JOB ANALYSIS

The college uses the Classification System to assess roles. Trained evaluators assess role
statements for positions considering objective and verifiable information about the actual
requirements of a job, and the skills and competencies required to meet the local area and college’s
needs.

The accurate analysis of jobs supports our recruitment and selection practices, sets standards for
performance appraisals and allows appropriate classification / reclassification of positions.

 Key Factors:-

A variety of methods are used to determine essential duties, tasks and responsibilities.

Comparing the skills possessed by employees with the results of job analysis can greatly assist in
workforce planning strategies and restructuring or redesigning jobs to reflect the requirements of
the local area and / or institute-wide changes.

Task Identity

In creating roles, the overall duties are considered to ensure a reasonable balance of responsibilities
and tasks so that the role is appropriately challenging and interesting. The optimum amount of
variety will differ from person to person and could depend on the level of the position.

Responsibility

Employees feel responsible for a significant part of the work they perform, either individually or
as part of a team. Work is to be clearly identified enabling employees to see that they are personally
responsible for the successes and failures that occur as a result of their own actions.

Autonomy

This goes hand in hand with responsibility. Employees have some areas of decision making within
the framework of their job. Autonomy means giving more scope to employees to regulate and
control their own work.
Work Environment

A job that provides a safe and healthy working environment that is free from discrimination and
harassment is motto of our college. It is also important to consider the types of work aids and
equipment required to perform the role.

Recognition and Support

Employees need jobs that contribute to self-respect, particularly through acceptance and
recognition by fellow workers and supervisors. At PGC Jobs are permitting relationships between
individuals and encourage team work; otherwise the employee can feel isolated which may result
in negative feelings about their work and their work environment.

JOB ANALYSIS PROCESS:-

Information can be sought from a number of sources and the process that is undertaken can vary
depending on the complexity of the role. A new position in a structure will require a more detailed
analysis whereas an established position may only need a review of the duties and activities.

Jobs should not be designed in isolation from other jobs within the work area. The local area,
structure and objective of the work area should be taken into account.

Sources of Data

Information associated with a job analysis can be gained from the following sources:

 Supervisor/Manager of the proposed established position

 The current incumbent (or a staff member who has undertaken the duties in the past)
 Team members of the proposed/established position
 A staff member from another work area with a similar position
 Managers who employ similar positions
 Performance plans and key performance indicators of current incumbent
 Workforce plans
 Student evaluations
 People, Talent and Culture staff
Data Gathering

In this stage the following questions should be asked:

 What are the future directions/objectives of the local area?

 What are the responsibilities of the position?
 Is the position academic or professional/general (does the role require knowledge of the
teaching and learning environment)?
 What is the length of appointment and/or service fraction?
 What are the specific tasks and how will they be done?
 Why do they need to be done?
 What impact will there be on other positions in the area?
 Where will the work be done? (physical location)
 Who are the clients and what are their needs?
 How the work is currently organized?
 Who will the position report to?
 Will any positions report to this position?
 What is the minimum knowledge and skills required to do the position?
 What equipment or working aids are required?

This information is often known but can also be obtained through research such as observation,
interviews, questionnaires, group discussion and client feedback.

Most employees want to take part in decision making about matters that affect their work. They
also have valuable information to contribute. Employees are also far more likely to act on decisions
that they have had a part in making. An interchange of ideas will allow for effective involvement
and motivation.

Data Analysis

During the analysis phase the following should be included:

 Group the tasks into functional areas, e.g. process enrolment forms and respond to student
enquiries should be under the functional heading of Student Administration.
 Eliminate all unnecessary and wasteful activities.
  Simplify unnecessarily complex activities or procedures.
 List the functional areas in order of importance.

JOB EVALUATION:-

There are following methods of job evaluation which are being used.

 Ranking Method

This is non-quantifiable and subjective, but is a basic simple approach. Arrange all jobs in rank
order of their relative duties, responsibilities, qualification requirements, that is, their “importance”
to the organization.

A simple example, ranked high to low:

a. Department Manager / Director

b. Section Supervisor / Head of Department
c. Team Leader and Task Specialist (equivalent jobs)
d. Administrative Assistant
e. Clerical Assistant
f. Receptionist

 Classification Method

The classification method is another non-quantifiable approach in which create job grades with
“generic” position descriptions, usually a limited number up to 15-20. The new positions are
slotted into the “best” fit grade, based on responsibility. If a position falls between two grades, you
have to make a judgment.

Here are three sample levels in a classification system; there would be many more in a real
company, says Strand.

a. Level 3: This position requires 2 years of college-level education and 2 years of relevant
experience. Some leadership or technical experience is necessary. Employee will be
involved in problem solving on a daily basis.
 b. Level 2: This position requires some college-level education and some understanding of
commonly used office computer applications. Employee will be involved in minimal
problem-solving activities.
c. Level 1: This is an entry-level position requiring minimal education (high school) or skills.
Employee will be provided on-the-job training and will work in an office environment.
Nearly all job activities are routine and guided by established procedures.

 Point Method

The point method is a quantifiable approach that is widely used in the private sector. It’s easy to
use once set up, but it is time-consuming (and therefore expensive) to develop. Once the
compensable job factors developed, positions are compared to the factors and the appropriate
number of points is assigned.

