JOB ANALYSIS

Group 6
HUMAN RESOURCE MANAGEMENT
 CONTENTS
I. INTRODUCTION TO JOB ANALYSIS
1. Talent management process& why JA is necessary
2. Definition and Uses of JA
3. Steps to conduct JA
II. METHODS FOR COLLECTING JA INFORMATION
1. Interview + observation + diaries/logs
2. Questionnaires
3. Quantitative JA Techniques & Electronic JA Methods
III. JOB DESCRIPTION & JOB SPECIFICATION
1. Job descriptions
2. Job specification
IV. HOW JA IMPROVE PERFORMANCE 2
 HUYNH QUANG THINH

TALENT MANAGEMENT Process &

Why Is JOB ANALYSIS Necessary?

3
 INTRODUCTION TO JA

TALENT MANAGEMENT PROCESS

Orient, train
and develop
Decide what 1 6
position to fill
Pool of job
2 Decide 7 Appraisal
applicants 5 whom to
3 make offer 8

Obtain Compensation
4
applicant forms
Use selection
tools 4
INTRODUCTION TO JA

TALENT MANAGEMENT PROCESS

We will define talent management as the

holistic, integrated and results and goal-
oriented process of planning, recruiting,
selecting, developing, managing, and
compensating employees.

5
INTRODUCTION TO JA

WHY JOB ANALYSIS IS NECESSARY?

6
NGUYEN THI KIM THOA

DEFINITION & USES OF JA

7
INTRODUCTION TO JA

DEFINITION OF JA

8
JOB ANALYSIS
DEFINITION

The procedure for determining the

duties and skill requirements of a job
and the kind of person who should
be hired for it.

9
 JOB ANALYSIS
Job
Analysis

Job
Job Descriptions
Specifications
A list of what What kind of people
the job entails to hire for the job
10
INTRODUCTION TO JA

DEFINITION OF JA

Machines, tools,
Work Human
equipment, and
activities behaviors
work aids

Types of information collected

via Job Analysis

Performance Job context Human 11

standards requirements
INTRODUCTION TO
JA RECRUITMENT AND SELECTION
Help managers decide what sort of people to recruit and hire

EEO COMPLIANCE
Validate all major human resources practices
PERFORMANCE APPRAISAL
Managers use to learn what these duties and standards are

COMPENSATION
Assessed through job analysis

TRAINING
Pinpoint what training the job requires
12
Le Dang Minh Thu
6 STEPS TO CONDUCT A JA

13
INTRODUCTION TO JA

6 STEPS TO CONDUCT A JA

Decide How You Review Relevant Select

01 Will Use the 02 Background Information 03 Representative
Information About the Job, Such as Positions
Organization Charts and
Process Charts.

Actually Analyze Verify the Job Analysis Develop a Job

04 the Job 05 Information with the 06 Description and
Worker Performing the Job Job Specification.
and with His or Her
Immediate Supervisor
14
STEP 1
DECIDE HOW YOU WILL USE THE
INFORMATION
Data collection techniques:
Interviewing the employee (good
for writing job descriptions)
Position analysis questionnaire
(compare jobs for compensation
purposes) 15
 STEP 2
REVIEW RELEVANT BACKGROUND INFORMATION
ABOUT THE JOB, SUCH AS ORGANIZATION
CHARTS AND PROCESS CHARTS
Organization chart

A chart that shows the organization-wide Process chart

distribution of work, with titles of each
position and interconnecting lines that
show who reports to and communicates A workflow chart that shows the
with whom.
flow of inputs to and outputs
from a particular job.

16
STEP 3
SELECT REPRESENTATIVE
POSITIONS
Select a sample of
positions to focus on

For example, it is usually

unnecessary to analyze the
jobs of all the firm’s 200
workers; instead a sample
of 10 jobs will do.

17
STEP 4
Spending about 15
ACTUALLY ANALYZE THE Briefly explaining
the job analysis
minutes interviewing
the employee to get
JOB process and the agreement
participants’ roles on a basic summary
of the job

Identifying the
Greeting ACTUAL JOB job’s broad areas
each job holder ANALYSIS of responsibility

Interactively
identifying specific
duties/tasks
within each area
18
STEP 5
VERIFY THE JOB ANALYSIS
INFORMATION WITH THE WORKER
PERFORMING THE JOB WITH HIS OR
HER IMMEDIATE SUPERVISOR

This will help confirm that the

information is factually correct
and complete and help to gain
their acceptance.

