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Chapter 4 – Strategic Job Analysis and Competency

Modeling

Learning Objectives After studying this chapter, you should be able to:

 Explain why job analysis can be strategic.

 Describe different types of job analyses, and what they are used for.

 Define “job description” and “person specification” and describe how they are used.

 Describe the advantages and disadvantages of different job analysis methods.

 Describe how to plan a job analysis.

 Describe how to conduct a job analysis.

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

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 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

Outcomes of Job Analysis

Job Analysis Methods

Must be: 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.

Valid, or accurately measure what it was intended to measure

◦ A valid job analysis accurately captures the target job.

Job Analysis Techniques Critical incidents technique: identifies behaviors extremely effective or extremely ineffective behaviors by documenting critical incidents that have occurred on the job

Job elements method: uses expert brainstorming sessions to identify the characteristics of successful workers

Structured interview technique: subject matter experts provide information about the job verbally in structured interviews

Task inventory approach: job experts generate a list of 50-200 tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection

Structured Questionnaires: involves using a list of preplanned questions designed to analyze a job (e.g., the Position Analysis Questionnaire or PAQ)

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

Planning Job Analyses 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

Job Requirements Matrix

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

Competencies Related to Specific Job Environments

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

Job Rewards Analysis, cont. 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 large in economic terms. • Spending too much on rewards can negatively impact the firm’s

financial stability, and hurt investor relations.

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

3. 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. how much pay, what level of task variety

Differential is how consistent the reward is across different employees. 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 Matrix, cont.

Discussion Questions Why do you think some organizations choose to not perform job analyses given their benefits? What could be done to increase their willingness to analyze jobs?

How can job analysis make staffing more strategic?

How do you personally evaluate different job opportunities and decide which to pursue?

Discussion Questions If supervisors and job incumbents disagreed about the relative importance and weights of various job duties, how would you reconcile their conflicting opinions? For example, if a supervisor emphasized the technical aspects of a customer service representative’s job and the representatives emphasized the interpersonal aspects of listening to customers and understanding their problems, what would you do?

Some jobs change so rapidly that companies do not feel doing a job analysis is worthwhile because by the time one is done, it’s already outdated. What advice would you give such a company to help them take advantage of the benefits a job analysis has to offer without wasting unnecessary time and resources doing a traditional job analysis?

Develop Your Skills Exercise Working in a group of 3-4 people, do a job rewards analysis on the job one of your group members holds (or has held). Use the questionnaire in this chapter’s Develop Your Skills feature as part of your analysis.

Summarize your analysis in a job rewards matrix.

Then apply the results and describe the type of potential job applicant to which each reward might appeal.

Opening Vignette Exercise The opening vignette describes MITRE’s effort to develop a competency model for its sytems engineers. As explained in the vignette, systems engineering is a broad discipline requiring a variety of knowledge, skills, abilities, and other characteristics. Performing a job analysis or developing a competency model for this type of job requires using different methods than would doing the same for a more static, lower-skilled job such as a cashier or mail sorter.

Your assignment for this exercise is to describe how you would conduct a job analysis or create a competency model differently for these two types of jobs. How would the process differ? Would you use different sources of information?

Chern’s Case Study a) Using O*Net and other sources of data,

create a job requirements matrix.

b) For each competency or KSAO, decide if it should be used to hire or plan to develop.

c) Estimate how important each characteristic is relative to the others as well as the relative time spent on each job duty.

d) Create a job rewards matrix.

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