1 JOB ANALYSIS and HR PLANNING Week 2 ________________________ Agata Mirowska DeGroote School of Business McMaster University.

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JOB ANALYSIS and HR PLANNING Week 2 ________________________Agata MirowskaDeGroote School of BusinessMcMaster University

Human Resource Strategies

Planning HR Attracting HR Placing, Developing & Evaluating HR Motivating and Rewarding HR Maintaning high performance

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What is a job? Job

Group of related activities and duties Made up of tasks

Tasks Basic elements of jobs “what gets done”

Position Tasks and responsibilities performed by one

individual

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What is Job Analysis? Job analysis (JA) systematically collects,

evaluates, and organizes information about jobs

JA identifies behaviours, knowledge, skills, and abilities (KSAs) that are critical to a job

In-Class Discussion

Why is JA Important What HR systems use JA Information

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What is the purpose of JA? JA lays the foundation for HRM systems:

Selection Selection system developed to assess key KSAs Ensures that it is job-related

Training Gaps in KSAs of new hires represent training needs

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What is the purpose of JA?

Performance Appraisal Job analysis establishes performance standards

Compensation Relative worth of jobs measured via job evaluation

What is the purpose of JA?

JA helps you to select the right employee, evaluate the employee fairly, compensate, and train the appropriate skills to the appropriate employees (in theory)

JA also ensures your system is legally defensible and perceived as fair (procedural justice)

Job Analysis Process Prepare for JA

Collection of JA information

Use of JA information

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Steps in Job Analysis ProcessPhase 1: Preparation for job analysis1. Familiarization with the organization and its jobs

2. Determine the uses of the JA information (selection, training?)

3. Identify what jobs need to be analyzed• Critical to success of the organization• Difficult to learn• New technology

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Steps in Job Analysis ProcessPhase 2: Collection of Information1. Determine sources of job data

Human and nonhuman2. Data collection instrument design

Job analysis schedules3. Choice of method for data collection

Interviews Mailed questionnaires Employee log Observation Combinations

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Existing JA Methods(Instruments)

Functional Job Analysis (FJA)

Position Analysis Questionnaire (PAQ)

Critical Incident Technique (CIT)

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Functional Job Analysis (FJA) Fine & Wiley (1971) Focuses on task statements Task statements include:

What? - What gets done (the action/behaviour) To whom or what? - The object of the action Why? - Purpose of the action How? - What facilitates the action?

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Functional Job Analysis Tasks are rated on scales reflecting varying

degrees of involvement with Things, Data, and People as well as math, language, etc. requirements

Each scale is arranged hierarchically E.g., People scale ranges from “taking

instructions” to “leadership”

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Position Analysis Questionnaire (PAQ) McCormick (1972)

Developed because of criticism that JA relied on observation – not quantifiable

Detailed questionnaire (194 tasks)

Determines extent to which each task is applicable to target job Using a 5-point scale

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Critical Incident Technique Flanagan (1949) Identifies behaviours that indicate success or failure

on the job Effective vs ineffective behaviours

Critical Incidents include: Context - in which the incident occurred Behaviour - exactly what the individual did that was

effective or ineffective Consequences - of the behaviour and whether or not

consequences were in the employee’s control

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Developing Critical Incidents Interview those who are familiar with the job

E.g., supervisors, subordinates, customers

Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job Incident context – What led up to the incident

(background)? What was the situation? Behaviour – What exactly did the person do that was

effective / ineffective? Consequence - What was the outcome of the behaviour?

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In-Class Exercise In groups, develop critical incidents for a

specific job with which you are familiar. (Non-managerial preferred)

Generate at least: 3 incidents of effective behaviour and 3 incidents of ineffective behaviour

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Critical Incident Technique• Think of someone who has been (in)effective in this

specific job. • Think of a specific incident that you saw occur that made

you think they were (in)effective• What were the circumstances surrounding the incident?

What was the situation?• What exactly did they do that was (in)effective?

Make sure you are describing observable behaviour

• What were the consequences of the behaviour? • Were the consequences due to the person’s behaviour?

