Job Analysis and Design

Presentation By
Yugesh.M
Prasanna.N
Nandakumar.C
Muralimohan
Harish Hosmani
Bharath Pai
 Human Resource Planning
• Definition:

“Systematically forecasts an organization’s future demand for and

supply of employees, and then matches supply with demand” .

• Purpose :

To deploy Human Resources as effectively as possible – where and

when they are needed – in order to accomplish the organization’s
goals.

• Objective :

– Enables survival of organization

– Facilitates proactive response to environmental & legal challenges
– Supports tactical plans
 Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of

Supply Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing
 Elements of effective HRP
• Three elements:
– Analyzing Demand
– Analyzing Supply
– Balancing Demand and Supply

1. Forecasting employee demand

• Number and type of people needed to meet organizational
objectives
• Organizational factors: competitive strategy, technology,
structure & productivity (influence demand)
• Two approaches:
• Quantitative: statistical/mathematical techniques, trend analysis.
• Qualitative: management forecasts, opinions of supervisors, department
managers .
 Elements of effective HRP
2. Analyzing Labour Supply

– Internal labour supply

a) Staffing tables
b) Markov analysis
c) Skill inventories
d) Replacement charts
e) Succession planning
– External labour supply
a) Canadian Employment and Immigration Commission (CEIC)
b) Chambers of Commerce
c) Governmental/Businesses/Websites have information
 Elements of effective HRP
3. Balancing Supply and Demand Considerations

• Labour shortages: Demand > Supply

• Overtime
• Part-time workers
• Contingent workers (direct hires, contract CW,
intermediated temporary workers)
• Employee leasing
• Transfers
• Promotions
• Full-time employees
 Elements of effective HRP
• Labour surpluses: Demand < Supply

• Restructuring: major change – acquisitions, mergers,

leveraged buy-outs.
• Job sharing and part-time workers
• Layoff strategies: usually based on seniority/ability
• Attrition strategies (no layoff policies): natural
departures (death, voluntary T/O, retirement) and
hiring freeze.
• Outplacement services: Assisting in stress management
and finding new job/career
 HR Forecasting Methods

Judgmental Mathematical

Bottom-up(unit) Statistical regression

Top-down forecast analysis

Delphi Technique Simulation models

Productivity ratios
Staffing ratios

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 JOB DESCRIPTION AND JOB
SPECIFICATION

Human Resource Management

Christ University, Bangalore
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Definitions

• Job - Consists of a group of tasks that must be performed

for an organization to achieve its goals.

• Position - Collection of tasks and responsibilities performed

by one person; there is a position for every individual in an
organization

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 Definitions (Continued)

• Job analysis - Systematic process of determining the skills,

duties, and knowledge required for performing jobs in an
organization.

• Job description – Document providing information

regarding tasks, duties, and responsibilities of job.

• Job specification – Minimum qualifications to perform a

particular job.

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 JOB DESCRIPTIONS
• Summarize tasks and responsibilities
• Identify required knowledge, training,
skills, and experience
• Summarize optional desirable knowledge,
training, skills, and experience
• Indicates supervisor or position in
organization

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 DESCRIPTIONS MAY BE USED FOR:

• Advertising a position
• Hiring into a position
• Allocating tasks in a strategic plan
• Deciding about compensation
• Making performance reviews

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 DESCRIPTIONS INCLUDE: 1
• Job title
• Job tasks
• Special Skills required
• Education needed
• Work experience needed

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 DESCRIPTIONS INCLUDE: 2
• Special job requirements
• Possible salary and
benefits
• Contact information

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 DESCRIPTIONS AVOID: 1
• Ethnicity • Age
• National Origin • Gender
• Sexual Orientation • Race
• Marital Status
• Religion
• Disability/Health
• Dependent Care
• Unnecessary criteria
Responsibilities

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DEVELOPING JOB DESCRIPTIONS:
GUIDELINES: 1

• Focus on facts
• List important behaviors
• List essential tasks
• Identify special skills
• Describe education,
experience, credentials
needed
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 EXAMPLE OF JOB DESCRIPTION
• 1. FINANCIAL ANALYST
• 2. DISTRIBUTION MANAGER

