnptto ns of thc job but fJJI 10 capiure " OrLcr ctw.teier

1, 11l-. J1,plJ.)cd 1nfrC'\lucn1l y Neither do the m,cntoncs identify iht ch.ir.i.ctemU\.-'• lhat J 1~1mgu1:,h .supcnor from a, cragc °' ~MCI) ac«fllJb\c "'-Ort.er; 1l'IC Pos1lloo Anal)S1~ Qucu1onn;urc h J ~,ruetum.l Jub an:tl)lliS quesuonn:mc llu1 ,~ f~t. cheap, and use,. ful for alm\l'I 3ny pos111on L ile an) s1rue1uro.l q~llonnai re, !h(' pn:Jctcmuncd quc:\l1ons hm11 1hc lnform,ll1on the Jub anJ I) 'l can oot.un ,\ho. lhc n::tdmg h:,cl 01 lhc quc,oonn..urcs OU) be: il"'l.' high for JOb e,;pt"rtS pro\ 1dmg mput on crn,1111 ro,nmn,

Char,tc, 4 • S1ra.1('g1c Job AnJl)'ilS anJ Compctcnc) Modchr1f 111

thl' Job upcru who will t'C nblc lO part1C1pa1c. llJl<J (3) idcnufy uppropnJte job anlll)'S!S techmques to u!>C'

.&. The ,tcp:, 1n planning a Jub :inal)sl, are 10 I 1) dclcnmnc lhe time :inJ rt"¼lurce, thJI can be 1mc~ll'tl In the Job anJI)~•'· 12) 11,k·nt,f)

Discussion Questions

I. Wh) d.J ) OU 1h11U.. llOnlC o rganlLJlh.)n, ( hoo!>C lo not perform JO~ on.1l)""'S ~l\cn their bcncfils') What could t'IC dont 10 in ... re.1!.C 1hc1r "1ll1ngn~ to anal) , c Job,"

l. Hov. cJ.n 10b :mal) 'ilS mal..e staffing more str.uesic" 3. 11 11" do )OU pcnonJII)' c,alu:itr d1rTcrcnt Job orponun,uc, ,mJ

dcx1dc ""hich 10 pursue 1

~. If ~urcr.1\01' and JOb mC'\lmlxni, d1,agrceJ about lhc n:l.11!\e 1mfl0n.:mcc and \loClthlS of \ :>.rlOU\ JOb d ut1e, ho\,\ "'- OUld )OU n·uH"k.1\c 1heir con01t..llng oprnu.>n, 1 ror t'\Jmplc 1I a ,urcr. l)C-r

Exe rcises

I. ~rrn,,,I:\ ,_,,.nnt' l mJ~lll(" thJ.l ~OU Jrc J. \Llffint ,pcc,1;.ill\\ Ill \ n.x.un. ;i 10.)CM•OIJ lOlllf).lfl) thjl n\jnuf.:u..tun.:, hl) lJn Titc CJf'\ J.n• h1~h qu.1111) Md recc,, c a rrt"nuum r n\.c.. \\ ,1r~C'f'i asscmhle J'l•l'CC'i of t he can by hand on ru, ~\embl) hnc S omc ot the a"cmhkr<i .:m: GrCjl jl ""h.it lhc) tlo. l;,ut nthcr. ha,c tn.'>Ut-k \.«r•n~ ur, .;mJ tend 10 ,;lo " the !me Jo" n \ I\X'tn \loJ.OI\ "' l.ccr !IS lali~lt l'O\l'\ :b tu" .l) J'l()\S1blc llo "C\C'f, 1t Ill \lollhng hJ 10\C'\I ,n lb'-c,-..mcnt ") ')lcm, tn ('\ .1.lu.llC JOh canJ1dJ.1e, MJ helr, 11 1J,·n• 11h the 11\1.,,t prnm1!imi; <..:tn1,hJ.ttcs tu hire

