Application Case

Tropical Storm Charley

In August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter Company.
Many employees homes ere de!astated and the "irm "ound that it had to hire almost #
completely ne cres, one "or each o" its shi"ts. $he pro%lem as that the &Old'timers( had
)non their *o%s so ell that no one had e!er %othered to dra up *o% descriptions "or them.
+hen a%out #0 ne employees %egan ta)ing their places, there as general con"usion a%out
hat they should do and ho they should do it.
$he storm ,uic)ly %ecame old nes to the "irms out'o" state customers' ho anted "ilters, not
e-cuses. .hil Mann, the "irms .resident, as at his its end. /e had a%out #0 ne employees,
00 old'timers, and his original "actory super!isor, May%elline. /e decided to meet ith 1inda
1oe, a consultant "rom the local uni!ersities %usiness school. 2he immediately had the old'
timers "ill out a *o% ,uestionnaire that listed all their tas)s, duties 3 responsi%ilities. Arguments
ensued almost at once' 4oth .hil 3 May%elline thought the old'timers ere e-aggerating to
ma)e themsel!es loo) more important, and the old'timers instead that the list "aith"ully
re"lected their duties. Meanhile, the customers clamoured "or their "ilters.
Questions:
2hould .hil 3 1inda ignore that old'timers protests and rite up the *o% descriptions as
they see "it5 +hy5 +hy not5
/o ould you go a%out resol!ing the di""erences5
Solution: No, .hil 3 1inda should ne!er ignore the old'timers protest. 2ince its the old6timers
ho ha!e "ull )noledge a%out the tas)s, duties 3 responsi%ilities they used to per"orm.
Ignoring them may result to tur%ulence among the or)ers and theyll "eel cheated hence
leading to loer producti!ity.
+riting *o% description ithout the in"ormation ac,uired "rom old'timers ould %e li)e
clim%ing mountain ithout a guide. 2ince they )no the nature and re,uirement o" the *o% !ery
ell, they must %e as)ed a%out the in"ormation o" the *o% %e"ore riting a *o% description.
$o resol!e the pro%lem I ould ha!e used a ,uestionnaire ith %oth structured as ell as open'
ended ,uestions. $hat ould ha!e lead to lesser con"usion and misinterpretation %y .hil 3
May%elline. (The Job Information Sheet is given below which consist of both structured and
unstructured questions)
Question:
/o ould you ha!e conducted the *o% analysis5 +hat should .hil do no5
Solution: I ould ha!e conducted the *o% analysis in one o" the to ays. 7ither I ould ha!e
used ,uestionnaire 8ith %oth structured as ell as unstructured ,uestions9 or the inter!ie
method.
In the inter!ie method, a"ter collecting the in"ormation, I ould "urther proceeded to get the
in"ormation re!ieed and !eri"ied %y the immediate super!isor o" the inter!ieee and the
inter!ieee.
.hil should no use the in"ormation, hich is !eri"ied and re!ieed %y super!isor and or)er
%oth, "or the training purpose o" the ne or)er. $he in"ormation consists o" tas), duties 3
responsi%ilities o" the or)ers. +hen the or)ers ill %e trained accordingly theyll )no hat
to do and ho to do, resulting in lesser con"usion and time'astage 3 increase in producti!ity so
that Optima Air Filter Company comes %ac) on trac).
Questionnaire with Structured & Unstructured Question
Job Analysis Information Sheet
Job Title: ___________________________________________ Date: _______________________
Job Code: ________________________________ Dept.: _________________________________
Superior's Title: _________________________________________________________________
Hours wored _______ A! to ________ "!
Job Analyst's #ame: _____________________________________________________________
1. $hat is the %ob's o&erall purpose?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. If the in'umbent super&ises others, list them by job title; if there is more than one employee with the
same title, put the number in parentheses following.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3. Che' those a'ti&ities that are part of the incumbent's supervisory uties.
!raining
"erformance appraisal
#nspecting wor$
%ugeting
&oaching an'or counseling
(thers )please specify* __________________________________________________

+. Des'ribe the type and e(tent of super&ision receive by the incumbent.
______________________________________________________________________________
,. J)* D+TI,S: -escribe briefly ./0! the incumbent oes an, if possible, /(. he or she oes it.
#nclue uties in the following categories1
a. -aily uties )those performe on a regular basis every ay or almost every ay*
_______________________________________________________________________
b. "erioic uties )those performe wee$ly, monthly, 2uarterly, or at other regular intervals*
_______________________________________________________________________
c. -uties performe at irregular intervals
_______________________________________________________________________
3. #s the incumbent performing uties he or she consiers unnecessary? #f so, escribe.
______________________________________________________________________________
4. #s the incumbent performing uties not presently inclue in the job escription? #f so, escribe.
______________________________________________________________________________
5. ,D+CATI)#: &hec$ the bo6 that inicates the eucational re2uirements for the job )not the
eucational bac$groun of the incumbent*.
7o formal eucation re2uire
8ighth grae eucation
/igh school iploma )or e2uivalent*
29year college egree )or e2uivalent*
+9year college egree )or e2uivalent*
:rauate wor$ or avance egree )specify1*
"rofessional license )specify1*

