Recruitment and Placement
What is job analysis?
How can you use this tool in your organization?
Methods of job analysis
How it works
Real world example
Summary
“ Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the
organization (Edwin B. Flippo)”.
Recruitment and selection are the important tool kits for the
organizations to attract, obtain, and retain the quality
workforce Beer et al. (1984).
With the help of recruitment and selections the organizations
can find the talented and potential candidates. Organizations
have been striving to find the right persons for the right jobs at
the right place (Chaneta 2014, Breaugh 2008, Armstrong,
Taylor 2014, Robbins, DeCenzo et al. 2007, & Guest 1987).
A systematic approach to collect information about a
job such as tasks, responsibilities and the skills
required to perform those tasks
An important part of Human Resources (HR) planning
Provides information about jobs currently being done
and the knowledge, skills, and abilities that individuals
need to perform the jobs adequately( Decenzo and
Robbins, 2002)
Job means a group of related activities and duties
Position mean the different duties and responsibilities
performed by only one employees
Family job means A group of individual jobs with similar
characteristics
Job specification means Statement of the needed knowledge,
skills, and abilities of the person who is to perform the job
Job description means Statement of the tasks, duties, and
responsibilities of a job to be performed
Job analysis assists HR in determining:
Necessity of the job
Equipment needed
Skills required
Supervision
Working conditions
Management/employee interaction
Recruiting
Keyword searches on resumes that match job requirements
Selection
Appraisal
Salaries and Incentives
Training and Development
The HR department can use job analysis in the recruitment
process to target applicants who are qualified for the job.
They can use key words to search for items that match the
job description.
In the selection process, applicants are given tests, such as
personality tests, that help recruiters select the appropriate
applicant for the job.
Salaries can be set according to the level of skills involved
with the job.
Job analysis also helps to determine the amount and types
of training that will be required. If skill gaps are apparent
after doing the analysis, training programs can be
instituted to correct the problems.
*DeCenzo and
Labor Relations Recruiting Selection Robbins, p.
145
Safety and Strategic HR
Health Job Analysis Planning
Job Description
Employee
Compensate Job Specifications Training
Performance Career Development Employee
Appraisal Development
What is analyzed?
Work activities
Working conditions
Supervisors
Location
Schedule
◦ Machines and equipment
Job analysis is not only important to determine the
activities performed in the job itself, but also to determine
what kind of conditions the employee will have to work in,
and whether these conditions would be able to
accommodate a person with a handicap, etc. This way the
company could avoid discrimination lawsuits and be in
compliance with the Americans with Disabilities Act.
Who is involved in the job analysis?
Management
Supervisors
Job analysts
Job incumbent
Unions
Consultants
Job analysis is nothing but an Career
accurate recording of the activities
Occupation
involved. For these recording we
are simply gathering information to Job Family
specific job attributes. The Job
hierarchy of JA Info are shown
beside: Position
Duty
Task
Element
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Job analysis is nothing but an accurate recording of the
activities involved. For these recording we are simply
gathering information to specific job attributes. These
attributes are as follows:
◦ Element: A job element is the smallest unit into which work
can be divided. Ex-Scanning picture
◦ Task: A Distinct work activity carried out for a distinct
purpose. Ex- preparing lecture, typing letter
◦ Duty: Is a number of tasks. Counseling students is a duty for
instructor
◦ Position: Refers to one or more duties performed by one
person in an organization. Individual employee can hold a
position.
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◦ Job: Job is a type of position within the organization. Example: Astt.
Professor, Professor.
◦ Job Family: Group of two or more jobs that either call for similar worker
characteristics or contain parallel work tasks. Manager, Sales and Manager,
marketing may be a job family
◦ Occupation: Is a group of jobs found across organization. Accountant, Lift
man etc.
◦ Career: Sequence of positions, jobs, or occupations that a person has over
his or her working life.
