MGT 367 Ch 4 - 5

job descriptions

A list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.

Human requirements

Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests).

EEO COMPLIANCE

Knowing a job's duties is necessary for determining, for example, whether a selection test is a valid predictor of success on the job. Furthermore, to com-ply with the ADA, employers should know each job's essential job functions—which requires a job analysis

Before actually analyzing the job

Make the job analysis a joint effort by a human resources manager, the worker, and the supervisor. The human resource manager might observe the worker doing the job, and have the supervisor and worker complete job questionnaires. The supervisor and worker then verify the HR manager's list of job duties. ● Make sure the questions and the process are clear to the employees. Use several job analysis methods. For example, a questionnaire might miss a task the worker performs just occasionally. Therefore it's prudent to follow up the questionnaire with a short interview.

Select Representative Positions

Next, with a job to analyze, the manager gen-erally selects a sample of positions to focus on.

job analysis supports these HRM activites

RECRUITMENT AND SELECTION EEO COMPLIANCE PERFORMANCE APPRAISAL COMPENSATION TRAINING

application form

The form that provides information on education, prior work record, and skills.

recruiting yield pyramid

The historical arithmetic relationships between recruitment leads and invi-tees, invitees and interviews, inter-views and offers made, and offers made and offers accepted.

methods for collecting job analysis

interview, questionnaires, observation, participant diary logs, quantitative job analysis techniques, online job analysis methods

Job analysis managers collect this data

Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards. Job context. employee would normally interact Human requirements

task statement

Written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task

job enlargement

Assigning workers additional same-level activities.

recruitment to compensation managerial steps

1. Decide what positions to fill, through job analysis, personnel planning, and forecasting. 2. Build a pool of job applicants, by recruiting internal or external candidates. 3. Obtain application forms and perhaps have initial screening interviews. 4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates. 5. Decide to whom to make an offer. 6. Orient, train, and develop employees so they have the competencies to do their jobs. 7. Appraise employees to assess how they're doing. 8. Compensate employees to maintain their motivation.

The recruiting and selecting process

1. Decide what positions to fill, through workforce/personnel planning and forecasting. 2. Build a pool of candidates for these jobs, by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo initial screening interviews. 4. Use selection tools like tests, background investigations, and physical exams to screen candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates.

PRIVATE AGENCIES To help avoid problems

1. Give the agency an accurate and complete job description. 2. Make sure tests, application blanks, and interviews are part of the agency's selection process. 3. Periodically review equal employment data on candidates accepted or rejected by your firm, and by the agency. 4. Screen the agency. Check with other managers to find out which agencies have been the most effective at filling the sorts of positions you need filled. Review the Internet and classified ads to discover the agencies that handle the positions you seek to fill. 5. Supplement the agency's reference checking by checking at least the final candidate's references yourself.

actions for talent management approach

1. He or she starts with the results and asks, "What recruiting, testing, training, or pay action should I take to produce the employee competencies we need to achieve our company's goals?" 2. He or she treats activities such as recruiting and training as interrelated. 3. Because talent management is holistic and integrated, he or she will probably use the same "profile" of required human skills, knowledge, and behaviors ("competencies") for formulating a job's recruitment plans as for making selection, training, appraisal, and compensation decisions for it. 4. To ensure the activities are all focused on the same ends, the manager will take steps to coordinate the talent management functions. Doing so often involves using talent management software.

scatter plots drawbacks

1. Historical sales/personnel relationships assume that the firm's existing activities and skill needs will continue as is. 2. They tend to reward managers for adding employees, irrespective of the com-pany's needs. 3. They tend to institutionalize existing ways of doing things, even in the face of change.

The basic reengineering approach is to:

1. Identify a business process to be redesigned (such as processing an insurance claim) 2. Measure the performance of the existing processes 3. Identify opportunities to improve these processes 4. Redesign and implement a new way of doing the work 5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new computerized systems to support the new arrangement

most descriptions contain sections that cover

1. Job identification 2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working conditions 7. Job specification

Accurately Posting Accounts

1. Post all invoices received within the same working day. 2. Route all invoices to the proper department managers for approval no later than the day following receipt. 3. Commit an average of no more than three posting errors per month.

PRIVATE AGENCIES Use one if:

1. Your firm doesn't have its own human resources department and feels it can't do a good job recruiting and screening. 2. You must fill a job quickly. 3. There is a perceived need to attract more minority or female applicants. 4. You want to reach currently employed individuals, who might feel more com-fortable dealing with agencies than with competing companies. 5. You want to reduce the time you're devoting to recruiting.

