Chapter 6: Using Job Analysis and Competency Modeling as the Foundation for the HR System Jackson...

Chapter 6:Chapter 6:

Using Job Analysis and Using Job Analysis and Competency Modeling as the Competency Modeling as the Foundation for the HR SystemFoundation for the HR System

Jackson and SchulerJackson and Schuler

© 2003 South-Western College Publishing. All rights reserved.

Eighth editionEighth edition

Managing Human Managing Human ResourcesResources

© 2003 South-Western College Publishing. All rights reserved. 6–2

Chapter OutlineChapter OutlineChapter OutlineChapter Outline

The Strategic Importance of Job Analysis and The Strategic Importance of Job Analysis and Competency ModelingCompetency Modeling

Basic TerminologyBasic Terminology Sources of InformationSources of Information Methods of Collecting InformationMethods of Collecting Information Methods AnalysisMethods Analysis Generic Job AnalysisGeneric Job Analysis Standardized Job Analysis QuestionnairesStandardized Job Analysis Questionnaires Customized Task InventoriesCustomized Task Inventories


Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)

Analyzing Needed CompetenciesAnalyzing Needed Competencies Job Families and Career PathsJob Families and Career Paths Trends in Job AnalysisTrends in Job Analysis


Strategic Importance of Job AnalysisStrategic Importance of Job Analysisand Competency Modelingand Competency Modeling

Strategic Importance of Job AnalysisStrategic Importance of Job Analysisand Competency Modelingand Competency Modeling

Job analysis and competency modeling are Job analysis and competency modeling are systematic procedures that provide the systematic procedures that provide the foundation for all HRM activities.foundation for all HRM activities.

Information about jobs and job requirements Information about jobs and job requirements is necessary for fair and effective HRM is necessary for fair and effective HRM decision-making.decision-making.


Strategic Change, Jobs, and HRStrategic Change, Jobs, and HRStrategic Change, Jobs, and HRStrategic Change, Jobs, and HR

Strategic ChangeStrategic Change Jobs change when an organization Jobs change when an organization

undergoes a strategic change.undergoes a strategic change.• Merger/acquisitionMerger/acquisition• New business objectivesNew business objectives

New HR policies and practices are needed New HR policies and practices are needed for new jobs and competencies.for new jobs and competencies.


Job Analysis and the LawJob Analysis and the LawJob Analysis and the LawJob Analysis and the Law

Legal ConsiderationsLegal Considerations Job analysis is used to document decisions Job analysis is used to document decisions

and protect against unfair treatment claims and protect against unfair treatment claims in selection and promotion decisions.in selection and promotion decisions.

Americans with Disabilities Act of 1990Americans with Disabilities Act of 1990 Independent contractorsIndependent contractors


Americans with Disabilities Act of Americans with Disabilities Act of 19901990

Americans with Disabilities Act of Americans with Disabilities Act of 19901990

Act made it unlawful to discriminate against Act made it unlawful to discriminate against qualified individual who has a disability.qualified individual who has a disability. Disability: physical or mental impairment Disability: physical or mental impairment

that substantially limits one or more major that substantially limits one or more major life activities.life activities.

A person is qualified if he or she can perform A person is qualified if he or she can perform the “essential functions” of a job with the “essential functions” of a job with reasonable accommodation.reasonable accommodation.


Independent ContractorsIndependent ContractorsIndependent ContractorsIndependent Contractors

Test for Independent Contract Status:Test for Independent Contract Status: Whether worker is told how to do the jobWhether worker is told how to do the job Whether work is essential part of businessWhether work is essential part of business Whether worker must personally do the workWhether worker must personally do the work Whether work hours are specifiedWhether work hours are specified Whether worker can also work for othersWhether worker can also work for others Whether work must be performed at Whether work must be performed at

company’s facilitiescompany’s facilities

Job analysis can help clarify employee’s Job analysis can help clarify employee’s status.status.


