job analysis
TRANSCRIPT
Money isn’t everything the job counts too
Money isn’t everything the job counts too
Understanding the terminologies
• Job Simplification
• Job Evaluation
• Job Rotation
• Job Enlargement
• Job Bandwidth
• Job Enrichment
• Job Analysis- Job Description & Job Specifications
Job Simplification
The process of reducing the tasks each worker performs.
JOB EVALUATION
Process of systematically determining the relative worth of jobs. The evaluation is based on a combination of job content, skills required, value to the organization. The process helps in determining how much a job should be paid
JOB DESIGN
Content of a job in terms of
1. Duties & responsibilities of the job holders
2. Methods to be used in terms of carrying out the job in terms of techniques, systems & procedures
3. Relationship that would exist in between his superiors, subordinates & colleagues
JOB ROTATION
Movement of an employee from one job to another
Movement can be for some hours, days, months and may be years
Example of Mr. Sahasranamam, Marketing Executive, Telco
Job Rotation
GeriatricsGeriatrics© 1995 Corel Corp.
PediatricsPediatrics
© 1995 Corel Corp.
MaternityMaternity
© 1995 Corel Corp.
JOB ENLARGEMENT
Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.
JOB ENRICHMENT
Increasing a worker’s responsibility and control over his or her work; also called vertical job loading.
Example: – Allow workers to plan their own work schedules.– Allow workers to decide how the work should be performed.
Case of BPL
Job Enrichment & Job Enlargement
Present job
Manually insert and solder six
resistors
Task #3
Lock printed circuit into fixture for next
operation
Task #2
Stick labels to printed circuit
board
Control
Test circuits after assembly
Planning
Participate in a cross-function quality-
improvement team
Enriched job
Enlarged job
JOB BANDWIDTH
Number of tasks & responsibilities given to a job .
• Narrow Job Design• Broad Job Design
JOB ANALYSIS
Job analysis is the systematic collection and recording of information concerning:
– the purpose of a job,– its major duties,– the conditions under which it is performed,– the contact with others that performance of the job requires– the knowledge, skills, and abilities needed for performing
the job effectively.
JOB ANALYSIS
Job Description
JobSpecification
JOBANALYSIS
Job analysis, job description & job specification
• The three terms have different meanings.
1. Job analysis records the facts, i.e. all the elements involved in performing a job
2. Job description outlines the facts compiled from the job analysis, concisely identifying and describing the contents of a job
3. Job specification refers to the personal characteristics required to do a job, e.g. skill, experience, special aptitudes.
• The purpose of these statements of facts of a job guide management in the selection, promotion, transfer, establishing salary grades, and training.
JOB DESCRIPTION
A job description is a statement of the duties, working conditions, and other significant requirements associated with a particular job
JOB SPECIFICATION
• A job specification is a statement of the skills, abilities, education and previous work experience that are required to perform a particular job.
JOB SPECIFICATION
JOB GRADEJOB TITLEAGESEXEDUCATION
EXPERIENCE
LOCATION
Middle ManagementCredit ManagerBetween 35 - 45Male (Preferred)B.E.(Industrial Engg.) / B.SC. With PG Diploma in Bank ManagementWorked for atleast 5 years with a commercial bank as a credit manager or a field officer Should be open for placement anywhere in India
Job Design
Job rotationJob rotation
• Relief from boredomRelief from boredom• Job becomes more Job becomes more
interestinginteresting
Job enlargementJob enlargement
• Extension of workExtension of work• Additional tasksAdditional tasks
Job enrichmentJob enrichment
• Increased responsibilityIncreased responsibility• Wider range of duties are Wider range of duties are
addedadded
Autonomous work groupsAutonomous work groups
• Areas of responsibility are Areas of responsibility are delegated to group delegated to group
• Freedom to work as long Freedom to work as long as targets metas targets met• Wider participation Wider participation
Job DesignJob Design
PROCESS OF JOB ANALYSIS
Step 1: Collection of background Information
Step 2: Collection of Job Analysis data
Step 3: Developing a Job Description
Step 4: Developing a Job Specification
1. Collection of background Information
• The first stage is for the “analyst” to become as familiar as possible with the job.
• This entails:
– Books & Literature– Study of Flow & Organisational chart– Existing Job Description
1. Collection of background Information
• Books and Literature– Valid information on current job analysis and
studies.– Job analysis that are being implemented by
other successful companies.– Past and present failures and successes.
1. Collection of background Information..
• Flow and Organizational Charts– Very helpful for showing past and current
information.– Show trends and similarities.
2. Collection of Job Analysis Data
• Interviews
• Structured Questionnaire / Inventory
• Direct Observation
• Logbooks / Work Diaries
2. Collection of Job Analysis Data
• SMEs (Subject Matter Experts)– people who have in-depth knowledge of
specific job under analysis, job skills, and abilities
– Job Incumbent– Supervisors– Job Analyst
3. Developing Job Description
• POST: Software Engineer
– Job Description• The Software Engineer designs, develops, tests
and maintains one or more of our products or internal applications. The software engineer works as a member of an engineering team developing, designing, and maintaining one or more of our products or internal applications. This position reports to the appropriate Project Manager.
