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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)