Integrated HR SystemIntegrated HR SystemIntegrated HR SystemIntegrated HR System

Global and Global and Organizational Organizational EnvironmentEnvironment

Other HR Other HR ActivitiesActivities

• PlanningPlanning

• RecruitmentRecruitment

• SelectionSelection

• TrainingTraining

Objectives of Job Objectives of Job Analysis and Analysis and CompetencyCompetency ModelingModeling

• Identify jobs to be Identify jobs to be eliminatedeliminated

• Develop new Develop new selection toolsselection tools

• Design career pathsDesign career paths

• Identify training Identify training needsneeds

• Develop Develop performance performance measuresmeasures

Choices in JA and Choices in JA and CompetencyCompetency ModelingModeling

• Sources of Sources of informationinformation

• Methods to collect Methods to collect informationinformation

• Using O*NETUsing O*NET

• Standardized vs Standardized vs customizedcustomized

• Focus on Jobs vs Focus on Jobs vs RolesRoles

• Current vs futureCurrent vs future

Use JA Use JA resultsresults


Roles and Responsibilities in Analysis and Roles and Responsibilities in Analysis and Competency ModelingCompetency Modeling

Roles and Responsibilities in Analysis and Roles and Responsibilities in Analysis and Competency ModelingCompetency Modeling

Line ManagersLine Managers• Participate in Participate in

planningplanning

• With HR, determine With HR, determine jobs to be analyzedjobs to be analyzed

• Decide who should Decide who should conduct JAconduct JA

• Identify incumbents Identify incumbents to participate and to participate and facilitate facilitate participationparticipation

• Provide documentsProvide documents

• Participate in Participate in interviews and interviews and questionnairesquestionnaires

EmployeesEmployees• Participate in Participate in

planningplanning

• Understand Understand importance and importance and purpose of JApurpose of JA

• Inform mgr when Inform mgr when JA neededJA needed

• Provide accurate Provide accurate JA infoJA info

• Adapt to new job Adapt to new job demandsdemands

• Use JA for career Use JA for career planningplanning

HR ProfessionalsHR Professionals• Participate in Participate in

planningplanning

• Communicate Communicate importance of JAimportance of JA

• With line mgrs, With line mgrs, determine jobs to be determine jobs to be analyzedanalyzed

• Serve as JA expert or Serve as JA expert or hire vendorhire vendor

• Inform others of legal Inform others of legal issuesissues

• Update job Update job descriptionsdescriptions

• Keep up-to-dateKeep up-to-date


Basic TerminologyBasic TerminologyBasic TerminologyBasic Terminology

PositionPosition Activities carried out by any single person.Activities carried out by any single person.

JobJob Positions that are functionally Positions that are functionally

interchangeable.interchangeable.

Job FamilyJob Family A group of jobs that can be treated as A group of jobs that can be treated as

similar for administrative purposes.similar for administrative purposes.


Basic Terminology (cont’d)Basic Terminology (cont’d)Basic Terminology (cont’d)Basic Terminology (cont’d)

Job Analysis (JA)Job Analysis (JA) Systematic process of describing and Systematic process of describing and

recording information aboutrecording information about• Purposes of a jobPurposes of a job• Major duties or activities Major duties or activities • Conditions under which the job is performedConditions under which the job is performed• Competencies (skills, knowledge, abilities, and Competencies (skills, knowledge, abilities, and

other attributes) that enable and enhance other attributes) that enable and enhance performance in a jobperformance in a job

There are at least 15 major JA approachesThere are at least 15 major JA approaches


Basic Terminology (cont’d)Basic Terminology (cont’d)Basic Terminology (cont’d)Basic Terminology (cont’d)

Task-Oriented Job AnalysisTask-Oriented Job Analysis Focus on Focus on whatwhat the job involves the job involves

• ActivitiesActivities• OutcomesOutcomes

Worker-Oriented Job AnalysisWorker-Oriented Job Analysis Focus on required characteristics of job Focus on required characteristics of job

incumbentsincumbents Focus on Focus on who who can do the jobcan do the job

• Competency modeling is a worker-focused Competency modeling is a worker-focused approachapproach


Terminology: Competency ModelingTerminology: Competency ModelingTerminology: Competency ModelingTerminology: Competency Modeling

An approach to job analysis that emphasizes An approach to job analysis that emphasizes the individual characteristics needed for the individual characteristics needed for effective performanceeffective performance

Describes successful employees in terms of:Describes successful employees in terms of: SkillsSkills KnowledgeKnowledge AbilitiesAbilities ValuesValues InterestsInterests PersonalityPersonality


Terminology: Job DescriptionsTerminology: Job DescriptionsTerminology: Job DescriptionsTerminology: Job Descriptions

Written documentation Written documentation that should include:that should include: Job TitleJob Title Department/Department/

DivisionDivision Date job analyzedDate job analyzed Job summaryJob summary SupervisionSupervision Work performedWork performed Job contextJob context

