Introduction to Job Analysis (JA)

Hay Group

• Hay Group was founded in 1943 by Edward N. Hay.

• Hay Group pioneered the “factor comparison” job evaluation method and modified it in its Guide Charts.

Organizational Cascade

Organization Mission, Vision, Values

Strategy

Organization Structure

Jobs

Job Families

• Jobs which exist to achieve similar end results.

• Within a “Job Family”, nature of work is similar, but level of work is differentiated.

• Differentiating features are:- output / contribution- skills and competencies.

• Align levels with the grade structure and provide read-across between families.

Job Analysis - The Process

• The process of defining and describing the distinct units of contribution required by the organization to achieve its purposes.

• The process of establishing clarity between the organization and its employees about what is required of them in their jobs.

The Concept of Accountability

Characteristics of Key Results Areas :

• Taken together they represent all the key outputs of the job.• They focus on results, not duties or activities. They tell the

"what", not the "how“.• They are timeless, standing permanently unless the job itself is

changed in a fundamental way.• Each one is distinct from the rest, and describes an explicit

area in which results must be achieved by the jobholder's action.

• They suggest measures or tests which could determine whether they are being met

Job Description Preparation Process

Options to consider: Consultants interview managers and/or jobholders, draft JDs and facilitate agreement by the parties concerned.

In-house analysts trained by the consultant interview managers and/or jobholders, draft JDs and facilitate agreement by the parties concerned.

Managers/Job holder complete a draft JD which is further reviewed and developed with a consultant or trained in-house facilitator.

Role Profile

A two page profile of the job:

Key Headings:

– Role PurposeThe fundamental reason for the job

– DimensionsSignificant measurable quantities on which job has some impact

• Annualized financial data• Number of direct reports

– Key AccountabilitiesKey outputs expected from the job.

– Key Performance Indicators (KPI’s)A clear measure of the specified output.

Role Profile…continued

- Communication & People InteractionInformation about the key contacts of the job; inside and outside the organization.

– CompetenciesKey competencies or behaviors for high performance

– Decision MakingLimits of authority & empowerment.

– Knowledge , Skills & ExperienceKnowledge, skills and experience required for the jobKey competencies or behaviors for high performance

Areas of Contribution

Example: Head Human Resource

• HR strategy, policies and procedures• Leadership of the HR team• Human Resources Planning• Recruitment and Selection• Performance Management• Training and Development• Reward - Compensation and Benefits• Employee Relations• HR Budgets- Organization & Departmental

Role Profile Development

Job Purpose:

• Says why the job exists

• One sentence

• Specific to the job, not a general statement

Example- Role Profile Head HR

To advise current and strategic manpower requirements necessary for achieving Company’s objectives. Recommend development needs for staff in view of changing business requirements and provide support to other functions for maintaining motivated staff.

Dimensions

Examples:

• Significant measurable quantities on which the job has some impact.

• Annualized financial data/budgets

• Numbers of direct reports

Example - Dimensions

Head Human Resource

Department BudgetDirect ReportsTraining BudgetTraining/s ConductedCost of the Payroll

(2004/05)8,250,000

03800,000

101,800,000

(2005/06)10,399,000

031,450,000

212,100,000

Amount in PKR. Amount in PKR.

Key Accountabilities (Example)

• Verb

• Area of Impact

• With What Result

To develop and implement….

effective HR strategies , policies and procedures…

…to ensure the company has the necessary resources to achieve its short, medium and long term business plans

Accountability : Key Result Area Format

Verb Object Result

Do What To What/ Whom WhyPrepare, monitor and Control

The Annual Departmental Budget To ensure

expenditure is in line with the business plan

Typical Key Performance Indicators (KPIs)

KPIs are often sector specific

• Top LevelROI, ROCE, Profitability, Actual; Budget, Growth, Market Share, Territorial coverage.

• Oil & Gas specificSize/Growth in reservoir, plant availability, volume pumped/processed, HSE.

• Manufacturing specificOutput, stock turnover, balancing of lines, waste/scrap, HSE.

• Performance Maximization• Number of filled positions• Trainings (mandays delivered)• HR Manual is up-to-date and complied.

Example KPIs (Head HR)

Communication & People Interaction

The information about the key contacts of the job:

• With the superior • With others in the organization e.g. peers, other

departments.• With people outside the organization.

Example- Communication & People Interaction (Head HR)

Internal• All employees

External• HR Consultants• Training Institutes& Trainers• Head Hunters• Outsourcing agencies• Lawyers• Embassies• Govt. departments (e.g labor)• Health Insurance companies• Architect/s• Advertising agencies• Interviewees.

Competencies

• Personal characteristics that differentiate levels of performance in a given job/role, organization or culture.

• They are behavioral skills.

• They are associated with a high-performance organization.

Competencies are like an Iceberg…

• Competencies are more difficult to observe than technical skills.

• Skills and knowledge form the tip of the iceberg - they are easier to measure and develop than behavioral competencies.

• The underlying competencies are less visible but they largely direct and control surface behavior. They are more difficult to measure and develop.

Knowledge, Skills and Experience

Outlines a typical “person” specification:– Should focus on the principal qualifications, skills

and experience you would look for when recruiting someone to the role.

– Will need sensitive handling if the present job holder is under or over qualified for the job.

