Recruitment and Selection Module 1

7/30/2019 Recruitment and Selection Module 1

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Recruitment and Selection

Job Analysis

Module 1


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What is job analysis?

Job analysis is a formal and detailed examination of jobs.

It is a systematic investigation of the tasks, duties andresponsibilities necessary to do a job.

A task is an identifiable work activity carried out for aspecific purpose, for example, typing a letter.

a duty is a larger work segment consisting of severaltasks (which are related by some sequence of events)that are performed by an individual, for example, pick

up, sort out and deliver incoming mail.

job responsibilities are obligations to perform certaintasks and duties.


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Definitions (more)

Task: a unit of work activity performed by a

worker within a limited time period

Duty: several related tasks that are performed

by a worker

Position: the set of all tasks & duties

performed by a worker

Job: a group of identical positions

3


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Nature of job analysis


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Uses of job analysis

Good human resource managements demands of both the employee and

employer a clear understanding of the duties and responsibilities to be

performed on a job.

A) human resource planning: job analysis helps in forecasting human resource

requirements in terms of knowledge and skills.

B) recruitment: job analysis is used to find out how and when to hire people for

future job openings.

C) selection: without a proper understanding of what is to be done on a job, it

is not possible to select the right person.

D) placement and orientation: after selecting people, we have to place them

on jobs best suited to their interests, activities and aptitude.

E) training: if there is any confusion about what the job is and what is

supposed to be done, proper training efforts cannot be initiated.


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f) counselling: managers can properly counsel employee about their careers

when they understand the different jobs in the organization.

G) employee safety: a thorough job analysis reveals unsafe conditionsassociated with a job.

H) performance appraisal: by comparing what an employee is supposed to

be doing (based on job analysis) to what the individuals has actually done,

the worth of that person can be assessed. Ultimately every organization has to

pay a fair remuneration to people based on their performance.

I) job design and redesign: once the job are understood properly, it is easy to

locate weak spots and undertake remedial steps. We can eliminate

unnecessary movements, simplify certain steps and improve the existing ones

through continuous monitoring.

J) job evaluation: job analysis helps in finding the relative worth of job, based

on criteria such as degree of difficulty, type of work done, skills and

knowledge needed etc. This, in turn, assists in designing proper wage policies,

with internal pay equity between jobs.


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The Multifaceted Nature of the Job

Analysis

JobAnalysis

Job Description

Job Specifications

RecruitingSelection

Strategic HRPlanning

EmployeeTraining

Employee DevelopmentCareer DevelopmentPerformance Appraisal

Compensate

Safety and Health

Labor Relations *DeCenzo andRobbins, p.

145


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Methods of collecting job

analysis data1. Job performance: in this method, the job analysis actually performs the job in

this question. He analyst thus receives first-hand experience of contextual

factors on the job including physical hazards, social demands, emotional

pressures and mental requirements. This method is useful for jobs that can be

easily learned.

2. Personal observation: the analyst observe the workers doing the job. The jobs

performed the pace at which activities are done, the work ling conditionsetc,,. Are observed during a complete work cycle. During observation, certain

precautions should be taken.

The analyst must observe average workers during average conditions.

The analyst should observe without getting directly involved in the job.

The analyst must make note of the specific job needs and not the behaviours

specific to particular workers.

The analyst must take sure that he obtains a proper sample for generalization.

- This method allows for a deep understanding of job duties. It is appropriate

for manual, short period job activities. On the negative side, the method fails

to take note of the mental aspects of job.


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3. Critical incidents: critical incidents technique (CIT) is a qualitative approach to

job analysis used to obtain specific, behaviourally focused descriptions of

work or other activities. Here the job holders are asked to describe several

incidents based on their past experience. The incident so collected are

analysed and classified according to the job areas they describe. The job

requirements will become clear once the analyst draws the line betweeneffective and ineffective behaviours of the workers on the job.

4. interview: the interview method consists of asking questions to both incumbents

and supervisors in either an individual or a group setting. The reason behind

the use of this method is that holders are most familiar with the job and can

supplement the information obtained through observation. Workers know the

specific duties of the job and supervisors are aware of the jobs relationship tothe rest of the organization.

