HRM 313 Week 4

1. 4–1 HRM 313 Week 4 Attracting Talent Job Analysis Recruiting Selection

2. 4–2 Procedural Tidbits Office Hours Reminder Time to provide feedback Informal Advice Review difficult material Chat Evaluation Quizzes Exams Group Project Other Activities

3. 4–3 Essential Question How can managers systematically see to it that work needed to satisfy customer demands gets done? What is a job? How are job descriptions created? What are two approaches to defining jobs or roles?

4. 4–4 Alignment Vertical alignment Exists when the HRM system fits with all other elements of the organizational environment—the culture, strategy, structure, and so on. Horizontal alignment Exists when all the HR policies and practices that comprise the HRM system are consistent with each other so that they present a coherent message to employees concerning how employees should behave while at work.

5. 4–5 Elements of HR Planning Human Resource Planning Activities Scanning and assessing the external and organizational environments. Specifying the objectives to be achieved by HR activities along with the measures to be used to assess the achievement of those objectives. Developing specific plans for HR policies and practices, along with timetables for implementing those plans.

6. 4–6 Staffing Plans: Ensuring Supply Matches Demand Succession Planning Ensures key positions can be filled when vacancies occur Talent Pool A list of employees with high potential for advancement Replacement Charts Lists of key jobs, incumbents and names from employee talent pool

7. 4–7 Job Analysis Job analysis and competency modeling are systematic procedures that provide a foundation for all HRM activities. Information about jobs and job requirements is necessary for fair and effective HRM decision-making.

8. 4–8 Job Analysis and the Law Legal Considerations Nondiscrimination Job analysis is used to document decisions and to protect against unfair treatment claims in selection and promotion decisions. Rowe v. General Motors (1972) Sex discrimination case Written objective standards for promotion Harless v. Duck (1977) protected structural interviews even though adverse impact occurred United States v. City of Chicago (1978) Objective standards for promotion should describe actual job Americans with Disabilities Act (ADA) of 1990 Independent contractors Temporary employees

9. 4–9 Gender Difference and Jobs Civil Rights Act Allows claims to be pursued for intentional and unintentional acts of discrimination May be easier to pursue for employees with larger payouts Equal Pay Act Salary differences by gender due to past experience, education or prior salary are typically defensible, if uniformly applied.

10. 4–10 Americans with Disabilities Act of 1990 Act made it unlawful to discriminate against qualified individual who has a disability. Disability: physical or mental impairment that substantially limits one or more major life activities. A person is qualified if he or she can perform the “essential functions” of a job with reasonable accommodation. Best protection is to set minimum requirements Be able to lift and carry 200 lbs. 100 meters in a building down stairs

11. 4–11 Independent Contractors Test for Independent Contract Status: Whether worker is told how to do the job Whether work is essential part of business Whether worker must personally do the work Whether work hours are specified Whether worker can also work for others Whether work must be performed at company’s facilities Job analysis can help clarify an employee’s status.

12. 4–12 Definitions Position Activities carried out by any single person. Job Positions that are functionally interchangeable. Occupation A group of jobs that involve similar work and requires similar competencies, training, and credentials.

13. 4–13 Definitions Job Analysis A systematic process of describing and recording information about job behaviors, activities, and work specifications. Purposes of a job Major duties or activities Conditions under which the job is performed Competencies (skills, knowledge, abilities, and other attributes) that enable and enhance performance in a job There are at least 15 major approaches

14. 4–14 2 Types of Job Analysis Task-Oriented Job Analysis Focus on what the job involves Activities Outcomes Worker-Oriented Job Analysis Focus on required characteristics of job incumbents Focus on who can do the job Competency modeling is a worker-focused approach

15. 4–15 Competency Modeling Competency A measurable pattern of knowledge, skill, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Competency Modeling An approach to job analysis that emphasizes the individual characteristics needed for effective performance in terms of: Skills • Knowledge Abilities • Values Interests • Personality

16. 4–16 Job Descriptions Written documentation that should include: Job Title Department/Division Date job analyzed Job summary Supervision Work performed Job context Uses To document the employment relationship To inform applicants To guide job behavior To evaluate performance As guide for writing references and resumes

17. 4–17 Sources of Information

18. 4–18 Methods Analysis Time and Motion Studies Identifies and measures a worker’s physical movements when performing tasks and then analyzing the results to determine whether some motions can be eliminated or performed more efficiently. Best for repetitive/routine tasks Process Reengineering Flow process charts show the sequence of an operation. Used to redesign jobs

19. 4–19 Human Factors Approach Ergonomic Analysis Aims to minimize stress and fatigue at work. Focuses on how job tasks affect physical movements and physiological responses.

20. 4–20 Generic Job Analysis Dictionary of Occupational Titles (DOT) Created by U.S. Training and Employment Service Based on Functional Job Analysis Describes 12,000+ Occupations Being replaced by O*Net

21. 4–21 O*Net Occupational Information Network (O*Net) Released in 1998 on internet Comprehensive database system with info on job characteristics and worker attributes Describes organizational and economic contexts

22. 4–22 O*NET Content Model for Describing Jobs

23. 4–23 Let’s Try Again Use O*Net forms complete the questionnaire for the job your group previously prepared the job description

24. 4–24 Standardized Job Analysis Questionnaires Used to collect ratings of behaviors and/or worker characteristics for a wide variety of jobs Uses ratings of job behaviors made by Incumbents Supervisors HR Manager Applicable to wide variety of jobs Widely used instruments include: Position Analysis Questionnaire (PAQ) Management Position Description Questionnaire (MPDQ)

25. 4–25 The PAQ’s Six Divisions for Organizing Work Behaviors

26. 4–26 Job Analysis Techniques

27. 4–27 Developing a Customized Inventory Generating Items Workers are observed and interviewed. List of tasks or work behaviors (items) is developed. Creating a Questionnaire Based on list of items and used to obtain detailed information. Critical Incident Technique may be used: Incumbents and supervisors describe incidents illustrating effective or ineffective performance. Incidents provide insight into job requirements.

28. 4–28 Job Analysis Results for Human Resource Analyst I

29. 4–29 Simplified Example of Job Analysis Results from aCustomized Inventory

30. 4–30 Career Paths Managing Careers Group jobs into families based on Similar competencies required Similar tasks Similar value to the organization Employees can see logical progression careers might take.

31. 4–31 Job Families and Career Paths

32. 4–32 Decline of Job Analysis? Trends inconsistent with traditional job analysis: Increased job sharing Decreased job specialization Work teams Why is job analysis needed? Legal compliance To support strategic change To build integrated HRM systems

33. 4–33 Trends in Job Analysis From “My Job” to “My Role” Flexibility and teamwork Future-Oriented Job Analysis and Competency Modeling Shifts emphasis from current descriptions to prescriptions about the future

34. 4–34 An Old Job Description

35. 4–35 A New Job Description

36. 4–36 A New Job Description (cont’d)