19
 STEP 6
DEVELOP A JOB DESCRIPTION
AND JOB SPECIFICATION
Job Specification

The personal qualities, traits, skills, and

Job Description background required for getting the job
done.

Duties, activities, and responsibilities

Its important features, such as working
conditions

20
PHAN THI HOAI THUONG
METHODS FOR COLLECTING JOB ANALYSIS
INFORMATION
“ If youany
don’t know where you’re going,
road will get you there.
”
Lewis Carroll
21
METHODS FOR COLLECTING JA INFORMATION

3 BEFORE CONDUCT INFORMATION COLLECTING METHODS

THINGS TO BEAR IN MIND

Job analysis is a Make sure the Combination can

01 joint effort
02 everything is clear 03
help

22
THE FIRST METHOD Direct observation is especially useful when jobs
consist mainly of observable physical activities.
OBSERVATION However, observation is usually not appropriate when
the job entails a lot of mental activity (lawyer, design
engineer).

23
THE FIRST METHOD

OBSERVATION
PROS AND CONS

PROS CONS
Not appropriate
Initial viewpoints
for many JD

24
THE SECOND METHOD
THE INTERVIEW
Managers may conduct individual
interviews, group interviews,
and/or supervisor interviews with
one or more supervisors who
know the job.

25
THE SECOND METHOD
THE INTERVIEW

“JA information collection” vs

“Efficiency evaluations”

26
THE SECOND METHOD
THE INTERVIEW
It includes questions regarding
matters like the
general purpose of the job;
supervisory responsibilities; job
duties; and education,
experience, and skills required.

27
THE SECOND METHOD
THE INTERVIEW
Typical interview questions:
What is the job being performed?
What exactly are the major duties
of your position?
What physical locations do you
work in?

28
THE SECOND METHOD
THE INTERVIEW
Typical interview questions:
What are the education,
experience, skill, and [where
applicable] certification and
licensing requirements?
In what activities do you
participate?

29
THE SECOND METHOD
THE INTERVIEW
Typical interview questions:
What are the basic
accountabilities or performance
standards that typify your work?
Are you exposed to any hazards
or unusual working conditions?

30
THE SECOND METHOD

THE INTERVIEW
PROS AND CONS

PROS CONS
Distortion of
Simple & quick
information

31
THE THIRD METHOD

PARTICIPANT DIARY/LOGS
Another method is to ask workers to keep a diary/log; here for every
activity engaged in, the employee records the activity (along with the
time) in a log.

32
THE THIRD METHOD

PARTICIPANT DIARY/LOGS
PROS AND CONS

PROS CONS
Detailed and lively Distortion of
information information

33
LE NGUYEN HOAI THUONG

QUESTIONNAIRES ANALYSIS
SAMPLE OF QUESTIONS

34
 QUESTIONNAIRES?

• Interviewees fill out questionnaires to describe

their job duties and responsibilities

• Interviewer use structured checklists to ask

interviewees
35
 Pros when letting candidate
fill out by themselves

• Obtain information from a large number of

employees quickly -> Get shortlists

• Less costly than interviewing hundreds of

interviewees
36
 Questionnaire Guide: 3 main rules

• ONLY ask for information serving as a basis for

the hiring decision

• Know how the information will be used

• Questions are behavioral-based

37
QUESTIONNAIRES

SAMPLE SET OF QUESTIONS

General Questions
Background Review
01 02 Initiative
Application/Resume Handle Tasks, Working
Educational Background attitude, Responsibilities,
Employment Background Problem Solving

03 Stress Tolerance 04 Soft Skills

Planning and Organizing,
Work with teammates, how
Communication Skills,
to deal with stress, …
Teamwork, Leadership, … 38
39
QUESTIONNAIRES

SAMPLE SET OF QUESTIONS

Technical or Position Specific

Experience
01 02 Expectation
Achievements, Expectation of both
Performance interviewees and
Difficulties companies

40
 TRAN THI HUONG THU

QUANTITATIVE JOB
ANALYSIS TECHNIQUES

41
QUANTITATIVE JOB
ANALYSIS TECHNIQUES
Why?
Qualitative methods like
interviews and questionnaires
are not always suitable.

