UNIT – IIIHRM

Human Resource Human Resource ManagementManagement

JOB ANALYSISJOB ANALYSIS

What is a job?What is a job?

� J0bJ0b– Group of related activit ies and dutiesGroup of related activit ies and duties– Made up of tasksMade up of tasks

� TasksTasks– Basic elements of jobsBasic elements of jobs– ““what gets done”what gets done”

STAGES OF HRMSTAGES OF HRM

5

The The JOB ANALYSISJOB ANALYSIS A job analysis is the process used to collect A job analysis is the process used to collect

information about the duties, responsibilities, information about the duties, responsibilities, necessary skills, outcomes, and work necessary skills, outcomes, and work environment of a particular job.environment of a particular job.

Process of defining a job in terms of its Process of defining a job in terms of its component tasks or duties and the knowledge or component tasks or duties and the knowledge or skills required to performskills required to perform them them

DECISION IS MADE TO CHECK THAT:DECISION IS MADE TO CHECK THAT: Whether already existing post is valuable Whether already existing post is valuable

or not.or not.To create a Post.To create a Post.

What to do??What to do??

1.1. Discuss the nature of job analysis, including Discuss the nature of job analysis, including what it is and how it’s used.what it is and how it’s used.

2.2. Use at least three methods of collecting job Use at least three methods of collecting job analysis information, including interviews, analysis information, including interviews, questionnaires, and observation.questionnaires, and observation.

3.3. Explain job analysis in a “jobless” world, Explain job analysis in a “jobless” world, including what it means and how it’s done in including what it means and how it’s done in practice.practice.

JOB ANALYSIS PROCESSJOB ANALYSIS PROCESS

Steps in Job Analysis Steps in Job Analysis ProcessProcess

1.1. Job descriptions—Task requirementsJob descriptions—Task requirements– Statement that explains duties working Statement that explains duties working

conditions, etc. of a jobconditions, etc. of a job

2.2. Job specif ications—Person Job specif ications—Person requirementsrequirements

– Statement of what a job demands of the Statement of what a job demands of the incumbentincumbent

– E.g., knowledge, skills, abilities (KSAs) and other E.g., knowledge, skills, abilities (KSAs) and other characteristics required tocharacteristics required to perform jobperform job

3.3. Performance standardsPerformance standards– What is expected of workersWhat is expected of workers– JA may provide performance standards JA may provide performance standards

for job where performance is readily for job where performance is readily quantified, measurable, etc.quantified, measurable, etc.

– May need to be augmented – e.g., May need to be augmented – e.g., participative goal-settingparticipative goal-setting

All of these uses form foundation for All of these uses form foundation for various HRM systemsvarious HRM systems

Important Applications of Important Applications of Job Analysis Job Analysis

The Job Analysis provides the foundation The Job Analysis provides the foundation for almost everything HR is involved in.for almost everything HR is involved in.– Job DescriptionsJob Descriptions– Employee SelectionEmployee Selection– TrainingTraining– Performance AppraisalsPerformance Appraisals– Job ClassificationJob Classification– Job EvaluationJob Evaluation– Job Design and RedesignJob Design and Redesign

Reasons For Conducting Reasons For Conducting Job Analysis Job Analysis

Training & DevelopmentTraining & Development Staffing Staffing Compensation& BenefitsCompensation& Benefits Safety and HealthSafety and Health Employee & labor Employee & labor

relationshiprelationship

METHODSMETHODS

Direct observationDirect observation Interview of existing post holderInterview of existing post holder Interview of immediate Interview of immediate

supervisorsupervisor QuestionnairesQuestionnaires Previous studiesPrevious studies Work dairies for employeesWork dairies for employees

Methods of Job Analysis: Methods of Job Analysis: ObservationObservation

Information SourceInformation Source– Observing and noting the physical activities of Observing and noting the physical activities of

employees as they go about their jobsemployees as they go about their jobs

AdvantagesAdvantages– Provides first-hand informationProvides first-hand information– Reduces distortion ofReduces distortion of informationinformation

Observation:Observation:

Disadvantages:Disadvantages:

– Time consumingTime consuming– Difficulty in capturing entire job cycleDifficulty in capturing entire job cycle– Of little use if job involves a high level of Of little use if job involves a high level of

mental activitymental activity– Observer’s Difference of mental disposition.Observer’s Difference of mental disposition.– Analyst’s caliber should match employee’s Analyst’s caliber should match employee’s

calibercaliber

Methods of Job Analysis: Methods of Job Analysis: The InterviewThe Interview

Information SourcesInformation Sources– Individual employees (existing job holder)Individual employees (existing job holder)– Immediate boss (Supervisors )Immediate boss (Supervisors )with knowledge of the job.with knowledge of the job.

Interview formatInterview formatStructuredStructuredUnstructuredUnstructured

The Interviews:The Interviews: AdvantagesAdvantages

– Quick, direct way to find overlooked Quick, direct way to find overlooked information required.information required.

DisadvantagesDisadvantages– Exaggeration or depreciation of importance of jobExaggeration or depreciation of importance of job– In case of supervisor, he may not be interesting in In case of supervisor, he may not be interesting in

the JD of the subordinates.the JD of the subordinates.– Attitude may not be supportive.Attitude may not be supportive.– Difference in perception, attitude and aptitude of the Difference in perception, attitude and aptitude of the

interviewee.interviewee.– Lack of communication.Lack of communication.– Analyst’s caliber should match employee’s caliber.Analyst’s caliber should match employee’s caliber.

Methods of Job Analysis: Methods of Job Analysis: QuestionnairesQuestionnaires

Information Source:Information Source:Have employees fill out questionnaires to describe Have employees fill out questionnaires to describe

their job-related duties and responsibilities.their job-related duties and responsibilities.

Questionnaires format:Questionnaires format:1.1. Structured checklist.( to identify the Structured checklist.( to identify the

task performed)task performed)2.2. Open ended questionsOpen ended questions

QuestionnairesQuestionnaires

AdvantagesAdvantages– Quick and efficient way to gather information Quick and efficient way to gather information

from large numbers of employeesfrom large numbers of employees– Quick and economical to useQuick and economical to use

DisadvantagesDisadvantages– Expense and time consumed in preparing and Expense and time consumed in preparing and

testing the questionnaire.testing the questionnaire.– Becomes less useful where the employees Becomes less useful where the employees

lack verbal skills.lack verbal skills.

Methods of Job Analysis:Methods of Job Analysis:Previous studiesPrevious studies

Information source:Information source: Past record of any employee. Past record of any employee. The analyst keeps the past record of the The analyst keeps the past record of the

employees and keeps the previous experiences employees and keeps the previous experiences and issues related to the job analysis process of and issues related to the job analysis process of the organization.the organization.

Previous studiesPrevious studies

AdvantagesAdvantages Easy to use this method.Easy to use this method. Helps to find out that whether it is Helps to find out that whether it is

beneficial or notbeneficial or not DisadvantagesDisadvantages Wrong assessment of previous postWrong assessment of previous post Bad performance of previous Bad performance of previous

employeeemployee

Methods of Job Analysis: Methods of Job Analysis: Work DiariesWork Diaries

Information SourceInformation Source– Workers keep a chronological diary/ log of Workers keep a chronological diary/ log of

what they do and the time spent on each what they do and the time spent on each activity.activity.

Work DiariesWork Diaries AdvantagesAdvantages

– Produces a more complete picture of the jobProduces a more complete picture of the job– Employee participationEmployee participation– Maintained on daily basis.Maintained on daily basis.

DisadvantagesDisadvantages– Distortion of informationDistortion of information– Depends upon employees to accurately recall Depends upon employees to accurately recall

their activitiestheir activities

Methods of Job Analysis:Methods of Job Analysis:Manager trying the jobManager trying the job

This method is used to check the new This method is used to check the new post. post.

In this method the manager start a new In this method the manager start a new job to check that whether this job is job to check that whether this job is beneficial or not.beneficial or not.