5. Panel of experts: this method utilizes senior job incumbents and superiors with

extensive knowledge of the job.

6. Diary method: several job incumbents are asked to keep diaries or logs of their

daily job activities according to this method and record the amount of time

spent on each activity.

7. Questionnaire method: is a widely used method of analysing jobs and work.

Here the job holders are given a properly designed questionnaire aimed at

eliciting relevant job related information. After completion, the questionnaires

are handed over to supervisors. The supervisors can seek further clarifications

on various items by talking to the job holders directly. After everything is

finalized, the data is given to the job analyst.


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Methods of Job Analysis

One more type of classification


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2005 Prentice Hall Inc. Allrights reserved.

411

The Interview

Information sources

Individual employees

Groups of employees

Supervisors with

knowledge of the job

Advantages

Quick, direct way to find

overlooked information.

Disadvantages

Distorted information

Interview formats

Structured (Checklist)

Unstructured


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412

Interview Guidelines

The job analyst and supervisor should work together to

identify the workers who know the job best.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance

and frequency of occurrence.

After completing the interview, review and verify the data.


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413

Questionnaires

Information source

Have employees fill out

questionnaires to

describe their job-related

duties andresponsibilities.

Questionnaire formats

Structured checklists

Opened-ended questions

Advantages

Quick and efficient way

to gather information

from large numbers of

employees

Disadvantages

Expense and time

consumed in preparing

and testing thequestionnaire


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414

Observation

Information source

Observing and noting the

physical activities of

employees as they go

about their jobs.

Advantages

Provides first-hand

information

Reduces distortion of

information

Disadvantages

Time consuming

Difficulty in capturing

entire job cycle

Of little use if job

involves a high level of

mental activity.


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415

Participant Diary/Logs

Information source

Workers keep a

chronological diary/ log

of what they do and the

time spent in eachactivity.

Advantages

Produces a more

complete picture of the

job

Employee participation

Disadvantages

Distortion of information

Depends upon

employees to accuratelyrecall their activities


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416

Quantitative Job Analysis

Techniques The position analysis questionnaire (PAQ)

A questionnaire used to collect quantifiable data

concerning the duties and responsibilities of

various jobs. The Department of Labor (DOL) procedure

A standardized method by which different jobs

can be quantitatively rated, classified, and

compared.

Functional job analysis

Takes into account the extent to which

instructions, reasoning, judgment, and


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Functional job analysis (FJA)FJA is a worker-oriented job analysis approach thatattempts to describe the whole person on the job.

The first involves the identification of the organizations goals for the FJA analysis. Thisanalysis describes what should be, as well as, what is.

The 2nd step is the identification and descriptions of tasks, wherein tasks are identified asactions. The task actions may be physical (operating a computer), mental (analysingdata) or interpersonal (consulting another person).

The 3rd step deals with analysis of tasks. Each task is analysed using 7 scales. This include 3worker function scales (data, people, things), a worker instruction scale (degree ofsupervision imposed) and three scales of reasoning, mathematics and language.

In the 4th step, the analyst develops performance standards to assess the results of aworkers tasks.

The final step deals with the development of training content needed by the job holder.

FJA is frequently used for government jobs. It provides quantitative score of each job as afunction of its complexity in relationship with people, data and things. The results arehelpful in fixing wage rates and in developing employee succession plans. On thenegative side, FJA takes a lot of time. Training in its use may mean considerable

investment of money.


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Impact of behavioural factors

on job analysis Exaggerate the facts: employees and managers many exaggerate the

importance and significance of their jobs during interviews. Because job analysisinformation is used for compensation purposes, both managers and employeeshope that puffing up their jobs will result in higher pay levels.

Employee anxieties: most employees fear that job analysis efforts may put them ina straight jacket curbing their initiative and latitude to perform. Another reason forthe negative attitude is the feeling that as long as someone does not knowprecisely what I am supposed to be doing, then I am safe. A searchingexamination of jobs may uncover employee faults which might have escaped theemployers attention so far.