When?
When your aim is to assign a
quantitative value to each job
so the jobs can be compared for
pay purposes.
42
 Quantitative Job Analysis
Techniques
SUBTITLE EXAMPLE
SUBTITLE EXAMPLE

The Position The Department

of
Functional Job
Analysis
Labor Approach Analysis
Questionnaire
SUBTITLE EXAMPLE

43
 Quantitative Job Analysis Techniques
POSITION ANALYSIS QUESTIONNAIRE
Position analysis
questionnaire (PAQ) is
a JA questionnaire that
evaluates job skill level and
basic characteristics of
applicants for a set match of
employment opportunity.
DEPARTMENT OF LABOR (DOL) PROCEDURE
Department of Labor
Procedure (DOL) is a
standardized method for
rating, classifying,
and comparing virtually every
kind of job based on data,
people, and things.
44
POSITION ANALYSIS 1
5
QUESTIONNAIRE Having Decision-
Making/Communica Processing
tion/Social
Information
Consists of a questionnaire Responsibilities
containing 194 items
represent a basic element
that may play a role in the 4
POSITION ANALYSIS
job. 2 QUESTIONNAIRE

Performing Operating
Skilled Vehicles/
Activities Equipment
3

Being Physically
Active
45
 DEPARTMENT OF LABOR (DOL)
PROCEDURE
Aims to provide Rate each job in A set of basic
a standardized terms of what activities called
“worker
01 method by 02 an employee 03 functions”
which different does with
describes what a
jobs can be respect to data,
worker can do
quantitatively people, and with respect to
rated, classified, things. data, people, and
and compared. things.

46
 Example:

Each task that the worker performed

would be analyzed in terms of data,
people, and things.
41%

Thus, “coordinating” is 1, whereas 52%

“copying” is 5
If you were analyzing the job of a
receptionist/clerk, for example, you
might label the job 5, 6, 7, which
would represent copying data,
speaking-signaling people, and
handling things.
The highest combination (say 4, 6, 5) would be
used to identify the job, since this is the highest
level that a job incumbent would be expected to
attain.
93%
47
Sample Report based on
department of labor Job
analysis technique
The manager can then
present a summary of the
job along with its 3-digit
rating on a form such as
in this form.

48
 FUNCTIONAL JOB ANALYSIS (FJA)
The levels are used to identify and compare
important elements of jobs given in the
Dictionary of Occupational Titles (DOT), a Performance
standardized data source provided by the federal
government.
standards

Goals of the Training

organization content
Final Goal
Level & orientation
What workers do to
achieve those goals in of what workers do
their jobs
49
Electronic Job
Analysis Methods

50
 NGUYEN TRI THIEN

ROLES & STEPS FOR CONDUCTING

JOB DESCRIPTION

51
Roles of Job Description (JD)

DEFINITION
A document that provides information
related to the specific task, tasks and
responsibilities of the job

A description of the tasks

that make up the job
52
Roles of Job Description (JD)

DEFINITION

EMPLOYER
EMPLOYEE Supervise the
work process &
Understand what Evaluate the
the company is results of those
expecting from activities
them
53
Roles of Job Description (JD) EMPLOYER
DEFINITION
General

EMPLOYEE
Communication Commitment

Expected Roles Felt Roles Accepted Roles

Clearly defined roles

Clearly allocated responsibilities 54
 STRUCTURE

JOB
DESCRIPTION
KPIs

Evaluating Job Evaluation of

Organization Business
Position Performance

Compensation
&Benefits

Human Resources Development

Future 55
Roles of Job Description (JD)

USES
Job description is a functional foundation in HRM.
1. Resource planning
2. Follow up plan
3. Recruitment
4. Training and development
5. Wages and benefits
6. Evaluation of performance
56
 Roles of Job Description (JD)

STEPS Synthesize information

to create a JD
5
Approve &
Understand the promulgate the
Collect
1 organizational 6
official
information
structure 4
application
related to job
2 placement