Examples of factors that might be considered:

a. Knowledge & Skills

b. Responsibility/Impact on Organization
c. Communication/People Contacts
d. Job Complexity
e. Teamwork
f. Supervisory Responsibilities (Direct Reports)
g. Budget managed
h. Work Environment (Physical Effort, Hazards)

COMPENSATION STRATEGY:-

College considers that a healthy compensation and benefit plan is always a very good source of
motivation and attraction for new employees as well as for existing employees. In this regard,
office of Human Resources, continuously trying to provide market competitive compensation and
benefits plans to its faculty and staff members. Benefits that College provides are a wide range of
benefits to increase the economic security of its employees and to offer a conducive and
competitive work environment. An overview of the benefits package follows while details may be
obtained from the faculty and staff handbooks as well as the Office of Human Resources.
  Earned Leave

After successful completion of probation an employee is eligible for earned leave benefit. Specific
information regarding exact period earned is available from Office of Human Resources. However,
the following schedule is generally descriptive:

a. 1.166 days vacation for every month of service. The total earned leave accumulated after
a year of service would stand at 14 calendar days.
b. This earned leave can be carried over to the next year, subject to an accumulated ceiling of
28 days. Any accumulated earned leave beyond 28 days will be lost.
c. All leaves are calculated on calendar days basis.
 Leave Policy for Faculty

Fulltime faculty members are entitled to a maximum of 30 days of leave or less depending on the
length of service (i.e., on pro rata basis) in an academic year (Fall, Spring and Summer). The leave
balance of one year cannot be carried forward to the next academic year.

 Sick Leave and Casual Leave

Sick leave and casual leave is time off with pay for absences due to illness, injury, family
emergency, or a personal urgent requirement. One and a half days of sick and/or casual leave is
accumulated for each month of service. All sick and casual leaves calendar starts from fall semester
for the faculty and from 1 September to 31 August for staff. All leaves are calculated on calendar
days basis.

 Maternity Leave

Every female employee of the college who has been employed by the university for at least 1 Year
is entitled to leave with pay for the birth of a child, care of the newborn and for the employee's
own related serious health condition. Employees are normally granted such leave for a maximum
period of ninety days.

An employee is required to inform her concerned Dean/Head/Director 30 calendar days in advance

of the need to take family and medical leave, or to give as much notice as feasible if the leave is
unanticipated.
  Study Leave

Employees who have completed 3 years of continuous service at the college may request for study
leave for up to a maximum period of 2 years. Study leave has to be planned and budgeted by the
office head. Each office may authorize one study leave after every three years. The process of
acceptance of a study leave application would begin with its submission to the immediate
concerned officer of the employee. Proof of admission and proof of the duration of the course will
be attached.

Each study leave case would be directed to the Rector for approval with budgetary justification
and justification on the suitability of the course for the organization’s long term goals and
objectives. The employee will be paid 50% of his last drawn basic salary during study leave. The
employee's academic progress would be monitored during his study leave. A bond will be executed
for a minimum service of one year at the organization after completion of studies.

 Contributory Provident Fund

All full time employees of the organization are members of the organization’s Contributory
Provident Fund (CPF). The Employees Provident Fund Trust is a recognized Provident Fund. The
detailed rules and regulations are available with the HR office.

 Advance Salary

An employee may be granted one month's gross salary as an interest free advance. This advance
will be recovered in three equal monthly installments starting from the monthly salary payable
immediately after the release of this advance.

 Wedding Bonus

A permanent employee may be granted one basic salary or Rs. 10,000 whichever is higher, up to
maximum of Rs. 50,000 as marriage bonus on account of his/her own 1st marriage, his/her real,
children’s/real sister’s 1st marriage. No more than two marriage bonuses can be claimed by an
employee during his/her career. This benefit is not available to widows and divorcees.
  Medical Insurance (Takaful)

Employees eligible for health insurance through Takaful will be issued cards from Office of
Human Resources (OHR). Payments of their premium are made to the insurance company on their
behalf by the University.

 Outdoor Medical Coverage

The college offers outdoor medical coverage to all employees’ dependents including parents
according to the prevalent policy.

 Financial Assistance

All regular full time/part time employees and contractual employees (non cadre) having service of
more than one year who are drawing salary up to Rs 20,000/- are eligible for financial assistance
from the welfare fund.

 Overtime

Overtime payment is applicable to employees in ranks S-1 and below only. All overtime payments
would be sanctioned by the reporting authority of the employee and will be sent to the OHR for
verification. OTR makes payment and keeps record of the overtime. Prior approval of all overtime
claims is necessary. The computation of overtime is based on basic pay rate per hour.

 Hajj Policy

Each year two lucky draws would be held to provide two lucky winners a chance to perform Hajj.
The draws would be held in two categories. Only those employees who have not performed Hajj
before will be eligible to be part of draws. For details please refer to Faculty and Staff Handbooks.

 Employee Old Age Benefit Contribution

The college pays EOBI contribution as per Government of Pakistan policy.

 Punjab Social Security Contribution

The University pays PESSI contribution as per Government of Punjab policy.

Punjab Group of college follows match strategy of compensation by awarding all incentives as
other institutes are awarding but it also follows a part of lead strategy by promoting employees
using their performance indicator.