4. Developing Job Specification
• POST: Software Engineer
– Job Specification• Bachelor's or undergraduate degree in Computer
Science, Information Systems, Electrical Engineering or equivalent experience. Masters or graduate degree is desirable. Understand Intranet and Internet technologies: http, firewall.
Human Resource Planning ProcessExternal EnvironmentInternal Environment
Strategic Planning
Human Resource Planning
Forecasting Human Resource Requirements
Comparing Requirements and Availability
Forecasting Human Resource Availability
Surplus of Workers
Demand = Supply
No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing
Shortage of Workers
Recruitment
Selection
Process of Man Power PlanningSTEP 1Analysing the corporate & unit level strategies
MAN POWER PLANNING
Process of Man Power PlanningSTEP 2Man power Forecasting – Forecasting the overall
Human Resource requirement in accordance with the organisational plans
Workload Analysis Manpower required to handle the workload
MAN POWER PLANNING
Process of Man Power PlanningSTEP 2Man power Forecasting
ExamplePlanned Additional Production for the year = 1,00,000
unitsMan hours required for production of each unit = 6Man hours required as per the plan = 6 x 1,00,000 =
6,00,000 Productive hours per man per year = 2,000No. of workers required = 6,00,000/2,000 = 300Scope for absenteeism, labour turnover, idle time = 30Total Number of workers required = 300+30 = 330
MAN POWER PLANNING
Process of Man Power PlanningSTEP 3Manpower Supply Forecasting - Studying the
Inventory & Projecting supply of Man power resources
a. Drawing Management succession plansb. Calculate the replacements needed because of
retirementc. Manpower expected to be in the organisation after 1,2
or 3 years – Less retirements & estd. resignationsd. Skills developed within the existing employees after
1,2 or 3 year
MAN POWER PLANNING
MAN POWER PLANNING
Process of Man Power PlanningSTEP 3EXISTING EMPLOYEES – 800Expected Resignations – 12Deaths – 1Dismissals – 2Retirement – 12Promotions Out – 8Demotions Out – 2Transfers Out – 18POTENTIAL LOSSES = 77
Transfers In = 4Promotions In = 3Demotions In = 1New Hires = 12
POTENTIAL ADDITIONS = 20
EXISTING INVENTORY AT A FUTURE DATE = 800-77+20= 743
Process of Man Power PlanningSTEP 4Estimating the Net Human Resource required -
Comparing Forecast with Projection
a. Compare it Department wiseb. Compare it Skill wise
MAN POWER PLANNING
Process of Man Power PlanningSTEP 5Preparation of Action plan
Out-sourcing Employment Training Development
Redeployment Retrenchment
Reduced hours Lay-off Leave without pay VRS Golden Handshake Attrition
MAN POWER PLANNING
Surplus of future Available
Human Resource
Shortage of future Available
Human Resource
Process of Man Power PlanningSTEP 6If future supply will be inadequate with reference
to future requirements – Plan to modify or adjust the organisational plans
MAN POWER PLANNING
Significance of Human Resource PlanningIt provides a basis of recruitment, transfer & training of employeesHelps in identifying surplus & shortages in manpowerHelps in reducing labour cost by avoiding surplus manpowerHelps in identifying talents within the organisation so that they can be trained & developed for promotions & future requirementsFacilitates growth & diversification of business
Decentralisation of Authority
Steps in Recruitment and Selection Process招聘和甄选程序
Applicants Applicants complete complete application application formform
Selection tools Selection tools like tests screen like tests screen out most out most applicantsapplicants
Managers and others Managers and others interview final interview final candidates to make candidates to make final choicefinal choice
Manpower Manpower planning and planning and forecastingforecasting
Recruiting Recruiting builds pool of builds pool of candidatescandidates
Recruitment
Process of identifying the sources for prospective candidates so as to
stimulate them to apply for job
Sources of Recruitment
External Recruitment
Internal Recruitment
Sources of RecruitmentTraditional Sources
INTERNAL EXTERNAL Transfer on present employees
Re-employing former employees
Promotion of present employees
Advertising
Present temporary / casual employees
Casual callers
Retrenched / Retired employees
College & Technical institution
Dependants of deceased
Employment Exchanges
Sources of RecruitmentModern Sources
INTERNAL EXTERNAL
Employee Referrals Walk-In
Head hunting & Private employment consultants Job fairs Mergers & Acquisition Out sourcing Job portals
EXTERNAL RECRUITMENT
Advantages Disadvantages
New blood bring new outlook, new ideas, old habits are replaced
Employees feel frustrated & de-motivated
Good choice of selection with rich & varied experience
Loose sense of security
Deterioration of Employer – Employee relations
INTERNAL RECRUITMENT
Advantages Disadvantages
Sense of security Encourages favouritism
Motivated Limited choice
Loyal Internal recruitment proves unsuitable in case of organisation entering new product lines. This involves extra cost in training them
Do need require induction & or training
Valuable contacts with suppliers & customers remain intact
Recruitment – Selection - Hiring
Hire Profile Match
Vacancy
Applicants
Advertising
Select & Notify
What is Selection?What is Selection?• Selection is the process of choosing the most
suitable persons out of all the applicants. • Selection is a process of matching the
qualifications of applicants with the job requirements.
