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Course Learning Outcomes for Unit

Upon completion of this unit, students should be able to:

3. Explore the significance of research methods used in job analysis. 3.1 Define job analysis, including the various types of job analysis methods and the steps to

complete the process. 3.2 Explain the legal reasons for conducting a job analysis. 3.3 Determine changes to a job description for a specific position.

Course/Unit Learning Outcomes

Learning Activity

3.1 Unit Lesson Chapter 4 Unit III Project

3.2 Unit Lesson Chapter 4 Unit III Project

3.3 Unit Lesson Chapter 4 Unit III Project

Reading Assignment

Chapter 4: Strategic Job Analysis and Competency Modeling

Unit Lesson

Dylan, Human Resource (HR) director for Company X, had been receiving more and more complaints about employees working out of classification, employees not being compensated for the work they were doing, and employees’ job descriptions not matching the work being done. Production numbers were being met; however, overtime, along with employee absences and turnover, had increased. Managers had also begun to come to HR to discuss their concerns about this situation. Dylan realized that he must do something, but what?

After receiving input from his team of HR professionals, Dylan and his team decided to conduct individual meetings with each department head to review staffing, employee rosters, and job descriptions for each position. He realized this would be a long process; however, Dylan and his team knew the importance of such meetings. Before having the meetings, Dylan had to convince the plant manager why this process was needed and how it would impact business strategy and company success. Dylan and his team had to do research to prepare a presentation to present to the plant manager. The presentation consisted of data to support the need for this process.

After receiving the support of the plant manager, Dylan had to communicate with each department head about the need for a meeting and what the meeting would address. Dylan called a roundtable meeting with the department heads to present the information. He included the plant manager in this meeting. Including the plant manager showed the leaders that Dylan had support and buy-in from the plant manager. Although the support was there from the plant manager, Dylan had to be prepared to receive resistance from some department heads.

UNITSTU DY GUIDE Job Analysis—Is It Really Important?

UNIT x STUDY GUIDE

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Dylan presented the information to the leaders and he opened the floor for questions. One of the first questions was asked by one of the leaders; “When are we supposed to find time to do this? Don’t you think we have enough on our plates already?” Another leader chimed in and asked; “How do you expect us to complete our daily tasks and sit down with you and your team to go over job descriptions? Can’t you and your team just do it?” Another leader stated; “Why do we have to do this if we are meeting production numbers? We are not cutting profits. The employees like the overtime. No one is going to stay here long anyway, so let’s keep doing what we have been doing for the past 10 years.”

While these leaders voiced their opinion and resistance to this process, some of the other leaders agreed; however, there were those who believed this process was well overdue. Dylan remained firm and provided the data again to support the importance of moving forward with such meetings and shared how it would improve overall production, attendance, and turnover. Dylan provided the leaders with the timeline for completing these meetings and next steps.

Once the meetings had been conducted, it was realized that some of the job descriptions should possibly be rewritten; however, before making changes, Dylan realized that more detailed information about the job was needed. What does the employee do from the beginning to the end of the shift? How long does each task take? Do any of the tasks overlap within another area? What are some of the constraints to doing the job? Dylan already knew the best place to get this information from was the employee doing the job. Dylan informed the leaders that they should communicate this to the employees, especially since Dylan or someone on his team would be shadowing the employees and having meetings with the employees to find out what the job really entails.

Of course, you have those managers who communicate with their employees, and due to resistance, you have those managers who do not communicate with their employees. This does not show good buy-in from all involved. This can also have an impact on receiving proper input and outcomes.

This leads to the “grapevine” conversations among employees—Employees may hear “through the grapevine” that their company will be conducting job analyses for various positions within the organization. Their immediate supervisor may not have told them about this, so they begin to wonder: what is the purpose of the job analysis, who will it impact, and what impact will the analysis have on employee pay and job stability? If asked, how much information should they share? Will this increase job responsibilities or will some of the responsibilities be shared with others? What will management do with the information received? Will they have a job or will some of them be terminated? These are only a few of the many questions that employees may have when they are not familiar with job analysis or when management does not take the time to communicate this process to the employees.

To avoid confusion, disgruntlement, and lack of cooperation from the employees, and in order for Dylan and his team to receive accurate information from the employees, they must assure the employees of the purpose and importance of this process. The employee must understand that HR is not there to do a performance evaluation but to gain a better understanding of the job itself. The employees must be assured that this process will only help to improve working conditions.

As you begin to dive into reading Chapter 4, reflect on this scenario. Also, begin to think about how this relates to your current organization or somewhere you worked in the past. Has the job description been reviewed in recent past? Does it align with the duties performed daily, or is it time to revisit job descriptions and conduct a job analysis?

Often, job analyses lead to updates in job descriptions. (Ragsac19, 2013)

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In this unit, emphasis is place on job analysis. What is a job analysis? Why is it important? What purpose does it serve? Why does the supervisor need buy-in and support from the employees? What if the employees fail to cooperate? What if false information is given? How does this impact company failure or success?

As you can see, there are many questions that may be asked in regards to job analysis. Many of you have heard the term job analysis. Some of you may have had the opportunity to conduct a job analysis. As popular as job analysis can be, there are some organizations that believe it is a waste of time. Some jobs change so rapidly that some companies feel as though it is a waste of time and is worthless. However, based on experience, a job analysis can help to determine the success of an organization. You may ask, how so?

When a job analysis is conducted, the reviewer looks to find the specifics about the specific job. The job analysis does not look at the person in the job, but at the job itself. The reviewer tries to determine what duties and tasks are needed, the time it takes to complete the task, and the process for completing the task. The reviewer also tries to determine what necessary tools and/or equipment are needed to perform job tasks. Although most people believe the supervisor is the go-to person for this information, the person performing the job is the best person to provide such information. The person performing the job’s tasks on a regular basis can generally share information about the job that the supervisor may miss. The job analysis is a great tool when writing job descriptions or revamping an organization. The job analysis helps to create specifics about the position and essential functions. There are several job analysis methods that organizations utilize. Many organizations utilize more than one method because they typically utilize the one they feel will produce the best reliability and validity for a job class or family.

Now that the job analysis is complete, it is important to understand how all this works. The managers are now able to determine if the proper knowledge, skills, abilities, and other characteristics (KSAOs) have been identified. They can determine if changes need to be made to the job descriptions. When changes are needed, the managers must make certain that essential functions are identified and are in compliance with the Americans with Disabilities Act (ADA). Managers can also determine specific rewards that need to be implemented in order to attract and retain employees.

After completing this unit, you should have a better understanding of job analysis, the legal ramifications of job analysis, job analysis methods, and what it takes to plan and conduct a job analysis. This unit will also provide insight on job analysis rewards—to include intrinsic and extrinsic rewards.

Reference

Ragsac19. (2013). Job description, ID 92325719 [Photograph]. Retrieved from https://www.dreamstime.com/stock-photo-job-description-responsibilities-many-uses-hr-industry- image92325719