April 28, 2004

1. April 28, 2004 • Billie Jo Timm on Management & HR • Job Analysis • Experiential Exercise • LearningInMotion

2. Job Analysis A Prelude to Recruitment and Placement

3. After Studying This Chapter,You Should Be Able To: • Discuss the nature of job analysis, including what it is and how it’s used • Use at least three methods of collecting job analysis information • Write job descriptions including summaries and job functions using the Internet and traditional methods • Write job specificationsusing the Internet as well as your judgment. • Explain job analysis in a “jobless” world, including what it means and how it’s done in practice

4. Part 1: The Nature of Job Analysis • Job analysis defined • Uses of job analysis information • Steps in job analysis

5. Service-Oriented Strategy • Change job descriptions, top to bottom • Change recruiting • Philosophy: Our commitment to satisfying customers and creating shareholder value directs virtually every decision we make. • Working at U.S. Bank (next slide)

6. Job Analysis – What is it and how is it used? The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Check this “A+” site out and list some of the purposes for which job analysis is used.

7. Jobs: Analyze, Describe and Provide Specifications • Determining duties and skills • Listing job duties, responsibilities, reporting, conditions, supervision • “Human requirements”

8. Are there Legal Issues Related to Job Analysis? • Title VII of the 1964 Civil Rights Act • Equal Employment Opportunity Act (1972) • Uniform Guidelines on Employee Selection Procedures (1978) • Americans with Disabilities Act (1990)

9. What Information Do I Collect? • Work activities • Human behaviors • Machines, tools, equipment and work aids • Performance standards • Job context • Human requirements

10. Work Activities • Cleaning • Selling • Teaching • Painting • How, why and when the activities are performed

11. Human Behaviors • Sensing • Communicating • Deciding • Writing • Job demands • Lifting • Walking • Jumping jacks?

12. Machines, Tools, Equipment, Work Aids • Products made • Materials processed • Knowledge • Services

13. Performance Standards Check out these sites for samples of work standards. What are some of the common threads? • National Health and Safety • Job descriptions and performance standards

14. Job Context • Working conditions • Schedule • Organizational context • Social context

15. Human Requirements • Job-related knowledge and skills • Education • Training • Work experience • Personal attributes • Aptitudes • Physical characteristics • Personality • Interests

16. Uses of Job Analysis Information Job Analysis Job Description and Job Specification Recruiting and Selection Decisions Performance Appraisal Job Evaluation— Wage and Salary Decisions (Compensation) Training Requirements Figure 3-1

17. Uses of Job Analysis Information • Recruitment and selection • Compensation • Performance Appraisal • Training • Discovering unassigned duties • EEO compliance

18. Recruitment and Selection Executive recruiting Electronic recruiting Monster International How to recruit Assessment and selection

19. Compensation • Job value • Salary • Bonus • Relative job worth

20. Performance Appraisal • How to do it • Standards • Self-appraisal • The discussion • Setting goals • How to get a raise

21. Training The job description should show the activities and skills—and therefore the training—that the job requires.

22. Discovering Unassigned Duties Job analysis can also help reveal unassigned duties.

23. EEO Compliance EEO Compliance Job analysis also plays a big role in EEO compliance

24. Steps in Job Analysis • Decide how to use the information • Review relevant background information • Select representative positions • Conduct the analysis • Verify with the worker and supervisor • Develop a job description and job specification

25. Process Chart for Analyzing Work Flow Input from Plant Managers Input from Suppliers Job Under Study— Inventory Control Clerk Inventory Output to Plant Managers Information Output to Plant Managers

26. Part 2: Methods of Collecting Job Analysis Information • The interview • Questionnaire • Observation • Participant diary/logs • U.S. Civil Service Procedure • Quantitative techniques • Multiple sources of information

27. Collecting Job Analysis Information • Joint effort between HR, the worker and the supervisor • “SME’s” (Subject Matter Experts)

28. Employees may be concerned because of – • Resistance to change • Possible changes to job duties • Changes to pay • Lack of trust of consequences • The same job title may have different responsibilities and pay rates in different departments

29. Widely Used: The Interview • Individual interviews with each employee • Group interviews with groups of employees who have the same job • Supervisor interviews with one or more supervisors who know the job.

30. Sample Interview Questions • What is the job being performed? • What are the major duties of your position? What exactly do you do? • What physical locations do you work in? • What are the education, experience, skill, and [where applicable] certification and licensing requirements? • In what activities do you participate? • What are the job’s responsibilities and duties?

31. Sample Interview Questions (continued) • What are the basic accountabilities or performance standards that typify your work? • What are your responsibilities? What are the environmental and working conditions involved? • What are the job’s physical demands? The emotional and mental demands? • What are the health and safety conditions? • Are you exposed to any hazards or unusual working conditions?