Phase 3: Use of Information

Job Analysis Job Analysis InformationInformation

JobJobSpecificationsSpecifications

Job Job PerformancePerformance

StandardsStandards

Job Job DescriptionsDescriptions

JobJobDesignDesign

Phase 3: Use of Information

1. Job descriptions—Task requirements Statement that explains duties working conditions, etc. of a

job

2.Job specifications—Person requirements Statement of what a job demands of the incumbent E.g., knowledge, skills, abilities (KSAs) and other

characteristics required to perform job

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Phase 3: Use of Information

3. Performance standards What is expected of workers JA may provide performance standards for job

4. Job Design Identify job duties, characteristics, and competences Consider organizational, employee, environmental and

ergonomic factors All of these uses become the foundation for various

HRM systems23

Job Characteristic Model Jobs that provide:

Autonomy Variety Task identity Feedback Task significance

Lead to meaningfulness, responsibility and knowledge of outcomes, leading to higher motivation, job satisfaction and productivity

Job Specialization As work force becomes more educated and

affluent, seek accomplishment, recognition and psychological growth Job rotation Job enlargement Job enrichment Employee involvement and work teams

Competency-Based AlternativeAlternative to traditional job analysis

CompetenciesMany different definitions exist

Any knowledge, skills, trait, motive, attitude, value, or other personal characteristic that is essential to perform the job and that contributes to superior performance and organizational success

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Competency Architecture Core Competencies

Apply to all jobs in the organization Support organization’s mission E.g., trust, communication, team orientation, adaptability

Functional Competencies Apply to a group of similar jobs E.g., customer service orientation

Job-Specific Competencies Apply to all employees in the same job E.g., ability to operate cash register

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Why / When use Competency Models?Describe job requirements in ways that extend

beyond the job itself More future-oriented, more organization-focused

Describe and measure an organization’s workforce in more general and comparable terms

Increase flexibility in staffing and job assignments

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Competency: Team OrientationINDIVIDUAL CONTRIBUTOR (behaviours)• Recognizes that own success is linked to team success• Supports team roles, norms, and decisions• Speaks up when he/she feels the team is heading in the

wrong direction• Seeks and maintains positive relationships with teams

and others outside of own group• Keeps other informed of decisions and information that

may impact them

Competency: Team OrientationMANAGER (behaviours) Creates and monitors teams appropriate to meet

business objectives Sets clear expectations for teams Works to build commitment toward common goals Provides resources for team projects Recognizes team for contributions to goal

accomplishment Measures own success by team’s success

Break

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Human Resource Planning

HR Planning systematically forecasts an organization’s future demand for and supply of employees and matches supply with demand.

Involves

-Forecasting demand

-Forecasting supply

-Addressing labour shortages and surpluses

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HR Demand and SupplyForecasting Demand External

Socio-political-legal Economic; Technological Competition

Organizational Organizational strategy Budgets; Sales forecasts New ventures; org/job design

Workforce Retirements, resignations,

terminations, leaves of absence

Forecasting Supply External;

Labour market analysis Community attitudes Demographic trends

Internal HR audit/Current

employees’ KSAs Succession planning

replacement charts Management inventories

Forecasting Techniques used to Predict HR Demand Expert Forecasts

E.g. Informal and formal survey Trend Projection Forecasts

E.g. Statistical analysis Other Forecasting Methods

Budget and planning analysis New-venture analysis

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When is there a mismatch between Supply and Demand?

Strategies to Match Supply and Demand for HR Strategies for a Loose Labour Market

(Oversupply)

- hiring freeze

- job sharing/job splitting

- internal transfers

- layoffs, terminations, outplacements

- leave without pay

- loaning or flexforce36

Matching Strategies cont…

Strategies for a Tight Labour Market (Shortage)

- overtime

- PT, contingent, contract workers

- temporary employment agencies

- employee leasing

- transfers

- hiring FT workers 37

Emerging Work Options & Arrangements

Shorter work week Flextime Flexiplace Telecommuting Virtual organizations Just-in-Time Employees

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Strategic Issues re: HR Planning1. Must know organization’s short and long-

term goals

2. Different organizational strategies require different human resource plans

3. Human resource planning facilitates proactive response to environmental and legal challenges

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Strategic Issues re: HR Planning

4. An organization’s tactical plans must be aligned with HR plans

5. Alignment between organizational and HR plans provides basis for timely and effective recruitment and selection.

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Questions / Comments ?