It’s a risky step to take because it may It’s a risky step to take because it may cause many fundamental problems.cause many fundamental problems.

Advantages and disadvantagesAdvantages and disadvantages

Advantages:Advantages:1.1. Very fruitful if the manager is an Very fruitful if the manager is an

experienced analyst and strategic risk experienced analyst and strategic risk taker.taker.

Disadvantages:Disadvantages:1.1. Very expensiveVery expensive2.2. RiskyRisky3.3. Time consumingTime consuming

The person who conducts job analysis The person who conducts job analysis is interested in gathering data on what is interested in gathering data on what is involved in performing a particular is involved in performing a particular job.job.

Types of data collected, that may help Types of data collected, that may help in analysis are, in analysis are,

( WORK ACTIVITIES,WORK ( WORK ACTIVITIES,WORK PERFORMANCES,WORK PERFORMANCES,WORK SCHEDULES,PERSONAL REQUIRMENTS).SCHEDULES,PERSONAL REQUIRMENTS).

Human resource experts Human resource experts cannot rely on individual job cannot rely on individual job

analysis techniques so analysis techniques so normally all the methods are normally all the methods are

used collectively. used collectively.

The Systematic Approach To The Systematic Approach To RecruitmentRecruitment

ConceptConcept ofof RecruitmentRecruitment““ I t is a process concerned with the It is a process concerned with the identif ication of sources from where identif ication of sources from where the personnel can be employed and the personnel can be employed and motivating them to offer themselves motivating them to offer themselves

for employmentfor employment .”.”

Definit ion of RecruitmentDefinit ion of Recruitment : : Recruitment is a process of finding and Recruitment is a process of finding and attracting capable applicants for attracting capable applicants for employment. The process begins when new employment. The process begins when new recruits are sought and ends when then recruits are sought and ends when then applications are submitted. applications are submitted.

Recruitment PolicyRecruitment PolicyRecruitment policy spells out the objectives Recruitment policy spells out the objectives

and principles of the recruitment and and principles of the recruitment and provides a framework for implementation provides a framework for implementation of the recruitment programmes in the form of the recruitment programmes in the form of procedures. It covers following areas: of procedures. It covers following areas:

To prescribe whether the recruitment would be To prescribe whether the recruitment would be centralized or decentralized at unit levels. This is centralized or decentralized at unit levels. This is important for organization which has more than important for organization which has more than one unit located at different placesone unit located at different places..

To prescribe the degree of emphasis that To prescribe the degree of emphasis that would be placed on recruiting from inside would be placed on recruiting from inside

or outside the organization and different outside or outside the organization and different outside sources.sources. To provide the weightage that would be given to To provide the weightage that would be given to certain categories of people such as local certain categories of people such as local population, physical handicapped personnel, population, physical handicapped personnel, personnel from scheduled castes/tribes and other personnel from scheduled castes/tribes and other backward classes. It should also be provided how backward classes. It should also be provided how to deal with the cases of pressure candidates for to deal with the cases of pressure candidates for whose selection pressure is mounted from outside whose selection pressure is mounted from outside influential sources.influential sources. To specify the degree of flexibility with regard to To specify the degree of flexibility with regard to age, qualifications, compensation structureand age, qualifications, compensation structureand other service conditions.other service conditions.

To prescribe the personnel who would be To prescribe the personnel who would be involved in recruitment process and the role of involved in recruitment process and the role of HR department in this regard.HR department in this regard.

To specify the budget for meeting the To specify the budget for meeting the expenditure incurred in completing recruitment expenditure incurred in completing recruitment process.process.

Factors Affecting Recruitment Policy Factors Affecting Recruitment Policy & Programme& Programme : : There are two factors affecting recruitment policy There are two factors affecting recruitment policy and programme of an organization: and programme of an organization: External FactorsExternal Factors : : Nature of competition for human resourcesNature of competition for human resources Legal factorsLegal factors Socio – cultural factorsSocio – cultural factors External InfluencesExternal Influences

Internal ResourcesInternal Resources : : Organizational ImageOrganizational Image Size of OrganizationSize of Organization Types of personnel to be recruited Types of personnel to be recruited Past practicesPast practices

Recruitment ProceduresRecruitment ProceduresIt consists various activitiesIt consists various activities through which search through which search

of prospective personnel – both in quality and of prospective personnel – both in quality and quantityquantity – as indicated by HRP and job – as indicated by HRP and job description and job specification is made. description and job specification is made.