5. 11lc "cps m conducting m JOb 11n:11)513 arc 10 (I ) gel the s uppon of top manmgers, (2) thoroughly commumc.alc the purpose of the Job anal)sb to all p;utic1pan~ ru,d e nsure the)' .u-c d 1hgcn1 (lbo\ll c.omplc11ng the tasks obJcc-11,d). (3) eolkct background mfonn.1- tlon obout the Job, the busines'- slr.uegy. :ind lhc organuauon' s cullurc (-I ) gcncnte w k statenlCnL, 1hat dc.scnbc 1he \lo Or~ J one on th.: Job. (S) generate the KSAO, tmocntcd with each ta.-,l... ,tjlCmtnC (6) form Job duty grouping), (1) lmk the KSAO~ b3cL 10 the Job duues to be sure they arc nppropn.i1c, tS) collect ent1• cal mcuJcn11 to bcucr d1s11ngu1sh c~ccllcnt from poor performers, (9) ,..e,ght the du11cs or lhe Job, ( 10) ron.s1.ruct a Job rcqutrcmenls m.1tn.\ ,ummuwng the mfomu11on collected. o.nd ( I I ) "ntc j Job J cKnpuon and person <ipcc1!iC'311on

6. Compctcnc) moJchng mvol,es 1denllf)'10g more broadly dclin cJ components of a succc,sfu l \\ Orlcr·'i rcpcno 1re of bcha\lor~ ~--cdcd to do a Job \lell Competency modeling ofttn comes from 1hc 1op of :u, organ11at1on and SCf\CS to rcmfon:e an o rg.m11.a• uon' s 1.uhurc By conlra..\t, KSI\O :,1:uemcnh 3fC dcn":-J mostl) h) Job :mal)Sb fo r staffing pufl)O~ A Job rrward1 antll)SU l{kll • 11fic, the ln1nn,1c and c,tnm1c rcY>.irdS of a Job llic rc"":mls lhat arc idcnt1fic:d con be used to f('Cntll canJ1<l:ues nnd ma1ch them \lo1thct'fl:imJOb'i

cmph.is1Led lhc techmtal a,r-,.·1..1, o r il cu\1omcr \Cl"\ 1cc reprc£Cn• Llt1,c·s Job and the rcpre~nt:111\C'- cmphas11cd the rnterpcr~on.11 a_\pcct\ of 11~1cn1ng to C\litome~ an<l undcn.t:inJ111g 1hc1r r roti- km-;, \\h.ll "'- uuld )OU do"

S. Some Jobs ctungc '° rarKll) tha1 companies do not feel d oing a Job .vul)"SIS IS v.onh\lohtlc because: b) lhc umc one IS done. it's alreaJ) outd.11.eJ W hJ.t .w.h1ce "'-OUlJ )OU g1,c ,lk.h n COfflJXUlY 10 help them t~e :kl\;intnrc of1h.: bcncfits a 1\"lh :inal)'i'" has to offer v.uhnut WJ..\I• mg. un.ro..~ umc and fC"\OU.rc~ doin~ a trad1t1on:ll job anal)~1s·1

\.hJplcr', DC \l.'ll,('I Yuur Sl,.1\h k Jlurc jS pJit of )Our Jn.J.I)'" Summ.mLc: >our 11r1al)'I\ ma Job rc"'-Jfl.h mJLn, Then aprl) lhc rc,utt, nnJ Jl",\.nt-ic lhc t)"f'' \'lr pl.)lcnlljl j ob :ipphcruu 10 v.h1ch CJ\.h rc11r,:.1rll 1ms)l1 Jppcal

Y,iu tx·IH~\C lhJt ) OUf ,1.1f!ing '-)St~·m l l'f the ,b.-..cmt,lrf'i t..ould l't: 1mrm , 1..-J ,o thef\.'' " k" J>'!rfunn.uxc , Jn,1t-1h1) .mwng. them L' nt('lnunJtd) 1t h ;is t-ccn 10 )e.lf) , m,c the l,1,1 J11h .11ul) '" llr, J\ June foe 1hc f'0\11101\, :inJ 1run) ,,f lhc t('luh anJ ,1.,,e mbh mc1hc"h hJ\C chJn~cd Afl ~r 1L,Lmg f11r monC) I,.) u...c In .. ,,nJu...t mg a u urJ.ucd Job anal),1~ un the .1.,~mbkr P',,11111n H.1t1r <... LO J,~.; , 1,u 10 JU\111) ~our c("l1uc-it Lh,ing "hJI wu hJ,c lc.irncJ ,n thl\ d1jr1cr, ""''-' 11 unc-pJg_c rer-·n cum m,in i! )1,u1 CLO 10 ln\ t'\I 1tu: m l.llli:) 111 the Jl.-0 .1.ruh\l, pn11.:d. dcqnt'o,n~ "'- h II

