HRM634 Week 3 Discussion

Chapter 4 Strategic Job Analysis

and Competency Modeling

Job Analysis

· Definition: a systematic process of identifying and describing the

· important aspects of a job and the characteristics workers need to

· perform the job well

· Should be done regularly for all jobs, but focusing on key roles can have

· significant business impact

· Value creators: directly generate revenue, lower operating costs, and

· increase capital efficiency (e.g., leaders of research and development,

· marketing, human resources, or finance)

· Value enablers: perform indispensable work that enables the creators

· (e.g. leaders of support functions such as cybersecurity or risk

· management)

Job Design and Redesign

· Job design: specifying the content and method of doing a job, and the

· relationship between jobs, to meet both the technological and

· organizational job requirements and the social and personal

· requirements of the worker

· Job redesign: changing the job to increase work quality or productivity

· Job enrichment

· Job enlargement

· Job rotation

Workflow Analysis

· Analyzes how work progresses through the organization to improve

· efficiency by identifying bottlenecks, redundant tasks, and inefficient

· workspaces to enable better resource use

· 5 steps:

1. Identify what the organization does

2. Identify how it gets this done

3. Identify why it does all of the steps and tasks from #2

4. Identify improvement opportunities

5. Evaluate whether employees are needed for every task or if

6. automation might be better

Job Analysis

· Job analyses are used for multiple purposes, including:

· Determining job entry requirements

· Developing a company’s strategic recruiting plan

· Selecting individuals for employment

· Developing employee training plans

· Designing compensation systems

· Developing performance evaluation measures

· Job analyses also help group jobs into job families or groupings of jobs

· that either call for similar worker characteristics or contain parallel work

· tasks

Job Families

Job Analysis for Staffing

· A job analysis that produces a valid selection system identifies worker

· characteristics that:

· Distinguish superior from average and unacceptable workers;

· Are not easily learned on the job; and

· Exist to at least a moderate extent in the applicant pool.

· Future-oriented job analysis: job analysis technique for analyzing new

· jobs or analyzing how jobs will look in the future

Job-Worker Match

Legal Requirements

· Essential functions are the fundamental duties or tasks of a position

· (defined by the Americans with Disabilities Act)

· If disabled applicants can perform the essential functions of a job with

· reasonable accommodation, they must be considered for the position

· To meet legal requirements, a job analysis must:

· Be valid and identify the worker knowledge, skills, abilities, and other

· characteristics necessary to perform the job and differentiate superior

· from barely acceptable workers

· Be in writing and relevant to the particular job in question

· Be derived from multiple sources

Practical Reasons to do a Job Analysis

Job Description

· A written description of the duties and responsibilities associated with

· the job itself.

· Job descriptions usually include:

· The size and type of organization

· The department and job title

· The salary range

· Position grade or level

· To whom the employee reports and for whom the employee is

· responsible

· Brief summary of the main duties and responsibilities of the job

· Brief summary of the occasional duties and responsibilities of the job

· Any special equipment used on the job

· Any special working conditions (e.g. shift or weekend work, foreign

· travel, etc.)

· Purpose and frequency of contact with others

· The statement, “Other duties as assigned” to accommodate job

· changes and special projects

Person Specification

· Person specification: summarizes the characteristics of someone able to

· perform the job well

· Essential criteria: job candidate characteristics that are critical to

· adequate performance of a new hire

· Desirable criteria: job candidate criteria that may enhance the new

· hire’s job success, but that are not essential to adequate job

· performance

· Criteria unrelated to job success should not be included in a person

· specification

Outcomes of Job Analysis

Job Analysis Methods

· Must be:

1. Reliable, or replicable

· A reliable job analysis procedure will produce the same results

· when it 1) is applied to the same job by a different job specialist; 2)

· when a different group of job experts is used; and 3) when it is

· done at a different time.

2. Valid, or accurately measure what it was intended to measure

· A valid job analysis accurately captures the target job.

