human resource

Techniques of Employee Selection & Recruitment

Chapter 4: Job Analysis and Rewards

Muhammet Sait Dinc [email protected]

Textbook:

Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing

Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection: Measurement, external, internal

Employment: Decision making, final match

Organization

Mission

Goals and Objectives

Staffing Organizations Model

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Chapter Outline

• Changing Nature of Jobs

• Job Requirements Job Analysis

• Job Requirements Matrix

• Job Descriptions and Job Specifications

• Collecting Job Requirements Information

• Competency-Based Job Analysis

• Nature of Competencies

• Collecting Competency Information

• Job Rewards

• Types of Rewards

• Employee Value Proposition

• Collecting Job Rewards Information

• Job Analysis for Teams

• Legal Issues

• Job Relatedness and Court Cases

• Essential Job Functions

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Learning Objectives for This Chapter

• Know the difference between a job description and a job specification

• Learn about methods for collecting job requirements

• Understand why competency-based job analysis has grown in prominence

• Learn about methods for collecting competencies

• Recognize the types of rewards associated with jobs

• Learn how job analysis is done for team-based work

• Become familiar with the legal issues surrounding job analysis

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Changing Nature of Jobs

• Jobs are constantly evolving

• The traditional way of designing a job • Identify and define its elements and tasks precisely

• Shortcomings of the traditional view • Jobs are constantly evolving

• Flexible jobs have frequently changing task and KSAO requirements

• Need for new, general skills or competencies like teamwork and engagement

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Exhibit 4.1 Terminology Used in Describing Jobs

• Job family • A grouping of jobs, usually according to function

• Job category • A grouping of jobs according to generic job title or occupation

• Job • A grouping of positions that are similar in their tasks and task dimensions

• Position • A grouping of tasks/dimensions that constitute the total work assignment of a single employee

• Task dimension • A grouping of similar types of tasks

• Task • A grouping of elements to form an identifiable work activity

• Element • The smallest unit into which work can be divided

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Job Requirements Job Analysis: Overview

• Definition • Process of studying jobs to gather, analyze, synthesize, and report information about job

requirements

• Two major forms • Job requirements

• Specific KSAOs for the job

• Competency based • General KSAOs for all applicants

• Has different degrees of relevance to staffing activities

• Support activity for staffing activities • Provides foundation for successful staffing systems

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Ex. 4.2: Job Requirements Approach to Job Analysis

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Ex. 4.3 Job Requirements Matrix

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Task statements • Definition

• objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job

• Each statement should include • What the employee does, using a specific action verb

• To whom or what the employee does what he or she does, stating the object of the verb

• What is produced, indicating the expected output of the verb

• What equipment, materials, tools, or procedures, are used

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Task Dimensions

• Definition • Involves grouping sets of task statements into dimensions, attaching a name to each

dimension

• Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions”

• Characteristics • Creation is optional

• Many different grouping procedures exist • Guideline - 4 to 8 dimensions

• Grouping procedure should be acceptable to organizational members

• Empirical validation against external criterion is not possible

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Exh. 4.4: Use of Sentence Analysis Technique for Task Statements

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Importance of Tasks/Dimensions • Involves an objective assessment of importance

• Two decisions • Decide on attribute to be assessed in terms of importance • Decide whether attribute will be measured in categorical or

continuous terms

• Ex. 4.5: Ways to Assess Task/Dimension Importance • Relative time spent • Percentage (%) time spent • Importance to overall performance • Need for new employee training

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KSAOs • What are KSAOs?

• Knowledge • Exh. 4.6: Knowledges Contained in Occupational Information

Network (O*NET)

• Skill • Exh. 4.7: Skills Contained in O*NET

• Ability • Exh. 4.8: Abilities Contained in O*NET

• Other Characteristics • Exh. 4.9: Examples of Other Job Requirements

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Exhibit 4.10 Examples of Ways to Assess KSAO Importance

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Job Descriptions and Job Specifications

• Job description • Describes tasks, task dimensions, importance of tasks / dimensions, and job

context

• Includes • Job family, job title, job summary

• Task statements and dimensions

• Importance indicators

• Job context indicators

• Date conducted

• Job specifications • Describes KSAOs

Collecting Job Requirements Information

• Methods • Prior information

• Observation

• Interviews

• Task questionnaire

• Committee or task force

• Sources to be used • Job analyst

• Job incumbents

• Supervisors

• Subject matter experts

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Exhibit 4.14 Factors to Consider in Choosing Between Internal Staff or Consultants or Job Analysis

Exhibit 4.15 Example of Job Requirements Job Analysis Process

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Competency-Based Job Analysis

• Nature of competencies • an underlying characteristic of an individual that contributes to job or role

performance and to organizational success

• Usage reflects a desire to: • connote job requirements that extend beyond the specific job itself

• describe and measure the organization’s workforce in more general terms

• as a way of increasing staffing flexibility in job assignments

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KSAOs or Competencies?

• Similarities between competencies and KSAOs • Both reflect an underlying ability to perform a job

• Differences between competencies and KSAOs • Competencies are much more general

• May contribute to success on multiple jobs

• Contribute not only to job performance but also to organizational success

Exh. 4.16: Examples of Competencies

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Organization Usage

• Organizations are experimenting with • Developing competencies and competency models and

• Using them as underpinnings of several HR applications

• Three strategic HR reasons for doing competency modeling • Create awareness and understanding of need for change in business

• Enhance skill levels of workforce

• Improve teamwork and coordination

• Emphasis -- Establishing general competencies

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The “Great Eight” Competencies • Leading: initiates action, gives direction

• Supporting: shows respect, puts people first

• Presenting: communicates and networks effectively

• Analyzing: thinks clearly, applies expertise

• Creating: thinks broadly, handles situations creatively

• Organizing: plans ahead, follows rules

• Adapting: responds to change, copes with setbacks

• Performing: focuses on results, shows understanding of organization

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Collecting Competency Information

• Techniques and processes are in their infancy

• General competencies at the organizational /strategic level are established by top management

• Guidelines for establishing general competency requirements • Organization must establish its mission and goals prior to determining

competency requirements • Should be important at all job levels • Should have specific, behavioral definitions, not just labels

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Job Rewards

• Extrinsic rewards • external to the job itself • designed and granted to employees by the organization • pay, benefits, work schedule, advancement, job security

• Intrinsic rewards • intangibles • experienced by employees as an outgrowth of doing the job • variety in work duties, autonomy, feedback, coworker and supervisor relations

• Employee value proposition • the “package” or “bundle” of rewards provided to employees and to which employees

respond by joining, performing, and remaining with the organization

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Job Rewards: Collecting Information

• Within the organization • Interviews with employees

• Surveys with employees

• Outside the organization • SHRM survey

• Organizational practices

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Ex. 4.17: Examples of Reward Preferences Interview Questions

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Job Analysis for Teams

• Many team members perform multiple jobs (rather than a single job)

• Staffing must emphasize recruitment and selection for both job- specific KSAOs and job-spanning KSAOs

• Increased importance of KSAOs pertaining to interpersonal qualities (e.g., communicating, collaborating, and resolving conflicts) and team self-management qualities (e.g., setting group goals, inspecting each other’s work).

Thank you