n:,ou"-"' , 1•u \,I, 1-!u\J nC'\·J to <lo 11

J. l)n ,./op foi,r SJ.,lb L1errn(" l \mg the Wet, brO"'-~r of )OUr Ch(ttC(" 1Jcnlll) t\\ O pooll) "'-nltcn .md , .... o \\Cll•\\Ottcn JO b Jc"-npuon, \\'h.:u ma}..c, lhc tx~1cr JOh Jc"'-nrtio1b more effC"C• u, e" \/ov. choo..c ooc o l the "C.U.cr Job OC-s1.11pl11.1M and rc,\ntc 1l hi be more cffocU\c r l""C'l lrcc lo .is~ume Wl)thmg )OU need 10 :1houl the }I.lb anti ClrfJlll/JllOn to m:il..c lhc\C' lhJOFC' lbul be reah\llC)

-"· Opt'nin(l \ 11::nrtll"' £\rrn sr Inc' orcmn}; \lgncuc dC'!cnbc\ \I ITRl::~ <"flnn lo <lc,elop a comrctcn~y model for 11, ll)\tcm, cng,nc-cf'i A., C'\f'!ljmc'IJ m the: '1_£ nettc. \)~tem'i cn~mccnn@. IS ;11 hm.,J d1,c1rhnc rc4u1rmg ,1 '">ITTCl) c1f Lno\\ ledge. !!L1ll1.., ab1ht1c\, .mJ t)thcr \.h,U.l\.lCO\U lt.: \ Pcrf\_,(TI'\.11\~ J. JOh anJl)Sl'i or dc,clor,- '"~ J lOmrr1cn1. , moJd Im this l~P'l' of 10h rrqu1rc.s using d 1f- 1c,~111 mcthl-.J., lhln \\ ould J,1,.,111~ 1hc ~ame for a ml,rc ~\JUC' h~"er-,L1lkJ1oh \Uth :l.'- aca.,ht..-r of m lil ' l'rtcr Your ~'-lgnment lur 1h1, cxrrl1~c t\ u, d e-.tnbe h(1'\ )OU "OUIJ l(1nJuc1 J Jot'I ::in.ll) ,1, or trc.ih.: a compclC'I\C) moJcl <l1lll'r(ntl) 101 1hC"l" l\1 0 1)f1C' 0 1 ,,,b, 1 IIJ,\ \\llUld 1hc rrt.""-C.." J1f1C'f' \\ oulJ , \,u 11-.c J1rfcrenl ,, 1Uf\.i!' Clf mf(,rm.111on'

nr11 lo1r hmr .'J~,111 I u n 11, \\ 11rlm~ m j ~ri•ur ,,f thr,"'4.'. to fnur •tuJ('nt, 1.h1 j \Cit, rc\\,m,h .uuh ,1, 1•11 1h.: 11 Ii m1\.' oi ) 1 -.Ur ~r.-ur 111\•mhcr. hl, ld, (m h" hclJl l ,c th .. • '1"~"11\,1111111,· 111 th1\

)

i

I

C,\~ ESTlJDY

Jmj,::int: tlut )l' U J.rC" lhc n,n.utmg m.i.n.agcr tor RT\I \I In ... . .1 ~'+h\.\.ln." di:Hlormrnt 1:omr,.in) ) l'U ha,c haJ troubk JX'f -..u.:kiing rnp ..::inJtJ .11c, tv ,,,,n ,t,ur 11 m1 ~ ... ;iu~ 111'!1 no t )<'I ,wll lnC\"' n Y ll U h.1, i:- a1tr.11,.1CU ~ ')Ul fi...u.·nt numNr of q u.1h f l\.'11,::inJJJ.Jh.., . ~ul too mJn} ol thC'm .ire 1uming du" n )Clur J('b 011~-" .lllJ x,,."('plrnt; l,pponu n111C", ,, uh) o ur c-ompcutol"