Job Analysis Techniques

Planning Job Analyses

· Job analyses should be performed in such a way as to meet the

· professional and legal guidelines that have been published in the

· Uniform Guidelines on Employee Selection Procedures

· Determine time and resources necessary and available

· Collect background information about the company, its culture and

· business strategy, the job, and the job’s contribution to strategy

· execution and competitive advantage

· O*NET - Occupational Information Network (http://

· online.onetcenter.org/)

· Identify job experts

· Identify appropriate job analysis technique(s) to use

Job Analysis Steps

Task Statements

Job Duties

Weighting Job Duties

Competency Modeling

· Definition: a job analysis method that identifies the necessary worker

· competencies for high performance

· Competencies: more broadly defined components of a successful

· worker’s repertoire of behavior needed to do a job well

· Because competencies are linked to the organization’s business goals,

· strategy, and values, a person specification resulting from a job

· description can enhance hiring quality and strategy execution

· A competency-based job description:

· Enhances a manager’s flexibility in assigning work

· Lengthens the life of a job description

· Can allow firms to group jobs requiring similar competencies under a

· single job description

Crafting an Appealing Job Description for a Job Ad

· Include an understandable and engaging job title

· Include information about the company

· Include information that helps the job seeker get a feel for the job

· Describe minimum job requirements

· Reflect the organization’s culture

· Get input and feedback from high-performers

· Include link to the employer’s Careers page

Competencies Related to Specific Job Environments

HRM Competency Model

· “Overview of the Competency Model” (3:40)

Job Rewards Analysis

· Job rewards analysis: identifies the intrinsic and extrinsic rewards of a

· job

· Analyzes the intrinsic rewards that are non-monetary and derived from

· the work itself and the firm’s culture

· Including the satisfaction of meeting personal goals, great

· coworkers, continuous learning, and doing meaningful work.

· Analyzes the extrinsic rewards that have monetary value

· Including base pay, bonuses, and benefits.

· The combination of intrinsic and extrinsic rewards are a job’s total

· rewards

· Employee value proposition (EVP): the intrinsic and extrinsic rewards an

· employee receives by working for a particular employer in return for

· their job performance

· Communicating your EVP:

· First determine exactly what attracts job candidates, and why

· employees enjoy their work.

· Then craft a message to clearly state what makes your company the

· obvious choice over the competition.

3 Criteria for Employee Value Propositions

1. Magnitude refers to a reward package that is neither too small nor too

2. large in economic terms.

· Spending too much on rewards can negatively impact the firm’s

· financial stability, and hurt investor relations.

3. Mix refers to the composition of the reward package matching the

4. needs and preferences of applicants or employees.

· Offering stock options that vest in five years to a young, mobile

· workforce, or free daycare to an older workforce is not consistent with

· workers’ needs and preferences.

5. Distinctiveness refers to the uniqueness of the total reward package.

· Rewards with no special appeal and that do not set the organization

· apart as distinctive do not present a compelling value proposition.

Job Reward Dimensions

· Amount refers to how much of it is received.

· i.e., how much pay, what level of task variety

· Differential is how consistent the reward is across different employees.

· e.g., all employees receive the same number of vacation days, but

· merit bonuses range from 2% to 15% of base pay

· Stability is how reliable the reward is.

· Is the reward the same all of the time, or does it change (e.g., does it

· vary based on organizational performance or business requirements?)

Job Rewards Matrix

Job Rewards Analysis Results

· “Handyman Job Rewards” (1:30)

Enhancing Ethical Behavior Through Job Descriptions

· Because ethical issues are rarely neatly labeled, keeping ethics keeping

· ethics active in employees’ minds helps them maintain ethics as a core

· part of their schema

· Priming: recent cues or experiences increase our sensitivity to certain

· stimuli

· Crafting effective job descriptions and person specifications can support

· an ethical culture, prime ethical behavior, and influence the

· characteristics of job applicants

· Describe legal risks and ethical traps

Using Analytics to Improve Job Analysis

· Staffing analytics can take job analysis further and use data and statistics

· to evaluate how well the competencies, skills, and other characteristics

· identified in a job analysis predict job success, ethical behavior,

· retention, and other important outcomes.

O*NET

· Sponsored by the U.S. Department of Labor

· Comprehensive resource of occupational information with a database on

· many different jobs

· Toolkit describes how O*NET OnLine can help with talent planning,

· employee retention, and employee reskilling efforts

· Provides information useful for creating job descriptions

Strategic Staffing 4th edition © 2020 Chicago Business Press. All Rights

Reserved. May not be scanned, copied or duplicated, or posted to a

publicly accessible website, in whole or in part

Strategic Staffing 4th edition © 2020 Chicago

Business Press. All Rights Reserved. May not be

scanned, copied or duplicated, or posted to a

publicly accessible website, in whole or in part