32. Interview Guidelines • The job analyst and supervisor should identify the workers who know the job best and would be objective • Establish a rapport with the interviewee • Follow a structured guide or checklist • Ask a worker to list duties in order of importance and frequency of occurrence • Review and verify data

33. How to Conduct a Questionnaire Session • Use a specific questionnaire • Establish rapport • Follow a structured approach • List duties in order of importance or frequency of occurrence • Review and verify the data

34. PORTLAND STATE UNIVERSITY PPOSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION a.Class Title: b.Class No.: c.Effective Date: d.Position No.: e.Working Title: f.Work Unit: g.Agency No.: h.Employee Name: i.Work Location (City‑County): _________________________________________________________________________________ j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year ( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________ k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________ SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this statement: The purpose of this job/position is to . . .

35. SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties. % of Time N/R DUTIES _________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who ContactedHowPurposeHow Often? SECTION 7. JOB‑RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.

36. SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review? SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors? _______ b. Which of the following supervisory/management activities does this job perform? ( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends) ( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals ( ) Approves Work SECTION 10. ADDITIONAL JOB‑RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds: _________________________________________________________________________________ SECTION 11. ORGANIZATIONAL CHART Attach a current organizational chart. See instructions for detail to be included on the chart. _________________________________________________________________________________________________ Employee Signature Date Supervisor Signature Date _________________________________________________ Appointing Authority Signature Date

37. Observation • Observation may be combined with interviewing • Take complete notes • Talk with the person being observed – explain what is happening and why • Ask questions

38. Diaries and Logs • Time-consuming • Self-reporting biases • Remembering what was done earlier • Can use dictating machines and pagers

39. U.S. Civil Service Commission • Knowledge • Skills • Abilities • Physical activities • Special environmental conditions • Typical work incidents • Worker interest areas

40. Quantitative Job Analysis Techniques • Position Analysis Questionnaire PAQ • The U.S. Department of Labor approach • Functional job analysis FJA

41. The Techniques of Job Analysis Employee Group Focused On Data- Collection Method Analysis Results Technique Description 1. Task Inventory Analysis Any —large number of workers needed Question- naire Rating of tasks Tasks are rated by job incumbent,* supervisor, or job analyst. Ratings may be characteristics such as importance of task and time spent doing it. 2. Critical Incident Technique Any Interview Behavioral descrip- tion Behavioral incidents representing poor through excellent performance are generated for each dimension of the job. * The term job incumbent refers to the person currently filling a particular job.

42. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Technique Description 3. Position Analysis Question- naire (PAQ) Any Question- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 4. Functional Job Analysis (FAQ) Any Group interview/ Question- naire Rating of how job incumbent relates to people, data, and things Originally designed to improve counseling and placement of people registered at local state employment offices. Task statements are generated and then presented to job incumbents to rate on such dimensions as frequency and importance.

43. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Description Technique 5. Methods Analysis (Motion Study) Any Question- naire Rating of 194 job elements Elements are rated on six scales (for example, extent of use, importance to job). Ratings are analyzed by computer. 6. Guide- lines Oriented Job Analysis GOJA Any Interview Skills and knowledge required Job incumbents identify duties as well as know- ledge, skills, physical abilities, and other characteristics needed to perform the job.

44. The Techniques of Job Analysis (cont.) Data- Collection Method Employee Group Focused On Analysis Results Description Technique 7. Manage- ment Position Description Question- naire (MPDQ) Managerial Question- naire Checklist of 197 items Managers check items descriptive of their responsibilities. 8. Hay Plan Managerial organization Interview Impact of job on organiza- tion Managers are interviewed regarding such issues as their responsibilities and accountabilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope, accountability.

45. Sample PAQ Figure 3 - 4

46. Position Analysis Questionnaire (PAQ) Items • Information Input • Mental Processes • Work Output • Relationships with Other Persons • Job Context • Other Job Characteristics

47. U.S. Department of Labor Procedure • Data examples • Synthesizing • Copying • People examples • Instructing • Persuading • Things examples • Setting up • Tending

48. Basic Department of Labor Worker Functions Table 3-1

49. Functional Job Analysis (FJA) • Used beginning in the 1940’s • Seven scales to describe what workers do in jobs: (1) Things (2) Data (3) People (4) Worker Instructions (5) Reasoning (6) Math (7) Language

50. Part 3: Writing Job Descriptions • Job Identification • Job Summary • Relationships • Responsibilities and Duties • Standards of Performance • Working Conditions and Physical Environment