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Position Description
Identification Essential Functions and Duties
Job title Lists major tasks, duties and
Reporting relationships responsibilities
Department Others:
Location Signature of approvals
Date of analysis
Working Condition
General Summary
Hazards
Describes the job’s distinguishing
responsibilities and components
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Job Title
Job Description
1. Title. Job Identification
2. Statement.
3. Essential Functions.
1. XXX
2. XXX
3. XXX
4. XXX Essential
4. Specifications. Functions
1. XXX
2. XXX
3. XXX
4. XXX
Job Specifications
3-19
Qualification Standard
Qualification standards for occupations in the Federal government.
1. General Schedule positions - The Office of Personnel Management (OPM)
Operating Manual for Qualification Standards
2. Trades and Labor Occupations - Handbook X-118C Job Qualification System
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Qualification Standard
Outline the necessary basic eligibility qualification requirements for a particular
occupation or a group of occupations.
Specifies the minimum quality level and amount of experience required
Often allows education to substitute for lack of experience.
Used to evaluate internal and external candidates' qualifications for positions.
Used to eliminate those persons who are not eligible for further consideration
because they fail to meet the "basic" requirements for the occupation.
Does not, in and of itself, identify the criteria for determining the "best qualified"
candidate.
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Qualification Standard
Qualification requirements for basic eligibility may include, but is not limited to any
or a combination of the following:
General and/or specialized experience
High school education
Vocational/technical training
College/university education (e.g., formal degrees)
Specific major fields or courses of study
Specific registrations, licensure, or certifications
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Observation
Interview
Individual
Group
Questionnaires
◦ PAQ
Diary
Technical Conference
Critical Incident Technique
Observation Method
Analyst observes incumbent
Directly
Videotape
Useful when job is fairly routine
Workers may not perform to expectations
If the observation method is used to analyze
a job, then all tasks involved with that job
must be observable within a certain amount
of time. Thus, jobs such as managerial
positions are difficult to observe using this
method. Also, if the workers are aware that
they are being observed, they may feel
under pressure and will not perform their
tasks to their actual capabilities
Interview Method
Individual
Several workers are interviewed individually
The answers are consolidated into a single job analysis
Group
Employees are interviewed simultaneously
Group conflict may cause this method to be ineffective
Questionnaires
Employees answer questions about the job’s tasks and
responsibilities
Each question is answered using a scale that rates the
importance of each task
Questionnaires (ctnd.)
Position Analysis Questionnaire (PAQ)
A structured, behavioral questionnaire
194 items in 6 categories
Information input
Mental processes
Work output
Relationships
Job context
Other characteristics
Diary Method
Employees record information into diaries of their daily
tasks
Record the time it takes to complete tasks
Must be over a period of several weeks or months
Critical Incident Technique (CIT)
Takes past incidents of good and bad behavior
Organizes incidents into categories that match the job they are
related to
Involves 4 steps
CIT steps
Brainstorm and create lists of dimensions of job behaviors
List examples of effective and ineffective behavior for each
dimension
Form a group consensus on whether each incident is
appropriately categorized
Rate each incident according to its value to the company
Conducting the job analysis
Know the purpose
Gather Information about jobs to be analyzed
Books
Charts
Trade union literature
Government agency literature
Use employee input
Conducting the job analysis (ctd,)
Choose an efficient method of collecting information
Gather information from employee/supervisor about the job
Draft a job description
Obtain supervisor approval
Job analysis is an effective approach to gathering
information about jobs
There are 6 popular techniques to conducting job analyses
Job analysis is directly related to nearly every function of
Human Resource departments in organizations
Cascio, Wayne F. Managing Human Resources. New York:
McGraw-Hill, Inc., 1992.
DeCenzo, David A. and Stephen P. Robbins. Human
Resource Management. New York: John Wiley & Sons,
1999.
Gomez-Mejia, Luis R. and David B. Balkin. Managing Human
Resources. Upper Saddle River: Prentice- Hall, Inc., 2001.
U.S. Department of Labor. Dictionary of Occupational Titles,
4th ed. Revised (Washington, D.C.: Government Printing
Office, 1991), p. xix.