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 Job Specification
Job specification
A statement of the minimum qualifications that
a person must possess to perform a given job
successfully
• Job Specifications
– Knowledge, skills, and abilities
– Education and experience
– Physical requirements

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Job Specifications, Standards and Requirements:

• The minimum qualifications needed to perform the

• essential functions of the job such as education,
• experience, knowledge and skills. Any critical skills and
• expertise needed for the job should be included. For
• example, for a receptionist, critical skills may be having:
• 1) a professional and courteous telephone manner
• 2) legible hand-writing if messages are to be taken
• 3) the ability to handle a multiple-lined phone system
• for a number of staff members
• 4) the patience and endurance to sit behind a desk all
day. JOB SPECIFICATION

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 Job Design
• Def’n:
“ The specification of the content, methods and relationships of
jobs in order to satisfy technological and organizational
requirements as well as the social and personal requirements
of the job holder.”
FACTORS AFFECTING JOB DESIGN

FEEDBACK
ENVIRONMENTAL
FACTORS
ORGANIZTIONAL
PRODUCTIVITY
JOB DESIGN OUTCOME
ORGANIZATIONAL EMPLOYEE
FACTORS SATISFACTION

BEHAVIOURAL FACTORS
 Approaches to Job Designs
• Job simplification
• Job rotation
• Job enlargement
• Job enrichment
• Job sharing
Job Simplication
• Simplification of work requires that jobs be
broken down into their smallest units and
then analyzed.
• Eg  McDonald’s, Burger King

Negative effect  Lower productivity and

increased cost
Job Rotation
• Means systematically moving workers from
one job to another

• This measure relieves the employee from the

boredom and monotony.

• Note*** Frequent job rotations are not

advisable.
Job Enlargement
• Job Enlargement is the horizontal expansion of
a job. It involves the addition of tasks at the
same level of skill and responsibility.

• It is done to keep workers from getting bored.

Job Enrichment
• Aims to maximize the interests and challenges of
work by providing the employee with a job that has
these characteristics.
– Complete piece of work in the sense that the worker can
identify a series of tasks or activities that end in a
recognizable and definable product
– It affords the employee as much variety, decision- making
responsibility and control as possible in carrying out the
work
– It provide the direct feedback through the work itself on
how well the employee is doing his work
Job Sharing
• DEFINITION:- The arrangement of sharing
one job by two or more part-time employees
is called job sharing.

• Job sharing is suitable for:

 Dual career group employees who prefer to work in
one organization
Retired employees
The organizations where work load is less.
 Objectives For Conducting
Job Analysis

• Staffing – would be haphazard if recruiter did not know

qualifications needed for job.

• Training and Development – if specification lists a particular

knowledge, skill, or ability, and the person filling the position
does not possess all the necessary qualifications, training
and/or development is needed.

• Compensation and Benefits – value of job must be known

before dollar value can be placed on it.

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 Objectives For Conducting
Job Analysis (Continued)

• Safety and Health – helps identify safety and health

considerations.

• Employee and Labor Relations – lead to more objective

human resource decisions.

• Legal Considerations – having done job analysis important

for supporting legality of employment practices.

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 Process of Job Analysis
• Organizational analysis.
• Selection of representatives positions to be
analyzed.
• Collection of job analysis data.
• Preparation of job description.
• Preparation of job specification.

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 Methods of Job Analysis

• Observation Method
– Analyst observes incumbent
• Directly
• Videotape
– Useful when job is fairly routine
– Workers may not perform to expectations
 Methods of Job Analysis
• Interview Method

– Individual
• Several workers are interviewed individually
• The answers are consolidated into a single job
analysis
– Group
• Employees are interviewed simultaneously
• Group conflict may cause this method to be
ineffective
 Methods of Job Analysis