• It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate.
• The purpose of Selection is to pick up the right person for every job.
• Selection is negative process as it rejects a large number of unsuitable applicants from the pool.
STEP 1: Receipt of Application
STEP 2: Screening of Application (Sex, Age, Qualf., Exp. Etc.)
Process of Selection
STEP 3: Employment Tests (Aptitude / Skill / I.Q. Test etc.)
STEP 4: Interview
STEP 5: Medical Examination
STEP 6: Reference Check
STEP 7: Final Selection Job Offer
EMPLOYMENT TESTS
Aptitude Tests
IQ Test = Mental Age / Actual Age x 100EQ Test = Emotional Age / Actual Age x 100Skill Test – Artistic jobs, assembly work, design of tools & machineryMechanical Aptitude Test – Speed & knowledge of mechanical mattersPsychomotor Test – motor-ability & eye-hand coordination of candidates. Useful for repetitive operations like packingClerical Aptitude Test – Spelling, computation, comprehension etc.
Achievement Tests
Job knowledge Test – Test of the professional knowledge by asking questions related to that field
Work Sample Test – A portion of the actual work is given to the candidate as a test
EMPLOYMENT TESTS
Situational Tests
Group Discussion – This test helps to understand the approach of a candidate in solving a problemIn Basket – Candidate is supplied with letters, telephone messages, reports & requirements of the various officers of the organisation and the candidate is required to take decisions on various items based on the in-basket information
InterestTest
Interest Test – Understand the interest, likes & dislikes of a candidate and correlating it with the job
PersonalityTests
Objective Test – Objective type questions are given to a candidate to understand the value system, self-confidence, Emotional control, fear, distrust, integrity etc. of the candidate
Projective Test – Some ambiguous picture or figures are given to a candidate to project their own interpretations of such pictures
Types of Interviews
Patterned / Structured Interview
A Standard form comprising of pre-determined questions, is used to make notes & comments and rate interviewee on several traits like personality, motivation, interests, stability, ability to work in team, self-reliance, can handle responsibility etc.
Non-Directive / Unstructured Interview
No pre-determined list of questions to work through Questions having “yes” or “no” as the answers are avoided. The candidate is given maximum opportunity to talk freely about himself.
Stress Interview
Attempts are made to exert pressure on the candidate by exposing them to rapid firing of questions
Group Interview
The group interview is more stressful than the panel interview. Candidate is "interviewed" in a group. All the candidates/job seekers will be in the same room during the interview.
Types of Interviews
Panel / Board Interview
Several interviewers collectively interview a candidate
One-to-One Interview
Single interviewer interviews a candidate
Placement The determination of the job to which an accepted candidate is to be assigned
Placement Placement is a clear-cut match between the employees skills, knowledge, aptitude & attitude to the job description & job specification
Problems in Placement Employee expectation
Job expectation
Change in technology
Change in organisational structure
Social & psychological factors
Making placements effective Job rotation
Teamwork
Training & Development
Job enrichment
Relocating the employee
Induction/OrientationInduction/Orientation Orientation or induction is the
process of receiving and welcoming an employee when he first joins a company and giving in the basic information he needs to settle down quickly and happily and start work.
Contents of an Induction programme:Contents of an Induction programme:• Brief history and operations of the company. • Products and services of the company.• The company’s organization structure.• Location of departments and employee facilities.• Policies and procedures of the company.• Rules, regulations and daily work routines.• Grievance procedures.• Safety measures• Standing orders and disciplinary procedures• Terms and conditions of service including wages, working hours,
over time, holidays etc.• Suggestion schemes • Benefits and services for employees.• Opportunities for training and promotions transfers etc.
Objectives of an Orientation programmeObjectives of an Orientation programme
Objectives:• To help the new comer to overcome his shyness
• To build new employee’s confidence
• To develop the new entrants a sense of belonging and loyalty
• To foster a close and cordial relationship…
• To prevent false impression and negative attitude of the new employees
• To give the new comers necessary information like canteen, locker room. Rest periods and leave rules etc…
Advantages of an Orientation programmeAdvantages of an Orientation programme
Advantages:• It helps to build two way communication• It facilitates informal relations and team work• Induction is helpful in supplying information about the
organisation, job, and welfare of employees• Proper Induction will reduce employees grievances,
absenteeism and labour turnover• Induction helps to develop good public relations and
improve the overall morale of employees• An Induction programme proves that the company is
taking a sincere interest in getting him off to a good start