UsesUses To document the To document the

employment employment relationshiprelationship

To inform applicantsTo inform applicants To guide job To guide job

behaviorbehavior To evaluate To evaluate

performanceperformance As guide for writing As guide for writing

references and references and resumesresumes


Sources of InformationSources of InformationSources of InformationSources of Information

CustomersCustomersMay have strategic May have strategic

informationinformation

Job IncumbentsJob IncumbentsObtain representative Obtain representative sample, may inflate sample, may inflate

difficulty of jobdifficulty of job

SupervisorsSupervisorsMay or may not observe May or may not observe

directly, have “big directly, have “big picture”picture”

Subject Subject MatterMatter

ExpertsExperts

Trained Job AnalystsTrained Job AnalystsUse diverse sources, Use diverse sources, don’t see all aspectsdon’t see all aspects


Methods of Collecting InformationMethods of Collecting InformationMethods of Collecting InformationMethods of Collecting Information

ObservationsObservations Work SamplingWork Sampling May be intrusiveMay be intrusive

InterviewsInterviews QuestionnairesQuestionnaires DiariesDiaries


Job Analysis TechniquesJob Analysis TechniquesJob Analysis TechniquesJob Analysis Techniques

Methods AnalysisMethods Analysis Analyzing the smallest identifiable Analyzing the smallest identifiable

components of a jobcomponents of a job


Methods AnalysisMethods AnalysisMethods AnalysisMethods Analysis

Time and Motion StudiesTime and Motion Studies Best for repetitive and routine tasksBest for repetitive and routine tasks

Process ReengineeringProcess Reengineering Flow process charts show sequence of an Flow process charts show sequence of an

operationoperation Used to redesign jobsUsed to redesign jobs


Generic Job AnalysisGeneric Job AnalysisGeneric Job AnalysisGeneric Job Analysis

Dictionary of Occupational Titles (DOT)Dictionary of Occupational Titles (DOT) Created by U.S. Training and Employment Created by U.S. Training and Employment

ServiceService Based on Functional Job AnalysisBased on Functional Job Analysis Describes 12,000+ OccupationsDescribes 12,000+ Occupations Being replaced by O*NetBeing replaced by O*Net


Generic Job AnalysisGeneric Job AnalysisGeneric Job AnalysisGeneric Job Analysis

Occupational Information NetworkOccupational Information Network Released in 1998 on internetReleased in 1998 on internet Comprehensive database system with info Comprehensive database system with info

on job characteristics and worker attributeson job characteristics and worker attributes Describes organizational and economic Describes organizational and economic

contextscontexts


DOT’s Functional Job AnalysisDOT’s Functional Job AnalysisDOT’s Functional Job AnalysisDOT’s Functional Job Analysis

Uses a complex rating system to describe the Uses a complex rating system to describe the activities of jobsactivities of jobs

Sample job analysis rating for working with Sample job analysis rating for working with peoplepeople 00 =Mentoring=Mentoring 5=Persuading5=Persuading 11 =Negotiating=Negotiating 6=Speaking6=Speaking 22 =Instructing=Instructing 7=Serving7=Serving 33 =Supervising=Supervising 8=Helping8=Helping 44 =Diverting=Diverting


Generic Job Analysis TechniquesGeneric Job Analysis TechniquesGeneric Job Analysis TechniquesGeneric Job Analysis Techniques

Occupational Information Network (O*NET)Occupational Information Network (O*NET)Occupational Information Network (O*NET)Occupational Information Network (O*NET)

O*NETO*NET

ExperienceRequirements Occupational

Requirements

OccupationSpecific

RequirementsOccupation

Characteristics

WorkerRequirements

WorkerCharacteristics


Standardized Job Analysis Standardized Job Analysis QuestionnairesQuestionnaires

Standardized Job Analysis Standardized Job Analysis QuestionnairesQuestionnaires

Use ratings of job behaviors made by Use ratings of job behaviors made by IncumbentsIncumbents SupervisorsSupervisors HR ManagerHR Manager

Applicable to wide variety of jobsApplicable to wide variety of jobs Widely used instruments include:Widely used instruments include:

Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ) Management Position Description Management Position Description

Questionnaire (MPDQ)Questionnaire (MPDQ)


PositionAnalysis

Questionnaire(PAQ)


