Review chapter 4 Job Analysis and Competency Models PDF

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Chapter 4 Job Analysis and Competency Models Learning Outcomes – recognize the importance of job analysis and the role it plays in recruitment and selection; – describe guidelines for conducting analyses employing a variety of job analysis techniques; – use standard tools and techniques to conduct a job analysis; – discuss the processes for identifying job specifications to be used in recruitment and selection of human resources; – describe competencies and their role in recruitment and selection; – know how to identify competencies; – recognize the need to validate competency-based systems; – identify competency-based HR models from those based on job analysis; and – recognize best practices in competency modelling. I. ●

What Is Work and Job Analysis? Work analysis

– any systematic gathering, documenting, and analyzing of information about the content of work performed ●

Job analysis

– the process of collecting information about jobs “by any method for any purpose”

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Job analysis is a legally acceptable way of determining job-relatedness.

– A good job analysis ensures accurate information on skill, effort, responsibility, working conditions, and equity. – It is important to consider the legal environment of the province/territory/country, especially legalities surrounding BFORs. ●

Job analysis terms

– Job: a collection of positions that are similar in their significant duties – Position: a collection of duties assigned to individuals in an organization at a given time – Job family: a set of different, but related, jobs that rely on the same set of KSAOs

– Job description: a written description of what job occupants are required to do, how they are supposed to do it, and the rationale for any required job procedures – Job specification: the knowledge, skills, abilities, and other attributes or competencies that are needed by a job incumbent to perform well on the job – Job evaluation: the use of job analysis data to establish the worth of a job and to set compensation rates +

+ ●

allows comparisons between jobs within an organization (internal equity) and to those outside of it (external equity) to determine the fairness of the company’s compensation system should take into consideration “work of equal value” Job Analysis Key Points

– A job analysis does not refer to a single methodology but rather to a range of techniques. – A job analysis is a formal, structured process carried out under a set of guidelines established in advance. – A job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole. ●

Assessing the Legal Defensibility of a Job Analysis

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Criteria for Choosing

A Job Analysis Method

Work and Worker-Oriented Job Analysis

1. Key Concepts – Work-oriented job analysis • techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes – Worker-oriented job analysis •techniques that emphasize general aspects of jobs, describing perceptual, interpersonal, sensory, cognitive, and physical activities

2. Work-Oriented Job Analysis Techniques •interviews •structured job analysis questionnaires and inventories •direct observation •self-monitoring data •rating task inventories •functional job analysis •critical incident technique •statements and KSAOs a. Interviews •Inter-observer reliability increases when interviews are structured because the individual biases of different interviewers are minimized. •Interviews should be well planned and carefully conducted. •The job analyst should record the incumbent’s or supervisor’s responses by taking notes or by taping the interview. •The interview should elicit information about job tasks, physical activities involved in the job, and environmental conditions (physical and social) under which the work occurs.

b. Job Analysis Questionnaires •Structured job analysis questionnaires and inventories require workers and other SMEs to respond to written questions about their jobs. •Respondents are asked to make judgments about activities, tasks, tools and equipment, and working conditions involved in the job. •One example is a Position Analysis Questionnaire (PAQ), a structured job analysis questionnaire that focuses on the general behaviours that make up a job.

c. KSAOs KSAOs are used to describe the job in terms of •Knowledge: a body of information, usually of a factual or procedural nature, that makes for successful performance of a task •Skill: an individual’s level of proficiency or competency in performing a specific task. Level of competency is typically expressed in numerical terms. •Ability: a more general, enduring trait or capability an individual possesses at the time he or she first begins to perform a task •Other attributes: include personality traits and other individual characteristics that are integral to job performance •KSAOs: LPN job

d. Task Inventories •Task inventories are work-oriented surveys that break down jobs into their component tasks. •They permit workers to define their jobs in relation to a subset of tasks appearing in the inventory. •They were developed in response to the Uniform Guidelines. •According to these criteria, job analysis should assess –duties performed –level of difficulty of job duties –job context –criticality of duties to the job e. Task Statements Task statements contain four elements: • a verb describing the action being performed •an object of the verb that describes to whom/what the action is being done

•a description of tools, equipment, work aids, and processes required for the successful completion of the task •an expected output describing the result of the action f.