Resistance to change: when jobs change in tune with changes in technology,there is an urgent need to revise the job description and job specificationstomake them more meaningful. This would have a significant impact on the safe andsecure job worlds in which employees used to live comfortably. Employees resist

such changes because when jobs are redefined, they may have to handle difficulttask and shoulder painful responsibilities. Toward off such threats, managers mustinvolve employees in the revision process, clearly stating the reasons forincorporating the latest changes.


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WHAT IS JOB?Identification collects the specificdescription of a position, along

with skills required to perform theindividual tasks of the position intoa document.


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Goal: Match Person & Job

Need information about the Person & about the Job

Person

KSAs

Talents & Interests

Motivation

Job

Tasks & Duties

Rewards

Job Outcomes

Performance

Satisfaction

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Definitions

Job Analysis: the process of collecting &

analyzing information about jobs to write:

Job Description: a document that identifies the

tasks & duties performed by a job

Job Specification: a document that identifies the

qualifications required by a job

Most organizations combine the JobDescription & the Job Specification into a

single document for each job

Usually simply called a Job Description 21


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Definitions (more)

Task: a unit of work activity performed by a

worker within a limited time period

Duty: several related tasks that are performed

by a worker

Position: the set of all tasks & duties

performed by a worker

Job: a group of identical positions

22


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Job Description

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The reviewed, edited, and reformattedproduct of the job analysis.

Attempts to provide statements of fact thatdescribe the job as it is.

Acts as a job contract that conveysemployee rights and establishescorresponding obligations.


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Format of a Job Description

Example:http://krypton.mnsu.edu/~schumann

/www/teach/sample_job_descrip.pdf

Common Elements Job Title

Job Summary

Tasks & Duties

Task Statements

Qualifications

Other information

Restaurant Manager

Job Summary:

Plan, organize, direct, and coordinate the workers and resources of the restaurant for the

efficient, well-prepared, and profitable service of food and beverages.

Tasks and Duties:

1. Work with chefs and other personnel to plan menus that are flavorful and popularwith customers. Work with chefs for efficient provisioning and purchasing of

supplies. Estimate food and beverage costs. Supervise portion control and

quantities of preparation to minimize waste. Perform frequent checks to ensureconsistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimize legal liability, andconform to alcoholic beverage regulations.

3. Workwith other management personnel to plan marketing, advertising, and anyspecial restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel.

5. Investigate and resolve complaints concerning food quality and service.

6. Enforce sanitary practices for food handling, general cleanliness, and maintenanceof kitchen and dining areas.

7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financial personnel, expenditures

to ensure that they conform to budget limitations. Work to improve performance.

9. Perform other duties as assigned by management.

Qualifications:

1. Bachelor of Science degree in hotel/restaurant management is desirable. A

combination of practical experience and education will be considered as an

alternate.

2. Good organizational skills for dealing with diverse duties and staff.

3. Pleasant, polite manner for dealing with public as well as staff.

Reports to: Department:Supervises: Division:

Date: Approved:

Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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http://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttp://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdf


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Elements Of The Job Description

Job Identification

Job Summary

Job Identification

Accountabilities

Job Specifications

25


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Job Identification

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Job Title

Status (Exempt Vs

Nonexempt)

Job Code (Referencing

System)

Document Author,

Approvals, And Date

Job Location

Job Grade

Evaluation Points

Title Of Supervisor

Pay Range


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Job Summary

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A "word picture" of the job that delineates

its general characteristics, listing only major

functions or activities.

It is valuable to those who need a quick

overview of the job. It is especially usefulin job matching when an organization is

participating in a pay survey.


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Job Summary

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It is important that a high level of clarity be

conveyed in a few words. Code words are often

used to accomplish this goal, but they must beused with a great deal of care to avoid a

mischaractorization of the job.


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Common Job

Summary Code Words

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Under

Immediate

Direction

The incumbent normally

performs the duty

assignment after receiving

detailed instructions as to the

methods, procedures, and

desired end results.


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Common Job

Summary Code Words

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Under General

Direction


performs the duty

assignment after receivinggeneral instructions as to the

methods, procedures, and

desired end results.


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COMMON JOB

SUMMARY CODE WORDS

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UnderDirection

The incumbent normally performs

the duties assignment according

to his or her own judgement

requesting supervisory

experience only when

necessary.