Recruitment Planning

Source of Recruitment

Contracting Source

Application Pool

To Selection Process

Evaluation And Control

Recruitment PlanningRecruitment Planning

It involves the determination of number of It involves the determination of number of applicants and types of applicants to be contacted.applicants and types of applicants to be contacted. Number of contactsNumber of contacts Types of contactsTypes of contacts

Source of RecruitmentSource of RecruitmentTwo sources of supplying manpower – Internal

Source and external source.Internal Sources: Internal sources may be of two

types : Present Personnel: Promoting & Transferring,

Overstaffing Personnel Referrals: Referrals from existing

personnel. External Sources: External sources are those

through which an organization makes contacts with prospective candidates, either directly or indirectly.

Methods of Contracting SourcesMethods of Contracting Sources

Based on Personnel to be RecruitedBased on Personnel to be Recruited1)Managerial/Technical Personnel1)Managerial/Technical Personnel AdvertisementAdvertisement InternetInternet Walk-insWalk-ins Campus – recruitmentCampus – recruitment Job FairsJob Fairs Consultancy FirmsConsultancy Firms Personnel ContactsPersonnel Contacts

2) 2) Operative PersonnelOperative Personnel Public employment exchangePublic employment exchange Labour UnionsLabour Unions Emloyee referralsEmloyee referrals Gate hir ingGate hir ing Labour ContractorsLabour Contractors

Based on Movement of the OrganizationBased on Movement of the Organization1)1) Direct MethodsDirect Methods AdvertisementAdvertisement Internet Recruit ingInternet Recruit ing Campus Recruit ingCampus Recruit ing Job FairsJob Fairs Personnel ContactsPersonnel Contacts Gate Hir ingGate Hir ing

2)2) Third Party MethodsThird Party Methods Consultancy FirmsConsultancy Firms Public Employment ExchangePublic Employment Exchange Labour UnionsLabour Unions Employee referralsEmployee referrals Labour Contractors.Labour Contractors.

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Evaluation of RecruitmentEvaluation of RecruitmentThe post action evaluation of a recruitment programme has The post action evaluation of a recruitment programme has

important implications for further recruitment important implications for further recruitment programmes.programmes.

1.1. Cost of salary and other perquisites of recruiters.Cost of salary and other perquisites of recruiters.2.2. Cost of advertisement or other recruitment methodsCost of advertisement or other recruitment methods3.3. Cost of producing, supporting literature.Cost of producing, supporting literature.4.4. Recruitment overheads and administrative expenses. Recruitment overheads and administrative expenses. The total recruitment programme should be evaluated in The total recruitment programme should be evaluated in

the lights of its objectives and costs involved. For this the lights of its objectives and costs involved. For this purpose, various qualitative and quantitative criteria can purpose, various qualitative and quantitative criteria can be developed to measure the effectiveness of a be developed to measure the effectiveness of a recruitment programmes.recruitment programmes.

• Type of organizational image that has been created in Type of organizational image that has been created in the minds of prospective candidates. the minds of prospective candidates.

• No. of applicants receivedNo. of applicants received• Number of applicants rejected at different stages of Number of applicants rejected at different stages of recruitment and selection process. recruitment and selection process. • Ratio of candidates selected or rejectedRatio of candidates selected or rejected• Ratio of candidates selected and candidates joinedRatio of candidates selected and candidates joined• No. of candidates joined and candidates retained over a No. of candidates joined and candidates retained over a period time, say six months or one year.period time, say six months or one year.• Performance of the candidates joined and remained with Performance of the candidates joined and remained with the organization.the organization.• Cost involved in recruiting programme.Cost involved in recruiting programme.