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Assignment

Of

Human Resource Management (512)

Topics: Competency Based Job Analysis

Submission Date: 08.06.2013

Submitted To:

Dr. Serajul HoqueProfessor, Department of Marketing,

Faculty of Business Studies

Dhaka University

Submitted By:

Shakib Shoumik HaqueID: 41119026, 19

thBatch,

Department of Marketing, EMBA

Dhaka University



Competency Based Job Analysis

1.

IntroductionThe job analysis process allows employers to better determine which positions within their

company are effective in their current state and which are in need of overhauling. When a

company performs a job analysis, they analyze the job position -- not the quality of the

worker who fills the position - determining if the current duties connected to it are

appropriate or if they need revamping.

2. Competency Definition

Competency is the combination of knowledge, skills, abilities, values and interest. The use of the term competency as applied to the world of work is most commonly thought to have been

first used by David McClelland, a psychologist in the early 70s. At that time, he argued that

conventional tests of intelligence and abilities did not predict job performance or success in

life and that they were biased against different groups. He invited the term competencies to

overcome these defects, suggesting that they made possible the development of valid and

unbiased predictors of performance. His approach included interviewing superior performers,

identifying what they did differently from average performers and using the competencies

identified for selection purposes. Competencies included motivation such as achievement,

orientation, traits and specialized knowledge or skills.

3. Job analysis

Job analysis is the basic and important part of human resource management (HRM). It covers

the job analysis activity under the sub process of human resource planning. Job analysis is

conducted after work-force analysis and availability analysis. It also indicates what activities

and accountabilities the job entails. It is an accurate recording of the activities involved.

Every job is multifaceted and there are several methods in preparing job analysis. Most

organizations prepare job analysis, statements of performance and expectations of employee

at floor and at the managerial level. The content of these statements varies considerably from

one company to another, depending in large part on the uses to which the information is put.

People performing a job may be observed and questioned. Various training manuals and other

job-related materials may be made available to job holders, supervisors, and others who are

knowledgeable may be interviewed or asked to complete written questionnaires. On occasion,

photographs and films of the work, examination of tools and equipment, and actual

performance of the job is analyzed by a job analyst.



4. Competency Types

Competencies can fit into an assortment of different categories. Common competencies

include oral communication skills; a competency that would be highly important for someone

for whom making presentations was a requirement. Customer service is another common

workplace competency, particularly when the position involves dealing in a face-to-facemanner with customers.

5. Job Analysis Process

During the job analysis process, competencies are ranked from most to least important.

Generally after identifying the competencies, those conducting the job analysis rank each

competency and use these rankings to determine which competencies the individual who

holds the position must possess and which are more optional in nature and, as a result, are

simply preferable, not completely requirements.

6. Purpose

Companies can elect to perform job analysis for an assortment of reasons. The most common

reason a company may elect to perform an analysis of this type is to determine if duties that

an individual who holds a certain position currently has should be tied to this position or if,

instead, they should be attached to another position. For example, if a job analysis shows that

the person who holds a set position doesn't necessarily need to possess customer service

skills, duties that involve dealing directly with customers may not be appropriate for theindividual who holds this job.

7. Why Use Competency Analysis?

There are three reasons to describe jobs in terms of competencies rather than duties.

First, traditional job descriptions with their lists of specific duties may actually backfire if a

high performance work system is the employee’s goal. The whole thrust of these systems is

to encourage employees to work in a self-motivated way, by organizing the work aroundteams, by encouraging team members to rotate freely among jobs (each with its own skill set)

by pushing more responsibility for things like day-to-day supervision and by organizing work

around projects or processes in which jobs may blend or overlap. Employees here must be

enthusiastic about learning and moving among jobs. The important thing is to ensure that

each worker has the skills he or she needs to more among the jobs.

Second, describing the job in terms of the skills, knowledge, and competencies the worker

needs to be more strategic. For example, Canon’s strategic emphasis on miniaturization and

precision manufacturing means it should encourage some employees to develop their

expertise in these two strategically crucial areas.



Third, measurable skills, knowledge, and competencies are the heart of any company’s

performance management process. As at Canon, achieving a firm’s strategic goals means that

employees must exhibit certain skills and competencies. Performance management means

basing employees training, appraisals, and rewards on fostering and rewarding the skills andcompetencies he or she needs to achieve his or her goals. Describing the job in terms of skills

and competencies facilitates this.

8. Examples of Competencies

In practice, managers often write paragraph-length competencies for jobs, and organize these

into two or three clusters. For example, the job’s required competencies might include

general competencies such as reading, writing, and mathematical reasoning, leadership

competencies such as leadership, strategic thinking, and teaching others and technicalcompetencies which focus on the specific technical competencies required for specific types

of job and/or occupations.

9. Illustrations

Some technical competencies for the job of systems engineers might include the following:

1. Design complex software applications, establish protocols, and create prototypes.

2. Establish the necessary platform requirements to efficiently and completely

coordinate data transfer.3. Prepare comprehensive and complete documentation including specifications, flow

diagrams, process patrols, and budgets.

Similarly, for a corporate treasurer, technical competencies might include:

1. Formulate trade recommendation, by studying several computer models for currency

trends, and using various quantitative techniques to determine the financial impact of

certain financial trades.

2. Recommend specific trades and when to make them.

3. Present recommendations and persuade others to follow the recommended course of

action.

10. Conclusion

A competency is a measurable skill. In the job analysis process, a competency is a specific

and measurable quality that an individual who performs a role must possess. Generally,

identifying the competencies tied to each job is the first step in the job analysis process.

Often, both the individual who currently holds the job as well as the people who oversee the

worker within the position work together to determine which competencies are necessary for success in the position.