;. ,-",.I,#C,1 &hec$ the amount of e6perience neee to perform the job.
7one
<ess than 1 month
1 to 3 months
3 months to 1 year
1 to 3 years
3 to , years
, to 1= years
>ore than 1= years

1=. /)CATI)#: &hec$ location of job an, if necessary or appropriate, escribe briefly.
(utoor
#noor
?nergroun
"it
@caffol
(ther )specify*
11. ,#0I.)#!,#TA/ C)#DITI)#S: &hec$ any objectionable conitions foun on the job an note
afterwar how fre2uently each is encountere )rarely, occasionally, constantly, etc.*
-irt
-ust
/eat
&ol
7oise
Aumes
(ors
.etness'humiity
Bibration
@uen temperature changes
-ar$ness or poor lighting
(ther )specify*

12. H,A/TH A#D SA3,T41 &hec$ any unesirable health an safety conitions uner which the
incumbent must perform an note how often they are encountere.
8levate wor$place
>echanical haCars
86plosives
8lectrical haCars
Aire haCars
Daiation
(ther )specify*
13. !ACHI#,S5 T))/S5 ,6+I"!,#T5 A#D $).7 AIDS1 -escribe briefly what machines, tools,
e2uipment, or wor$ ais the incumbent wor$s with on a regular basis1
______________________________________________________________________________
______________________________________________________________________________
1+. /ave concrete wor$ stanars been establishe )errors allowe, time ta$en for a particular tas$, etc.*?
#f so, what are they?
______________________________________________________________________________
1,. 0re there any personal attributes )special aptitues, physical characteristics, personality traits, etc.*
re2uire by the job?
______________________________________________________________________________
13. 0re there any e6ceptional problems the incumbent might be e6pecte to encounter in performing the
job uner normal conitions? #f so, escribe.
______________________________________________________________________________
14. -escribe the successful completion an'or en results of the job.
______________________________________________________________________________
15. .hat is the seriousness of error on this job? .ho or what is affecte by errors the incumbent ma$es?
______________________________________________________________________________
1;. !o what job woul a successful incumbent e6pect to be promote?

E#ote1 !his form is obviously slante towar a manufacturing environment, but it can be aapte 2uite easily to fit a
number of ifferent types of jobs.F
Job Description (Example Overview)
The example below is for a sales person who is selling fnancial service
products !bout "#$ of his%her time is spent in the o&ce and the other '#$
is out on the road ma(ing presentations to customers The )ob re*uires a
Certifed +inancial ,lanners designation and re*uires heavy duty lead
generation
Job Requirements
A: Summary of Position
-esearches and identifes target client sectors for fnancial product services
.evelops and implements a sales process to include initial contact/ follow up/
presentation and closing procedures 0aintains records of contacts and sales
status including contact reports/ sales pro)ections and *uota ratios
B Job Duties
-esearch and Create targeted new client lists within .elhi%1C- territory
0a(es initial contact with potential clients
,erforms routine and regular follow up with potential clients
,erforms routine and regular follow up with former clients
2isits potential clients and ma(es sales presentations
Closes sales
0aintains regular record reporting sales activity
C Computer S!ills and Software Used
3indows operating system
0S O&ce including 3ord/ Excel and ,ower,oint
Constant Contact or other Customer -elations 0anagement Software
D "eportin# Structure
-eports to regional sales manager
4as nobody directly reporting to this position
-e*uired to participate in !nnual Sales 0eeting
Employee Requirements
A $ducation and %rainin#
5achelor .egree in business/ fnance or accounting or commerce or 67' 8ears
experience/ 5achelors .egree ,referred
Certifed +inancial ,lanner
B S!ills and Aptitudes
+earless cold caller/ '#69 Outbound calls per wee(
!bility to close a sale
!dapt to changing fnancial conditions and meet customer expectations
C $n&ironment and Physical
3or( in high volume sales o&ce
5e able to sit for prolonged periods of time
5e able to travel to client locations '#$ of time
D 'icenses(Certi)cations
C+, 7 Certifed +inancial ,lanner
:ndian .riving ;icense
Success Factors
A *row Sales
:ncrease mar(et channel penetration by <6$ in frst 8ear
.evelop < secondary channels in frst =>6 days
?row referral7based sales from =#$ to '6$ in frst year
B De&elop Sales Department
-ecruit and train ' )unior sales associates with gross sales of =66@ by <nd
*uarter
:ncrease number of sales presentations by '6$ within =' months
:mplement 3eb70eeting presentation System to -educe travel costs by '6$
per year
CommentsAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA
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4- -epresentativeAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA
.epartment 0anagerAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA
.ate CompletedAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA
Structured Questionnaire (Example)
Sample Job Analysis Checklists
ROUTINE CERICA RES!ONSI"IITIES
Activity Frequency
D W M O
Types labels, letters, envelopes, and invoices.

