Job Analysis & Competency Modeling

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Job Analysis

• Why analyze jobs?

• What is a job?

• Job analysis

• The end result: the job description

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Why Analyze Jobs?

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EEO

Pay

Performance Management

Staffing

Training

Planning Job Analysis

What is Job Analysis?

• “The systematic process of collecting relevant, work-related information related to the nature of a specific job”

• Job analysis includes information about: – Tasks – Job skills or KSAOs – Physical setting and job demands – Performance behaviors

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Job Analysis: Purpose

• Describe the job as it is – Focus on “standard” or “adequate” level

of job performance

• Designed to support HR functions

• Level of analysis – Focus is on describing each job, one by

one

– Some aggregation to job families, but not necessary

• Type of information gathered – Can range from very general to very

specific

– Normally quite specific

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Job Analysis: Procedures

• Information gathered – Job tasks

– Job skills (KSAO’s)

– Performance behaviors (possibly)

• How gathered (by HR staff or operating managers) – Observation

– Interview

– Questionnaire

– Other documentation (industry materials, procedure manuals, etc.)

– O*Net

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Sample Job Tasks

• Provides information to patient or patient family members regarding diagnostic or care procedures or surgery.

• Maintains and repairs warehouse equipment, such as forklifts and pallet jacks.

• Determines caller needs and refers call to the appropriate department.

• Makes work assignments to employees and follows up to ensure work is completed on a timely basis.

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KSAOs

Knowledge: “An organized body of

information, usually of a factual or

procedural nature, which, if applied,

makes job performance possible.”

Knowledge of rules of spelling, grammar and punctuation as might be acquired through graduation from high school.

Skills: “The proficient manual,

verbal, or mental manipulation of

people, ideas, or things”

Skill in operating computer peripherals such as printers.

Abilities: “The present power to

perform a job function, to carry

through with the activity while

applying or using the associated

knowledge”

Ability to lift and move patients up to 250 pounds.

Other: Physical abilities, traits,

miscellaneous requirements.

Color vision; possession of a valid driver’s license

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What is a Job?

• Position – The collection of duties and

responsibilities held by a single incumbent

• Job – A group of positions with

generally similar duties and responsibilities

• Job families – Aggregations or groups of

similar jobs or occupations

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Job Families: Example

Secretarial

and Reception

Teller

Susan Smith

Purchasing

Determine total amount

of monthly insurance premiums

Verify and pay invoices

from temporary agencies

Calculate employee

wages from timecards

Ann Green

Human Resources

Ed Jones

Maintenance

Bookkeeper Budget Clerk

Accounting and

Bookkeeping

Shipping and

Warehouse

Clerical Jobs

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Job Analysis: End Results

• Narrative job descriptions

– Typically filed away and referred to only as needed

–Rarely updated or revised

• Statistical display (less frequently)

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Writing Job Descriptions

• Organizational information

• Job summary

• Job tasks

• Required KSAOs or minimum qualifications

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Organizational Information

• Identifying information useful for the organization: – Position and / or job title

– Job family

– Job code, salary grade

– Supervisor’s title

– Unit, department, location

– Date of description, approval

• Other information for HR purposes: – Interpersonal demands

– Supervision given /received

– Scope of responsibilities

– Physical demands

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Job Summary

• A brief statement giving the purpose of the job and its major responsibilities. It should be, at most, one to two sentences long, but should include enough information to distinguish this job from other jobs. The job summary should tell the reader the job's purpose; that is, why the job exists.

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The RN is responsible for providing

nursing care to patients admitted to the

unit, utilizing the nursing processes of

assessment, planning, implementation and

evaluation, in accordance with

professional standards and hospital

standards of patient care.

Job Tasks

• A terse, direct style, using the present tense, should be used.

• The statement should start with an action verb which describes an action required of the individual.

• Task statements normally should not include multiple action verbs unless the several actions are invariably performed together.

• Each item should refer to a "whole" task which "makes sense.”

• Statement terminology and vocabulary should be at the level of the intended users.

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Looking at Task Statements

• To clarify and evaluate task statements you should ask:

– Who is doing this action?

– What is the action?

– Who or what is the object of the action?

– Why is it being done?

– How is the action done?

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What is the action?

What is the object?

Why is it being done?

How is the action done?

Sorts

correspondence, forms, and reports

to facilitate filing them

alphabetically.

Moving From Tasks to Job Skills

• What is the difference between a good and a poor employee?

• Why can some employees perform the task better than others?

• Think of examples of good and poor performance; what made the difference?

• What does a person need to know to perform the task?

• If you were to hire an employee to perform the task, what would you look for?