Standardized Job Standardized Job Analysis QuestionnaireAnalysis Questionnaire Information inputInformation input Mental processesMental processes Work outputWork output Relationships with Relationships with

other peopleother people Job contextJob context Other job Other job

characteristicscharacteristics


MPDQ: Components of Managerial MPDQ: Components of Managerial JobsJobs

MPDQ: Components of Managerial MPDQ: Components of Managerial JobsJobs

SupervisionSupervision Product and service responsibilityProduct and service responsibility Advanced financial responsibilityAdvanced financial responsibility Internal business controlInternal business control Complexity and stressComplexity and stress Coordination of other Coordination of other

organizational units organizational units and personneland personnel

Public and customer relationsPublic and customer relations



Customized task andCustomized task andwork behavior inventorieswork behavior inventories

Customized task andCustomized task andwork behavior inventorieswork behavior inventories

CriticalCriticalIncidentIncidentTechniqueTechnique(CIT)(CIT)

ObservationObservationandand

interviewsinterviews


Customized Task InventoriesCustomized Task InventoriesCustomized Task InventoriesCustomized Task Inventories

Workers are observed and interviewed. Workers are observed and interviewed. List of tasks or work behaviors (items) is List of tasks or work behaviors (items) is

developed.developed. Questionnaire is based on list of items and used Questionnaire is based on list of items and used

to obtain detailed information.to obtain detailed information. Critical Incident Technique may be used:Critical Incident Technique may be used:

Incumbents and supervisors describe incidents Incumbents and supervisors describe incidents illustrating effective or ineffective performance.illustrating effective or ineffective performance.

Incidents provide insight into job requirements.Incidents provide insight into job requirements.


Customized Task InventoriesCustomized Task InventoriesCustomized Task InventoriesCustomized Task Inventories

For each task statement on questionnaire, For each task statement on questionnaire, respondents may indicate:respondents may indicate: If behavior is performed in the positionIf behavior is performed in the position Percentage of time spent on taskPercentage of time spent on task Importance of taskImportance of task Whether new employees perform taskWhether new employees perform task

Results are vivid, detailed, but development Results are vivid, detailed, but development and analysis are complex.and analysis are complex.


Analyzing Needed CompetenciesAnalyzing Needed CompetenciesAnalyzing Needed CompetenciesAnalyzing Needed Competencies

Standardized ApproachStandardized Approach Abilities Requirements ApproachAbilities Requirements Approach

• 50 Ability Dimensions50 Ability Dimensions Consulting firms have standard taxonomiesConsulting firms have standard taxonomies

Customized ApproachCustomized Approach Subject matter experts (incumbents, Subject matter experts (incumbents,

supervisors) identify competenciessupervisors) identify competencies Questionnaire completed by SMEs who rate Questionnaire completed by SMEs who rate

competenciescompetencies


Job Families and Career PathsJob Families and Career PathsJob Families and Career PathsJob Families and Career Paths

Managing CareersManaging Careers Group jobs into families based onGroup jobs into families based on

• Similar competencies requiredSimilar competencies required• Similar tasksSimilar tasks• Similar value to the Similar value to the

organizationorganization Employees can see logical Employees can see logical

progression careers might take.progression careers might take.


Job Families and Career PathsJob Families and Career PathsJob Families and Career PathsJob Families and Career Paths

Broadbanding: clustering jobs into wide tiers to manage career growth and pay administration.

Pay level 1Pay level 1




Pay range 1Pay range 1


Decline of Job Analysis?Decline of Job Analysis?Decline of Job Analysis?Decline of Job Analysis?

Trends inconsistent Trends inconsistent with traditional job with traditional job analysis:analysis: Increased job Increased job

sharingsharing Decreased job Decreased job

specializationspecialization Work teamsWork teams

Why is job analysis Why is job analysis needed?needed? Legal complianceLegal compliance To support To support

strategic changestrategic change To build integrated To build integrated

HRM systemsHRM systems

Competency-based approaches may Competency-based approaches may be more relevant today.be more relevant today.

Competency-based approaches may Competency-based approaches may be more relevant today.be more relevant today.


Trends in Job AnalysisTrends in Job AnalysisTrends in Job AnalysisTrends in Job Analysis

From “my job” to “my role”From “my job” to “my role” Future-oriented job Future-oriented job

analysis and competency analysis and competency modelingmodeling

Job analysis for customersJob analysis for customers Human Factors Approach Human Factors Approach

to job analysis and job to job analysis and job redesignredesign


Human Factors ApproachHuman Factors ApproachHuman Factors ApproachHuman Factors Approach

Ergonomic AnalysisErgonomic Analysis Aims to minimize stress and fatigue at workAims to minimize stress and fatigue at work Focuses on how job tasks affect physical Focuses on how job tasks affect physical

movements and physiological responsesmovements and physiological responses

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