B.1....-.cd ('llt'I )C'Ur lOD \ Cf'.ll lOn, \.\ llh Job (\1.mJ11J:11c,, )OU thml lh.J1 the l r~ 1,, in .. re;a,in~ )Our JOb offer 31.."C'cptJ ncc

rut~ 15 to c nhJ.ncc ca nd1JJtc , · undi: r,t J nd1ng o f the tom

.1nJ l h ,aluc pro po:,1t10 n To th1..1rou~h ly ide nti fy lh p.i,.)' cl th or the JOb and o t ,, or ling for KTh1 M, you con~ bcri. f1..x u, gn,up'!I "1th ) vur 1,.·um:n1 ,u r1,,arc eng ineers 10 ~ctcd " hJI lhc~ , alucc.J about their Jo b, a nd abo ut lhc coin cilrll To,, ,, the JOb rc " ard~ m atru. )Ou c re a ted thro ugh ran)' fek. u, £ rOups lhcSt

R~wa rd Amount D1ff~rendal S tability

A.rinual OOl"u~ S 18 000 O\e<age SO to S40.000 depending Ava1lab1l,ry 1s bdsed on on company a nd 1nd1\1duc1I company performance perfQfmance

.101l ) 9 percent of base s.31ary Same fo, all workers after one Stab e year of service

~topm•nt Depends on the proJect Differs by need and by 10b ComJ)dn y dnnually invests OOp()rt\Jt'M ~ and sl1lls used performance level a t ~•st SJ,000 per

emplo~ee m 1ts for mat tra,n,ng program

Pronoton Promot~n rate a\erages Min mum of rv.o )ears required Vanes accord· ng to 0POC>'tlJn1tes thrtt >ea~ for promot10n . SO percent are company needs and

neyer promoted ind lt1dual performance

AIJ1onomv AbO\ e average Bdsed on s~1lls and JOO Stab le performance

Tas."" -..anery Atx,,.e average Same for all employees Stable

Fun culru" Above averaqe Same for all employees S1a bl•

Your ;i,.:,1g nmcn1 ,., 10 1dc nt1 I ) the t) pcs o f peo ple " ho

m.1£,ht t'IC' Wtractcd 10 th LS opponunll). :ind 10 "ntc a l'lnc- p;lf:C lcuer to 3 h )pothcuc.:a.l Joh o n er rcc1p1ent n.uncd K ci..h;i

J acl ~on. pc:f'u admg her 10 acce pt ) Ou r prev io usl y c , tt nded, comre:1111, e J0b o ffer

Semester-Long Active Learning Project

Perform 3. Job or compc:1ency :in.lJys1., o n 1he Job as 11 c:c:1, 1\ no'>'

llld b 11 •1II looL 1n lhe nc lr future Summ1m1e )Our finding,; ,n J JOb rc-quarcmenb m;un, h,kn11r, 1Ah1 ch q ua hfica11on, arc e1o,cn - tu.J 1.nJ 1Ah1ch ~ des,r:iblc 1n nt"' h ares Af .. o do 3 JOb rcl4 ards

:tnJ l)~IS and summan,c II m J J~lb rc "' ards m.1trl\ Who m,r•t find t he re"" :in.h oHcrcd b) 1hc JOh .i nJ l'lrg.1111,Jtion tm r.idi~t T hcllc m,11hb ...,, II help ) Ou 1..o mplc tc t he a rnsnmcn1 ,, Ch.i JHCr 6

Case Study Assignment: Strategic Staffing at Chern 's

Sec, lhc .i.r~ndJ, 31 the bl ck of 1h1, M l for this case 'iil UJ) ~"l!'nmcni

Endnotes

I - Abl_")Ul \ffTRE.- Thr MffRF /,ur1tu1,. \ f.vch t 10l1 hu r l/ rrut~ org1al:x1UL'inJe, html lbtd.