Decision Making

• Limits of empowerment, when a decision is shared, limits on decision making.

• Example- Head HR– Recruitments– HR Policies– Employee Training Recommendations– Employee Remuneration– Separations

Example- Knowledge, Skills & Experience

Head HR– Masters degree is Business Administration preferably in

HR. – Proven people management skills and experience.

People management skills and experience – Balance and mature approach – must act with integrity,

discretion and confidentiality at all times. – Minimum 10 years experience in Human Resources at

professional level.– PC Literate- in particular MS Office– Technically competent in the delivery of most HR

disciplines – resourcing, reward, performance management, appraisal, training/development, employee relations

Objectives Definition:

• What is to be achieved or accomplished (output / outcome) in a particular effectiveness area (Key Accountability) by a Job Holder.

• Objectives are not the activities they are the results of the activities.

JobInput

i.e. tasks / activities

output

i.e. results or objectives

Simple Thumb Rule• Ask the question “Why “ are you doing an activity or carrying out a task.

• The answer will be the “Result” or “Output” or Objectives of the task or activity.

Objectives must be:

• Sound• Non-ambiguous• Measurable• Specific• Realistic• Challenging but attainable• Time bound• Agreed

Why are they needed?• Achievement of overall organizational goals• Provide direction to people• Agreeing of standards• Clarification of roles• Distribution of work• Performance measurement• Recognition / Rewarding employees

Job Evaluation

Job Evaluation is a systematic process for ranking jobs logically and fairly by comparing job against job or against an pre-determined scale to determine the relative importance of jobs to an organization

Which is to say that Job Evaluation…..

IS

Comparative

Judgmental

Structured

Job Centered

IS NOT

Absolute

Scientific

Unstructured

Person Focused

Job Evaluation

The Underlying Principle

Elements of Job Size

Know How Problem Solving+ Accountability+

Technical Know How

Management Breadth

Human Relations Skills

Thinking Environment

Thinking Challenge

= Total Job Size

Freedom to Act

Area of Impact

Nature of Impact

Know How

The sum of every kind of knowledge, skill and experience required for standard acceptable performance in the role.

Know How

Technical Know - How

The requirement for technical skills, expertise and experience

Management Breadth

The amount of planning and organizing required of the role

Human Relations Skills

The requirement for working with and through others to achieve the role accountabilities

Technical Know How

The requirement of technical skills, experience and expertise. Looks at depth and range - however acquired.

Level

A

B

C

D

E

F

G

Example Description

Perform simple task

Simple work assignments, often repetitive

Sound understanding of Straightforward Procedures

Practical understanding of Methods, Systems and Processes

Conceptual Understanding

In-depth Specialization, Broad Experience

Mastery of Concepts

Technical Know How Breadth and Depth

Managing Director

Corporate Tax

Advisor

Broad and General

Deep and Narrow

Management Breadth

The knowledge required for harmonizing, integrating and managing activities and functions. It involves combining some or all of the elements of Planning, Organizing, Coordinating, Directing, Executing and Controlling – over time.

• Planning and organizing

• Complexity

• Functional diversity

• Timescale/planning horizon

• Scale

• Horizon/Strategic influence

• Reflects hierarchies where they exist

Human Relations Skills

The requirement in Know-How for achieving results with and through others both inside and outside the organization.

Information exchange, asking questions, exercising tact

Persuasion, assertiveness -based onfact or evidence, empathy to the other’spoint of view

‘Hearts and minds -behavior change, negotiating and partnership working.

Problem Solving

Problem Solving

The ‘self-starting’ thinking required by the job for analyzing, evaluating, creating, reasoning, arriving at and drawing conclusions.

Thinking Environment

Thinking Challenge

Assesses the extent to whichthinking is constrained by thecontext in which it must takeplace

The complexity of theproblems encountered andthe extent to which originalthinking must be employed toarrive at solutions

Thinking Environment

The level of thinking in the normal course of working

Limited by:• Direct supervision/guidance• Procedures/Policy/Strategy• Nature of the task• Standards/Precedents• Existing principles/body of knowledge

Thinking Challenge

The degree of creativity or original thought required to deliver accountabilities. It assesses the complexity of the problem and the extent to which original thinking must be employed to receive at solutions.

• Is there a right or a wrong answer ?• Solution clear cut or judgmental ?• Variables will include, complexity, abstractness

and stability.• Relationship with Thinking Environment (Freedom

to Think).

Accountability

Accountability

The answerability for action and for the consequences of that action. The measured effect of the job on end results.

Measured by the existence or absence of personal, managerial or proceduralcontrols and guidance

Nature of

Freedom to Act

Area of

Impact How much of the organization does therole impact upon and what is thenature of the impact (direct or indirect)

Freedom to Act

Assesses the extent to which the job or role is subject to personal or procedural guidance or control which may be exercised from within or outside the organization.

Presence of discretion in taking action.

Constrained by : need to refer elsewhere;

instructions, procedures, policies;

precedent, established ways of working;

nature of the work;

nature of the system;

Reporting lines-where they are relevant

Nature and Area of Impact

JobOrganization

Function

Department

Gauges how much of the organization, department orfunctional area is affected by accomplishment of the

role’s basic purpose and the nature of that impact(direct or indirect).