After reading Chapter 4, how would you personally evaluate different job opportunities and decide which to pursue in terms of job rewards? About 200 words311-90-Ch.4Slides.pdf

STRATEGIC JOB ANALYSIS AND COMPETENCY

MODELING Dr. Hazel-Anne M. Johnson-Marcus

HRM-SMLR Rutgers University

Learning Objectives 1. Explain why doing a job analysis can be strategic. 2. Define job design and job redesign. 3. Describe workflow analysis 4. Define job description and person specification, and describe how

they are used. 5. Describe the advantages and disadvantages of different job

analysis methods. 6. Describe how to plan a job analysis. 7. Describe how to conduct a job analysis 8. Describe competency modeling and job rewards analysis 9. Describe how job descriptions can be used to enhance

employees’ ethical behavior 10. Describe how job analysis results can be improved through data

analytics 11. Describe how O*NET can help in a job analysis effort

Job Analysis

Job analysis: a systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well.

Value creators: directly generate revenue, lower operating costs, and increase capital efficiency (e.g., leaders of research and development, marketing, human resources, or finance)

Value enablers: perform indispensable work that enables the creators (e.g. leaders of support functions such as cybersecurity or risk management)

Job Design and Redesign

Job design: specifying the content and method of doing a job, and the relationship between jobs, to meet both the technological and organizational job requirements and the social and personal requirements of the worker.

Job redesign: changing the job to increase work quality or productivity

Job enrichment Job enlargement Job rotation

Workflow Analysis

Workflow Analysis

•Analyzes how work progresses through the organization to improve efficiency by identifying bottlenecks, redundant tasks, and inefficient workspaces to enable better resource use

5 steps 1. Identify what the

organization does 2. Identify how it gets this done 3. Identify why it does all of the

steps and tasks from #2 4. Identify improvement

opportunities 5. Evaluate whether employees

are needed for every task or if automation might be better

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.

Legal Requirements

• If disabled applicants can perform the essential functions of a job with reasonable accommodation, they must be considered for the position

Essential functions are the fundamental duties or tasks of a position (defined by the Americans with Disabilities Act)

• 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 job in question • Be derived from multiple sources

To meet legal requirements, a job analysis must:

Outcomes of 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

Sample Job Description

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

Sample Person Specification

Job Analysis Methods

Must be: 1. 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.

2. Valid, or accurately measure what it was intended to measure. A valid job analysis accurately captures the target job.

Job Analysis Techniques

Job Analysis Techniques

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 •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

Competency Modeling Competency Modeling: 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 Analyzes the extrinsic rewards that have monetary value.

The combination of intrinsic and extrinsic rewards are a job’s total rewards.

Job Rewards Analysis

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

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.

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.

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.

That is, how much pay, what level of task variety

Differential is how consistent the reward is across different employees.

E.g., 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 the time, or does it change (e.g., does it vary based on organizational performance or business requirements?)

Job Rewards Matrix

Enhancing Ethical Behavior Through Job Descriptions

•Ethical issues are rarely neatly labeled, so keeping ethics active in employees’ minds helps them maintain ethics as a core part of their schema. •Priming: recent cues or experiences increase our sensitivity to certain stimuli

•Crafting effective job descriptions and person specifications can support an ethical culture, prime ethical behavior, and influence the characteristics of job applicants •Describe legal risks and ethical traps in job description

O*NET (https://www.onetonline.org/)

Sponsored by the U.S. Department of Labor

Comprehensive resource of occupational information with a database on many different jobs

Toolkit describes how O*NET OnLine can help with talent planning, employee retention, and employee reskilling efforts (https://www.onetcenter.org/toolkit.html)

Provides information useful for creating job descriptions