"\ -S)SlC'm\ En~1nttnng Comrtleth:' \ foJel. " / h, \Ill RI ht.m1u:,. :011 bup.!v."'"' m1lrt'orr}v.l•r~"')"tcm' eng1ner r U1p°p.11dclcompc:tcnc\ _model htm l -

J 8 JJlf!'_ 8 J Hot, Thr ., n ,-_,~, liJtJc,,o Jc,nw,ri wiJ lklt...u,•ri 'c• yon,. Ao,.km,.._ Pre.,\.~ med m llgen O R

WlJ l lollcntx\. L. J R ' The !>1n.11. w rc of Wurl J~ Dc\1gn .v\J Role ... I n \ I D Dunncuc .ind L M lfou~h (l-d, ). /lwuJti,cd ufl 11d~m nal/O, ,u111: ut10 ,wl P1Hhi1/o g\ (2nd cJ ). Palo ;\Iii>. CA Con,ullrn& p.,)lho l11~1,b Pre"• 1979. 165-.:07

Ii \ lulhch J • • PttG' i. lnt1'HJU ~c Student ~ rcrull1r~

B urifurr, ll1ma,.-mr,1t 011/uw, ' °'ember 100.1 "it.•• t lA('lf\..lon:c com/~"'"'''llf\i11(vr~Jlu rc/1.ll5J/SJ./ l 'C1bfin..r\:J.J.- Slilh"\ct.L"\lf11. \1,\1," ..l1ll\llct.cnn,OJ-.itwrcr-JDP.'-

51c"-.ut. G L . anJ . C.1BOn , K p • "Mo, mg Bc>onJ lhc \ l l"Ch,um,tu. \lodt'I An Ahc~Jl1\ c Approach 10 St.:affinlZ for ( ..-,otcmpurilf) O rg;in11Jt1on,. ll1u,1a11 Rr sou"" \lana rmr ,n,ru• 7. ~ (Summer l t)97) 157- 18-t ' "'

~ ,, ..,ip-~n F , RctdC'r, M , and Campton. M . '"Sc lrct1niz 1nJIHJu:1ls ,n T C',lnl Scum~" 1k Importance of ~or1al Slo.111\ t'cnonaht)' Char.te1cn,11c, . anti T e..m\\. ork Kno1,1,le<J •c ~ r,,101111r l t 9rlmlo1p , 58 ("2005} 58.3-61 1 t: • "(jrncral l.:IC\. t m : · Slo.1lh:-.lc 1 com. \\ \\\\. , l,.d l,nct u m\/

Cu\ t"mcrs asp,

10 ltu)('hd. M A . "T he Im p.set o r llum.Jn Rc, oun.c M .:arwgcmcni p,p,.i i.:-c., on :rum o:cr. PsuJuct1,1 I) , and Corpora,tc Fuu"'-.tJ.I rcrformlJlCC. · An wmn u/ M ano ,:t'mt'nt Journu/ 38. I l985 )

6)5-67:! I I t.:inJ,~. R S . 1-o~I•. L and Go ldbcrG, E '"Furure-Onc ntcd Job

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-47 \larquc,. J., '"\\ hen Br.ind Alone Isn' t Enough," Workforce \la11a~emr111. l\ l:irch IJ. 2006: I. 39-41. \\Ww.,,orkforce.com/ arc hivc/ fea1urefl. -l/ 29/58/i ndex.php1hl=mcdonald%20s%20 mcdonJld'1 2Ck.

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-49. Metzger. L. S .. Jnd Bender. L. R.. "l\UTRE Systems Enginecnng Competency l\!odel." September I. 2007. hllp:// ww w m11re org!,, orlJs)stems_engineering/guide/ I 0_0678_ pre-,em:uion pdf.

50. Metzger. L. S.. and Bender, L. R.. ''MITRE Syst M d I'' S b erns Enginec nng Competency o e, eptem er I, 2007, hu .

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