• Questionnaires
– Employees answer questions about the job’s
tasks and responsibilities
– Each question is answered using a scale that
rates the importance of each task
 Methods of Job Analysis
• Questionnaires (contd.)
– Position Analysis Questionnaire (PAQ)
• A structured, behavioral questionnaire
• 194 items in 6 categories
– Information input
– Mental processes
– Work output
– Relationships
– Job context
– Other characteristics
 Methods of Job Analysis
• Diary Method
– Employees record information into diaries of their
daily tasks.
• Record the time it takes to complete tasks
– Must be over a period of several weeks or months.
• Technical Conference Method
– Uses experts to gather information about job
characteristics.
 Methods of Job Analysis

• Critical Incident Technique (CIT)

– Takes past incidents of good and bad behavior.
– Organizes incidents into categories that match the
job they are related to.
Job Evaluation
 Job Evaluation
• Job evaluation is a systematic way of determining the
value/worth of a job in relation to other jobs in an
organization.

• Process of systematically determining the relative worth

of jobs to create a job structure for the organization.

• The relative values of jobs assist in deciding wage rate

and salaries for different jobs.
Main stages in the job evaluation process

Strategic Job Job Reward

HR Plan Analysis Evaluation structure
Objective

Some
Some Major
Major Decisions
Decisions in
in Job
Job Evaluation
Evaluation

•• Determine
Determine overall
overall strategy
strategy && objectives
objectives
•• To
To get
get right
right people
people with
with right
right skill
skill in
in the
the right
right place
place
at
at the
the right
right time.
time.
•• Getting
Getting information
information about
about job.
job.
•• Evaluate
Evaluate plan’s
plan’s usefulness
usefulness
METHODS OF JOB EVOLUTION

Job Evaluation

Analytical Non-Analytical

Point Method Factor Ranking Classification

Comparison
 Ranking Method
• Jobs are arranged from highest to lowest, in
order of their merit to the organization.
• Jobs are usually ranked in each department
and then the department rankings are
combined to develop an organizational ranking.
Rank Monthly Salaries

1. Accountant Rs 3000
2. Accounts clerk Rs 1800
3. Purchase Assistant Rs 1700
4. Machine operator Rs 1400
5. Typist Rs 900
6. Office boy Rs 600
 Classification Method
• A predetermined number of job groups or job
classes are established.

a) Class I Executives
b) Class II Skilled Workers
c) Class III Semiskilled Workers
d) Class IV Semiskilled Workers
 Factor Comparison Method
• Under this method, instead of ranking
complete jobs, each job is ranked according to
series of factors.
• Pay will be assigned in this method by
comparing the weights of the factors required
for each job.
 An example of Factor Comparison Method

FACTORS DAILY PHYSICAL MENTAL SKILL RESPONSIBILITY WORKING

WAGE EFFORT EFFORT CONDITIO
KEY JOB RATE NS

ELECTICIAN 60 11 14 15 12 8

FITTER 50 14 10 9 8 9

WELDER 40 12 7 8 7 6

CLEANER 30 9 6 4 6 5

LABOURER 25 8 4 6 3 4
Pros
• Analytical and Objective.
• Valid as each job is compared with other
relative jobs in terms of same key factors.
• Money value are assigned in a fair way based
on an agreed rank order fixed by the job
evaluation committee.

Cons
• It uses same key factors to assess all jobs is
questionable.
Point Method
• Points are assigned to each factor after
prioritizing each factor in order of importance.

• The points are summed up to determine the

wage rate for the job.
How to evaluate point method?

• Select key jobs.

• Identify the key factors like skill, effort,
responsibility etc involved in that job.
• Divide each major factor into no of sub
factors.
• Each sub factor is defined and expressed
clearly in order of importance, preferably
along a scale.
 Point value for degrees
FACTOR 1 2 3 4 TOTAL

SKILL 10 20 30 40 100

RESPONSIBILITY 8 16 24 32 80

EFFORT 5 10 15 20 50

WORKING 6 12 18 24 60
CONDITIONS

Max total points of all factors depending on their 290

importance of job
Merits
• This method forces the raters to look into all
key factors and sub factors of a job.
• This method contributes to minimum rating
error.

Demerits
• This method is complex.
• May be costly.