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Fall 2008 Management 412 | Job Analysis Page 18

Writing Job Skill Statements

• Avoid simply restating the task statement

• Each statement must describe a separate skill

• When describing the degree of possession needed, be specific

• Avoid trait references

• Skills must be measurable

• Balance specificity and generality

• Avoid trivial skills

• Include the source of the skill when possible

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Job Skills vs. Minimum Qualifications

• Job skills – All KSAOs needed to perform job

– Some knowledge or skill may be acquired after incumbent begins job

• Minimum qualifications (MQs) – Only those KSAOs necessary to

begin the job

– Typically part of selection specifications

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Competency Modeling

• What is “competency modeling”?

• Why does it matter?

• Competency modeling vs. traditional job analysis

• Examples

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Competency Modeling

• Development of sets or groups of competencies

• Applied to all HRM activities

• In order to increase organizational effectiveness

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Competencies

Resourcing

Recruitment Through Competency based

Interviewing

Internal Transfers based on competency

assessment

Career Management

Managerial /Technical

Ladder

Horizontal Movements to

manage career

aspirations Performance

Management

System

Role/Band based Technical

& Behavioral Competency

Assessment/Development

Centre

People Movement

Promotions and transitions Across Band & Grade

Onsite-Offshore Rotation

Learning & Development

Competency based training

Business aligned leadership

development

Compensation and

Benefits

Competency based

pay

Reward for cross

skilling/enhancement

Competency Based Management System

Roots and Origins

• Traditional job analysis – Viewed by most as an unwanted

stepchild – Typically “owned” by HR – Necessary for HR activities, but no

linkage to overall organizational effectiveness

• Competency modeling – Idea of “core competencies” – More pressure on organizations to

develop HR tools to increase effectiveness

– Linkage between people and performance

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Competency Models: Purpose

• Collect information on knowledge, skills, and personal characteristics associated with high levels of performance

• Use information to support management of people (not just traditional HR functions)

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Defining Competencies

• “A knowledge, skill, ability, or characteristic associated with high performance on a job” (Mirabile, 1997)

• “A cluster of related knowledge, attitudes and skills that affect a major part of one’s job” (Parry, 1998)

• “A description of measurable work habits and personal skills used to achieve a work objective” (Green, 1999)

• “Measurable, occupationally relevant, and behaviorally based characteristics or capabilities of people” (Schippmann, 1999)

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Ice-berg Model

Behaviors: 3M Example

Competency: Global Perspective.

• Respects, values, and leverages other customs, cultures and values. Uses a global management team to better understand and grow the total business; bale to leverage the benefits from working in multicultural environments.

• Optimizes and integrates resources on a global basis, including manufacturing, research, and business across countries, and functions to increase 3M’s growth and profitability.

• Satisfies global customers and markets from anywhere in the world.

• Actively stays current on world economies, trade issues, international market trends and opportunities.

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Competency Models: General Approach

• Research based – Based on what is actually

done now – Closest to traditional job

analysis

• Strategy based – Where are we going and how

do we get there? – Linked to business strategy

• Values based – Based on intangibles – Danger of falling into vague

traits and styles

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Competency Models: Procedures

• Often begin with a pre-packaged or off-the-shelf package

• In some cases, it stops there……

• Better to begin with existing knowledge, then involve broad range of organization members in tailoring to the organization

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Competency Models: End Results

• Types of competencies – “Can-do” (time

management) – “Will-do” (learning to say

“No”)

• Information for: – Selection – Employee development

(individual and bench-strength)

– Performance management

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Good Competency Models….

• Are used • Rooted in company mission

and values (but are still measurable)

• Linked to core competencies • Use language and terms

understood throughout the organization

• Generalizable across occupational groups, yet specific enough to satisfy legal requirements

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Examples

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3M Inspiring Others

Positively affects the behavior of others, motivating them to achieve personal satisfaction and high performance through a sense of purpose and spirit of cooperation. Leads by example

AT & T Adaptability Keeps current in areas important to the business; is open to and invites ideas, new information, and diverse perspectives

FedEx Interaction Able to communicate with customers in a timely and helpful manner; give priority to the customers needs over all other aspects of work; thanks customer for the opportunity to serve

Dave Ulrich

Based on 10,000 individuals in 91 firms- HR Specific- used

by GE

Examples

• Knowledge of Business

• Delivery of HR Practices

• Management of Change

• Management of Culture

• Personal Credibility

Linkage to Organization Strategy and Core Competencies

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Competencies

(Required)

Work Activities Work Context

Organizational

Vision

Competitive Strategy

(Core Competencies)

Strategic Business

Initiatives

Source: Schippmann, 1999

The Future….

• Metacompetencies (Briscoe & Hall, 1999) – The competencies that allow a person to learn and

acquire more competencies – “Adaptability,“ or the ability to learn and change – “Self-Awareness”, or willingness to internalize and

use learning

• Increased methodological rigor and detail – For example, competencies by business unit

• Expert systems • Nowhere….

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Learning and sharing for Better Indonesia !

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