Determine the
3
functions & duties
of the dept. Determine the tasks of
the job placement 57
NGUEYN DINH MINH THU

WRITING A JOB
DESCRIPTION

58
Job Description (JD)

CONTENT
Job Responsibilities
01 identification 02 Job summary 03
and duties

04 Authority of 05 Standards of 06 Working

incumbent performance conditions

Job
07 specification

59
Job Description (JD)

CONTENT | Responsibilities & Duties

Plan–do–check–act Cycle (PDCA)

The is a four–step model for carrying out change
60
Job Description (JD)

EXAMPLE FOR PDCA

Recruitment Executive:
Plan:

Do:

Check:

Act:

61
 Job Description (JD)

Relationships
REPORT TO SUPERVISE WORKS WITH OUTSIDE THE
COMPANY

62
RACI Matrix

63
Job Description (JD)

USES OF RACI Matrix Analysis

1. Find overworked employees

2. Organize processes

3. Assign projects more effectively

4. Document and visually capture the roles

5. Assign new employees to processes

6. Get new employees up to speed quickly 64
 HONG KIM THOA

JOB SPECIFICATION
Basic Concepts
& Writing Example

65
 JOB SPECIFICATION
DEFINITION
Definition
Purpose
Statement with minimum eligibility Expresses what an applicant must possess
requirements for performing particular job for getting selected

List Out Comprises of

Educational qualifications, experience,
Employee's qualification, skills, knowledge, age, abilities,
skills and abilities work orientation factors

Prepared from Describes

Job Description Job Holders

66
 JOB SPECIFICATION

ADVANTAGES
Better-defined requirements =>
easier to recruit and train. Practice
same tasks => Increased proficiency

Utilize best skills of employees =>

Better efficiency in work

Ease to substitute labour => less

pressure and low wage

Conformity in final product or

service. Different tasks performed
concurrently
67
 JOB SPECIFICATION
VARIED TYPE OF PERSONNEL
TRAINED PERSONNEL
● Straightforward writing methods
● Tend to focus on factors such as previous job
performance and experience, relevant
training
UNTRAINED PERSONNEL
● More complex with the intention of on-job
training
● Specify qualities such as physical traits,
personalities, interests or sensory skills
potentially perform this job and trainability
68
 JOB SPECIFICATION
BASED ON JUDGEMENT
Education, intelligence,
training and the like to
perform the job well? ● Simply reflect the educated guesses of supervisors
or HR manager. Don’t ignore common senses and
applied behaviours for any jobs

● Attendance, Initiatives, Self development, High

integrity and Empower others

69
70
BUI MINH THU

HOW JOB ANALYSIS

IMPROVE PERFORMANCE

A WORKER-EMPOWERED WORLD
COMPETENCY-BASED JOB ANALYSIS

71
WHAT IS A
WORKER-EMPOWERED
WORLD?

72
 JOB DESIGN

JOB ENLARGEMENT JOB ROTATION JOB ENRICHMENT

assigning workers moving workers redesigning jobs that
additional same- from one job to increases feelings of
level activities. another responsibility,
systematically. achievement, growth,
and recognition.
73
 Competency-Based
Job Analysis
Describing the job in terms of measurable,
observable, behavioral competencies that an
employee doing that job must exhibit to do the
job well.
To support a high-performance work system.
To create strategically-focused job
descriptions.
To support the performance management
process in fostering, measuring, and rewarding
74
 CASE STUDY
You are an HR employee of a new
company. You are assigned to prepare
Job analysis and Specifications of
many staff positions within your
company.
You decided to interview the leaders
about these positions first, then at
least one employee of the same
position later.
You have finished and submitted
these Specifications to your manager.
However, he sent you a feedback,
saying that many leaders and
managers disagreed with the Job
descriptions that you indicated.
Is the interview plan the right
method? Why or why not?
Should the plan be changed and if so,
in which way?
75
 INTERVIEW PLAN

Done!

Set a Meeting
with the Team/ Write Job
Department Specifications
accordingly

Discuss about
current
responsibilities
of each member
Consolidate all
information
76
THAT´S ALL

THANK YOU!
77