A Prelude to Recruitment

and Placement

JOB ANALYSIS
 The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it is called JOB ANALYSIS.

Job Description:

A list of Job’s duties, responsibilities, reporting relationships,

working conditions and supervisory responsibilities-one
product of a job analysis.

Job Specification:
A list of Job’s human requirements i.e. requisition of
education, skills, personality and so on-another product
of job specification.
JOBS: ANALYZE, DESCRIBE AND PROVIDE SPECIFICATIONS

•Determining duties and skills

•Listing job duties, responsibilities,

reporting, conditions, supervision

•“Human requirements”
NATURE OF JOB ANALYSIS
The information we need to collect is
about-

1. Work activities
2. Human behaviors
3. Machines, tools, equipment and work aids
4. Performance standards
5. Job context
6. Human requirements
USES OF JOB ANALYSIS INFORMATION

Job Analysis

Job Description
and
Job Specification

Recruiting and Performance Job Evaluation— Training

Selection Appraisal Wage and Salary Require
Decisions Decisions ments
(Compensation)
USES OF JOB ANALYSIS INFORMATION

1. Recruitment and selection

2. Compensation
3. Performance Appraisal
4. Training
5. Discovering unassigned duties
STEPS IN JOB ANALYSIS

1. Decide how to use the information

2. Review relevant background
information
3. Select representative positions
4. Conduct the analysis
5. Verify with the worker and
supervisor
6. Develop a job description and job
specification
METHODS OF COLLECTING JOB ANALYSIS INFORMATION

1. The interview

2. Questionnaire

3. Observation

4. Participant diary/logs
COLLECTING JOB ANALYSIS INFORMATION

 Joint effort between

HR, the worker and the
supervisor

 “SME’s” (Subject
Matter Experts)
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
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.
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?
GUIDELINES

•Careful selection of workers

•Quickly establish rapport
•Follow a structured guide
•Ask workers to make a list of duties in
order of importance and frequency of
occurrence if the duties are not
performed.
•Review and verify the data.
QUESTIONNAIRES
PORTLAND STATE UNIVERSITY
POSITION 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 . . .
 
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 Contacted How Purpose How 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.
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
OBSERVATION

 Observation may be
combined with interviewing
 Take complete notes
Talk with the person being
observed – explain what is
happening and why
Ask questions
DIARIES AND LOGS

 Time-consuming
 Self-reporting
 Remembering what
was done earlier
 Can use dictating
machines
FUNCTIONAL JOB ANALYSIS

 Used beginning in the 1940’s

 Seven scales to describe what workers do
in jobs:
(1) Things
(2) Data
(3) People
(4) Worker Instructions
WRITING JOB DESCRIPTIONS

1. Job Identification
2. Job Summary
3. Relationships
4. Responsibilities and Duties
5. Standards of Performance
6. Working Conditions and
Physical Environment
SAMPLE JOB DESCRIPTION
JOB IDENTIFICATION

 Title
 Fair Labor Standards Act (FLSA)
 Date
 Approvals
 Supervisor’s title
 Salary
 Grade level
JOB SUMMARY

 General nature
 Major functions or
activities
 Includes general
statements
 RELATIONSHIPS

Works with all V ic e P r e s id e n t

department managers E m p lo y e e R e la tio n s
and executive Works with
management employment
H um an R e s o urce agencies,
D ir e c to r recruiters, union
reps, state and
D e p a rtm e n t H u m an R e s o u rce federal agencies,
S e c re ta ry C le r k vendors

Test L a b o r R e la tio n s
A d m in is tr a to r M anager
RESPONSIBILITIES AND DUTIES

 Examples
 Establishes marketing goals to ensure share of
market
 Maintaining balanced and controlled inventories
 Defines the limits of job holder’s authority
 Purchasing authority
 Discipline
 Interviewing and hiring
STANDARDS OF PERFORMANCE - EXAMPLE

Duty: Meeting Daily Production Schedule

 Work group produces no fewer than 426 units
per working day
 Next workstation rejects no more than an
average of 2% of units
 Weekly overtime does not exceed an average of
5%
WRITING JOB SPECIFICATIONS

 What human traits and experience are

required to do the job well?
 Specifications for trained versus untrained
personnel
 Specifications based on judgment
 Specifications based on statistics
JOB RELATED BEHAVIORS

 Industriousness
 Thoroughness
 Schedule flexibility
 Attendance
 Off-task behavior
 Unruliness
 Theft
STATISTICS AND JOB ANALYSIS

 Analyze job
 Select personal traits
 Test
 Measure subsequent job
performance
 Statistically analyze
relationship between trait and
performance
JOB ANALYSIS – A PRACTICAL
APPROACH

1. Decide on a plan
2. Develop an organization chart
3. Use a job analysis questionnaire
4. Obtain lists of job duties
5. Compile the job’s human elements
6. Complete your job description
STEP 1: DECIDE ON A PLAN

 Broad outline
 What do you expect your sales revenue to be
next year?
 What products will you emphasize?
 Internally, what will expand, reduce,
consolidate or grow
 What new positions will you need?
STEP 3: USE A JOB
ANALYSIS QUESTIONNAIRE

JOB ANALYSIS
Job Title:
Description of the Job:

Standards for Conditions for

Tasks Tools Used
Performance Performance
 CONTENT ANALYSIS

Subject Area Title:

Content Description and Relevant Definitions:
 

Standards for Conditions for

Tasks Tools Used
Performance Performance
OBTAIN LISTS OF JOB DUTIES

 Find the description of a retail salesperson

 Then, complete Step 5: Compiling the job’s
human requirements and Step 6: Completing
your job description.
SPECIALIZED TO ENLARGED JOBS

 Job Enlargement = same-level activities

 Job Rotation = moving from one job to
another
 Job Enrichment = redesigning to experience
more responsibility, achievement, growth
and recognition
DEJOBBING

Broadening the responsibilities of the company’s job and

encouraging employees not to limit themselves. The reasons
are-
•Flatter organizations
•Work teams
•Boundary less organization
•Reengineering