Determine layout and format, and type in finished format.

Proof read and correct errors.

Set up an type financial and statistical reports.

Take dictation and transcribe.

Transcribe dictation from voice recordings.

Record, type, and distribute meeting minutes.

Compose standard letters in response to routine correspondence.

Schedule appointments without prior clearance, schedule
meetings and conferences, and make travel arrangements
including reservations.

Prepare meeting and conference rooms.

aintain, process, distribute, and update records, files, and
documents.

aintain confidential records and files, and handle confidential
correspondence and records.

!pen, sort and distribute mail.

"nswer telephones, screen and place calls, monitor and follow up
on voice mail recordings, refer callers to appropriate parties.

Prepare, process, and verify invoices, bills, checks and receipts.

aintain and report e#pense account activity.

Receive and welcome visitors, and refer to appropriate parties.

aintain and update mailing lists.

$nter data electronically and verify.

Process payroll records.

Perform calculations, post and verify figures, trace and ad%ust
errors.

aintain inventory of office supplies, re&uisition new supplies, and
distribute supplies to authori'ed parties.

Schedule and monitor e&uipment repairs and service contracts.

aintain locks and keys for storage cabinets and other facilities,
and distribute to authori'ed parties.

!rient and train new employees.

Schedule work for co(workers as re&uested.

)andle cash and negotiable instruments.

aintain cash bo#.

Sign legal documents.

"ct as resource for others as to staff and locations.

aintain records of cash receipts and disbursements.

Review %ob applicants*applications and conducts screening
interviews.

Collate and bind.

ake copies.

Date and stamp documents.

Recommend improvements in operations and procedures.

odify operations and*or procedures.

aintain procedures and information manuals.

Develop operating budget for approval.

Research, tabulate, and summari'e information of routine,
periodic or special reports.

Present findings in oral or written form.

Record and verify entries or accounts, %ournals, logs, and general
ledgers.

+alance accounts and reconcile statements.

,ndicate the e&uipment that is operated as a regular part of the responsibilities of the %ob-
Calculator Camera Cash register*petty cash
Computer Dictation e&uipment .acsimile machine
icrofilm e&uipment Photocopier Postage machine
Security e&uipment Sorter Switchboard
/ord processor
!ther e&uipment- 0000000000000000
!ther "ctivities-
CHECKLIST OF ROUTINE MANAGERIAL/SUPERVISORY DUTIES
"naly'e, on a periodic basis, workload and personnel needs of an organi'ational unit.
Recommend changes in the staff level of the work unit.
Review documentation for new positions and positions that have been revised.
!btain approval to modify positions.
,nterview candidates for employment and make hiring decision or recommendations.
!rient new subordinates concerning policy and procedures, work rules, and performance
e#pectation levels. Review position responsibilities.
Plan, delegate, communicate and control work assignments and special pro%ects concerning
subordinates.
$stablish and maintain specific work goals and ob%ectives or &uantitative and &ualitative work
standards to be achieved by subordinates.
Train, develop, and motivate subordinates to improve current performance and to prepare for
higher( level %obs.
Determine significant changes in responsibilities and ma%or duties of subordinates by reviewing
their %ob responsibilities on a regular basis.
$valuate the performance of subordinates. Document and discuss present and past
performance with each direct report. 1eep supervisor informed of results.
Review salaries of subordinates and recommend changes according to policy and procedures.
Recommend personnel actions such as promotions, performance awards, demotions, etc.,
according to budget guidance and policy.
"dvise superiors and subordinates of developments that impact %ob duties. $nsure proper
communications.
aintain discipline, recommend and administer corrective action according to policy and
procedures.
Communicate and administer personnel programs in accordance with design and ob%ectives.
aintain proper documentation on all subordinates.
!ther responsibilities-
Biblio#raphy
Re#erence Te$tbooks
a. :ao ;.2..., /uman :esource Management, 7-cel 4oo)s 8200<9
%. Cascio, +ayne F. Managing Human Resources. Ne =or)> Mc?ra'/ill, Inc.,
0<<2.
c. @eCenAo, @a!id A. and 2tephen .. :o%%ins. Human Resource Management.
Ne =or)> Bohn +iley 3 2ons, 0<<<.
d. ?omeA'Me*ia, 1uis :. and @a!id 4. 4al)in. Managing Human Resources. Cpper
2addle :i!er> .rentice' /all, Inc., 2000.
Internet Sources
http>DD.hr.%lr.com
http>DD.*o%descrption.com
For *o% analysisDpersonality research !isit
http>DD.har!ey.psyc.!t.edu