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Common job

summary code words

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Under

Administrative

Direction


performs the duty assignment

within broad parameters

defined by general

organizational requirements

and accepted practice.


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Common Job

Summary Code Words

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Under Guidelines Set

By PolicyThe incumbent normally

performs the duty

assignment at his or her

discretion and is

limited only by policies

set by administrative or

legislative authority.


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The Job Definition

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Responsibilities and Duties

This section identifies the primary reasons for the

existence of the job.

A responsibility is of sufficient importance that

"not" carrying out the duties within it or

performing them below a minimally established

standard will critically affect the required results

and demand remedial actions by management.


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The Job Definition

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Responsibility statements are analyzed and

listed separately and each is subsequently

supported by a list of duties that further

describe the responsibilities.

The commonly accepted limit ofresponsibilities per job is seven (7) but it will

vary with the complexity of the job.


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Job Responsibility / Duty Statements

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Job Analysis-

Provided Job

Content Data

The job responsibility and

duty statements are

typically, at this stage in the

process, the product of

edited job analysis data.


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RankingResponsibility andDuty

Statements

After identifying the

responsibilities and duties of a

job, the next step is to place

them in some kind of order sothat the reader can obtain a

clear and concise picture of

the content of the job.


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38

Activity-Worth Dimensions and Rating Scales

A computer assisted process in which the

organization attempts to identify, quantify, andrank the frequency, duration, criticality,

complexity, and etc, of job responsibilities and

duties.


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Activity-Worth Dimensions and Rating Scales

Responsibilities should be listed in order of importance and

duties listed under each responsibility should follow the sameorder.

The input of the incumbents as well as others familiar with the

work should be solicited when responsibilities and duties are

given some order of importance.

J b R ibili / D


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Describing Jobs of Different Levels of

Complexity

The higher the level of the job, the morecomplex the job requirements andassociated incumbent activities.

The more complex the requirements andactivities, the more difficult it is to describethem in clear, unambiguous terms.

Job Responsibility / DutyStatements


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Describing Jobs Of Different Levels Of

Complexity

The more complex the activities, the more

difficult it is to identify relevant activities

that are observable and measurable in

quantitative terms, although qualitative

measurements are certainly possible and

applicable.


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Complexity

The higher the level of the job, the greater

the likelihood that the way identified job

activities are performed will vary significantly

among incumbents.


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Complexity

As jobs increase in importance, the cognitive

and affective domains become more important,

and the psychomotor domains become less

important.


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Special Notations

"Performs other duties as assigned" should never be on

any individual's job description.

It is unnecessary to start an activity statement with the

words "responsible for".

The format of the activity statement may take either the

outline or paragraph form. The author recommends the

outline form.


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Accountabilities

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Briefly describes the major results

achieved in the satisfactory

performance of the job responsibilities

and duties.

It acts as a guide for the goal-setting

process that integrates jobrequirements with job-holder

contributions.


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2005 Prentice Hall Inc. Allrights reserved. 447

Sample Job

Description,

Pearson

Education

Figure 47b

Source: Courtesy of HR

Department, Pearson

Education.


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Benefits of Job Description

(USES/ADVANTAGES)

J b D i i


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Job Description

Multipurpose Applications

49

Planning

It provides data forestablishing internal

equity and external

competitiveness.

Organization Design

Staffing Levels

Career Ladder

Career Pathing

Job Design

Pay System Design

J b D i i


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Job Description


50

Operations Recruiting And Screening

Test Design

Hiring And Placement

Job Orientation

Developing Operating Procedures Training And Development


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Job Description


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Control

Performance Standards

Identifies acceptable levels of performance.

Legal Requirements

Establishes valid, non-discriminatory standards for

each applicant or incumbent.

Collective BargainingSets the starting point for management to establish

valid pay differentials.


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Revising The Job Descriptions

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The first rule in writing a job description is

that it must describe the job as it is. However,

as the job changes it must be updated.

Much of the resistance experienced with the

use of job descriptions has its genesis in

organizations' failure to stay abreast of job

content changes.