Critical Incident Technique

•Critical incident technique generates examples of effective and ineffective work behaviours that are related to superior or inferior performance. •It also generates behaviourally focused descriptions of work activities. •It was originally developed as a training needs assessment and performance appraisal tool. •Subject-matter experts generate incidents (observable activities that help make inferences and predictions about person performing job) before, during, and after.

3. Worker-Oriented Job Analysis Methods •Position Analysis Questionnaire (PAQ) •Worker traits inventories •Fleishman Job Analysis Survey (F-JAS)

•Other methods –See Recruitment and Selection Notebook 4.3, Other Job Analysis Methods See Recruitment and Selection Notebook 4.4 for the advantages and disadvantages of job analysis methods. Position Analysis Questionnaire (PAQ) • incumbents, supervisors or job analyst responds to pre-set questions about the job •has 195 items called job elements •first 187 describe general work activities that are organized into 6 job dimensions: use of information, mental processes, work output, relationships, context of job, and other job characteristics remaining items deal with compensation

Guidelines for conducting a Job Analysis •See Recruitment and Selection Notebook 4.7 for a detailed summary of the guidelines on conducting a job analysis.

II. Competencies

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One approach to the rapid change in the workplace is to select employees through work-related competencies related to successful job performance. Competencies are groups of related behaviours that are needed for successful job performance in an organization.

– used to identify the KSAOs that distinguish superior performers from others ●

Competency model

– collection of competencies that are relevant to performance in a particular job, job family, or functional area ●

Competency framework

– broad framework for integrating, organizing, and aligning various competency models that are based on an organization’s strategy and vision – Core competencies +

characteristics that every member of an organization is expected to possess, regardless of position, function, job, or level of responsibility within the organization

– Functional competencies +

characteristics shared by different positions within an organization

– Job-specific competencies +

characteristics that apply only to specific positions in organizations

Figure 4.13: Example of a Competency from a Competency Dictionary

Competency Profile

Competencies or Job Analysis? •Job analysis was rated as superior to competencies on most evaluation criteria. •Job analysis methods were assessed as more rigorous and reliable.

Hiring the Right Person You are the HR person for a small business enterprise and are in charge of hiring as part of an expansion. You want to be sure that you hire the right people for the new positions. The first question that comes to mind is how to identify exactly whom you are looking for. A job

analysis will help get you the necessary information. Job analysis procedures can be very elaborate; however, a job analysis is nothing more than finding answers to a series of questions about the job. Ask yourself a series of questions that will help you find the right person. 1. What do you wish your new hires to accomplish on a daily, weekly, monthly, or annual basis? 2. What are the tasks and responsibilities that you want the new employees to do as part of their jobs? •What equipment will the new employees use? •Will they supervise other employees? •Will they do different things on different days? 3. What knowledge, skills, abilities, or other attributes or competencies (KSAOs) should the new employees have to perform successfully for the tasks required for the position? •What knowledge should new employees bring with them to the job? •What skills must new employees have or be capable of developing? •What abilities should they have? •If the position requires the new employees to work as part of a team, what interpersonal skills should they have? 4. What do people who hold similar jobs (subject-matter experts [SMEs]) think about the tasks, requirements, and KSAOs needed for the new positions?

5.Will there be any differences between the job now and in the future? III. Preparing for Job Analysis •Review organizational mission, strategy •Review organizational charts •Review any existing job descriptions •Review any legal requirements •Review collective agreements, if applicable •Refer to National Occupational Classification System (NOC) or other information sources •Determine the job analysis method that will be used •Ensure proper planning and communication

Guidelines to conducting a Job Analysis 1.Determine the purpose 2.Determine the resources available and those needed for the job analysis 3.Review available documentation 4.Determine the job analysis method 5.Identify SME’s and incumbents

6.Conduct the job analysis 7.Confirm the task and KSAO statements 8.Compile the task and KSAO statements 9.Establish cutoff criteria 10.Develop a task x KSAO matrix 11.Select employment selection method 12.Document the job analysis Gathering Job-Related

ACTION: Putting it all together 1. Conduct a job analysis for the company and job. 2. Create a job description and specification based on the job analysis. This job description will be used as the basis of your job ad. 3. Ensure that the job description complies with any legislation relevant to recruitment and and selection. Chapter Summary •This chapter began with a discussion of job analysis and its relevance to employee recruitment and selection. •It continued with a discussion and comparison of several job analysis methodologies.

•It ended with an introduction to competency-based models as an alternative to job analysis....