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Revising The Job Descriptions

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All jobs should be reviewed at least once a

year, preferably in conjunction with the

annual performance review.

Audits should be scheduled once every three

to five years and that responsibility lies with

the human resources department.


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Job Specification


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Definition

A job specification describes the knowledge,

skills, education, experience, and abilities you

believe are essential to performing a

particular job. The job specification isdeveloped from thejob analysis. Ideally, also

developed from a detailedjob description, the

job specification describes the person youwant to hire for a particular job.
http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/glossaryj/a/jobdescriptions.htmhttp://humanresources.about.com/od/glossaryj/a/jobdescriptions.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm


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Components

Experience: Number of years of experience in

the job you are seeking to fill. Number of

years of work experience required for the

selected candidate. Note whether the positionrequires progressively more complex and

responsible experience, and supervisory or

managerial experience. Education: State what degrees, training, or

certifications are required for the position.


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Components

Required Skills, Knowledge and Characteristics:

State the skills, knowledge, and personal

characteristics of individuals who have

successfully performed this job. Or, use thejob analysis data to determine the attributes

you need from your ideal candidate. Your

recruiting planning meeting or emailparticipants can also help determine these

requirements for the job specification.
http://humanresources.about.com/od/recruiting/a/recruiting_plan.htmhttp://humanresources.about.com/od/recruiting/a/recruiting_plan.htm


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Components

A job specification is useful for recruiting as it

helps you write your job postings and your

website recruiting material. The job

specification is also useful for distribution insocial media, for screening resumes, and for

interviewers.
http://humanresources.about.com/od/glossarys/g/social-media.htmhttp://humanresources.about.com/od/glossarys/g/social-media.htm


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Sample Job Specification- Marketing

ManagerThe marketing manager is responsible for theoverall management of the marketing

department. The following requirements (job

specifications) were determined byjobanalysis and derived from thejob description

as crucial for success in the marketing

manager role. The successful candidate for themarketing manager position will possess these

qualifications.
http://humanresources.about.com/od/glossaryj/g/job_specification.htmhttp://humanresources.about.com/od/glossaryj/g/job_specification.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_description.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_description.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/glossaryj/g/job_specification.htmhttp://humanresources.about.com/od/glossaryj/g/job_specification.htm


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Marketing Manager- Job Specification

Experience - Marketing Manager:

10 years of progressively more responsiblepositions in marketing, preferably in a similar

industry in two different firms.Experience supervising and managing a

professional staff of seven.

Education - Marketing Manager:Bachelors Degree in Marketing or a related

field required.

Masters in Business or Marketing preferred.


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Required Skills, Knowledge and Characteristics - Marketing Manager:These are the most important qualifications of the individual selected as the

marketing manager.

Strong effective communicator.

Highly developed, demonstrated teamwork skills.

Ability to coordinate the efforts of a large team of diverse creativeemployees.

Demonstrated ability to increase productivity and continuously improvemethods, approaches, and departmental contribution. Commitment tocontinuous learning.

Expert in Internet and social media strategy with a demonstrated track

record. Demonstrated effectiveness in holding conversations with customers,

customer evangelism, and customer-focused product development andoutreach.


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Demonstrated ability to see the big picture and provideuseful advice and input across the company.

Ability to lead in an environment of constant change.

Experience working in a flexible, employee empowering

work environment. Structured or large companyexperience will not work here.

Familiarity and skill with the tools of the trade inmarketing including PR, written communication,website development, market research, product

packaging, Microsoft software suite of products, visalcommunication software products, and creativeservices.

Experience managing external PR and communication

consulting firms and contractors.


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High Level Overview of Job Requirements

The selected marketing manager must be ableto

perform effectively in each of these areas:Researching and evaluating new product

opportunities, demand for potential products,

and customer needs and insights.Overall marketing strategy and execution of

plans for the existing products.

Working with product development teams tomana e new roduct develo ment.


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Marketing Manager-Job Specification

Managing launch campaigns for new

products.

Managing distribution channels for products.

Ensuring effective, branded marketing

communications including the company

website, print communication, and

advertising.

Managing media and marketing staff and

external PR agencies.

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Recruitment and Selection Module 1

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