Six step to conducting job analysis

1. identify use 2. Review Relevant Background Information About the Job, Such as Organization Charts and Process Charts 3. Select representative positions 4. actually analyze the job 5. Verify the Job Analysis Information with the Worker Performing the Job and with His or Her Immediate Supervisor 6. Develop a Job Description and Job Specification

three ways to redesign specialized jobs to make them more challenging:

1. job enlargement 2. job rotation 3. job enrichment

position replacement card

A card prepared for each position in a company to show possible replacement candidates and their qualifications.

organization chart

A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom.

workflow analysis

A detailed study of the flow of work from job to job in a work process.

ratio analysis

A forecasting technique for deter-mining future staff needs by using ratios between, for example, sales volume and number of employees needed.

scatter plot

A graphical method used to help identify the relationship between two variables.

job specifications

A list of a job's "human requirements," that is, the requisite education, skills, personality, and so on—another product of a job analysis.

job-requirements matrix

A more complete description of what the worker does and how and why he or she does it; it clarifies each task's purpose and each duty's required knowledge, skills, abilities, and other characteristics

PERFORMANCE APPRAISAL

A performance appraisal compares an employee's actual per-formance of his or her duties with the job's performance standards. Managers use job analysis to learn what these duties and standards are

position analysis questionnaire (PAQ)

A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs

process chart

A workflow chart that shows the flow of inputs to and outputs from a particular job.

Application Forms and EEO Law

Application forms must comply with equal employment laws.

Standard Occupational Classification (SOC)

Classifies all workers into one of 23 major groups of jobs that are sub-divided into minor groups of jobs and detailed occupations.

A typical matrix lists

Column 1: Each of the job's four or five main job duties Column 2: The task statements for the main tasks associated with each main job duty Column 3: The relative importance of each main job duty Column 4: The time spent on each main job duty Column 5: The knowledge, skills, ability, and other human characteristics related to each main job duty

personnel replacement charts

Company records showing pres-ent performance and promotability of inside candidates for the most important positions.

COMPENSATION

Compensation (such as salary and bonus) usually depends on the job's required skill and education level, safety hazards, degree of responsibility, and so on—all factors you assess through job analysis.

HR AS A PROFIT CENTER

Cutting Recruitment Costs

competency-based job analysis

Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well.

diary/log

Daily listings made by workers of every activity in which they engage along with the time each activity takes.

Application Forms and EEO Law Problematical items include

Education. Arrest record. Notify in case of emergency. Membership in organizations. Physical handicaps. Marital status. Housing. Video résumés.

INTERVIEWING GUIDELINES

Establish rapport with the interviewee. Know the person's name, speak understandably, briefly review the interview's purpose, and explain how the person was chosen for the interview. Use a structured guide that lists questions. This ensures you'll identify crucial questions ahead of time and that all interviewers (if more than one) cover all the required questions. (However, also ask, "Was there anything we didn't cover with our questions?") Make sure you don't overlook crucial but infrequently performed activities—like a nurse's occasional emergency room duties. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review the information with the worker's supervisor and the worker.

Internal Sources of Candidates

Finding Internal Candidate,

employee recruiting

Finding and/or attracting applicants for the employer's open positions.

Machines, tools, equipment, and work aids

Information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing

Forecasting the Supply of Inside Candidates

How many employees in what positions will we need?" Next, the manager must forecast the supply (availability) of inside and outside candidates.

Using Competencies Model

How to Write Competencies Statements,

Why Effective Recruiting Is Important

Improving Recruitment Effectiveness: Recruiters, Sources, and Branding, The Recruiting Yield Pyramid

Outside Sources of Candidates

Informal Recruiting and the Hidden Job Market, Recruiting via the Internet (ONLINE RECRUITMENT AROUND THE GLOBE), Using Recruitment Software and Artificial Intelligence (ARTIFICIAL INTELLIGENCE SYSTEMS, IMPROVING ONLINE ADS, LinkedIn and Beyond), Advertising (THE MEDIA, CONSTRUCTING (WRITING) THE AD), Employment Agencies (PUBLIC AND NONPROFIT AGENCIES, PRIVATE AGENCIES), Recruitment Process Outsourcers, On-Demand Recruiting Services, Offshoring and Outsourcing Jobs, Executive Recruiters (WORKING WITH RECRUITERS, INTERNAL RECRUITING)

Human behaviors

Information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances.

Job context

Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact.

Work activities

Information about the job's actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity.

Performance standards.

Information about the job's performance standards (in terms of quantity or quality levels for each job duty, for instance).

RECRUITMENT AND SELECTION

Information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire.

applicant tracking systems (ATS)

Online systems that help employers attract, gather, screen, compile, and manage applicants.

proficiency levels

Proficiency Level 1. Identify project risks and dependencies and communicate routinely to stakeholders Proficiency Level 2. Develop systems to monitor risks and dependencies and report changes Proficiency Level 3. Anticipate changing conditions and impact to risks and dependencies and take preventive action

Employee Engagement Guide for Managers

Promotion from Within,

job posting

Publicizing an open job to employees (often by literally posting it on bul-letin boards) and listing its attributes, like qualifications, supervisor, work-ing schedule, and pay rate.

Developing and Using Application Forms

Purpose of Application Forms, Application Guidelines, Using Application Forms to Predict Job Performance, Mandatory Arbitration, Building Your Management Skills: The Human Side of Recruiting,

Recruiting a More Diverse Workforce

Recruiting Women, Recruiting Single Parents, Older Workers, Diversity Counts: Older Workers, Recruiting Minorities, The Disabled,

business process reengineering

Redesigning business processes, usually by combining steps, so that small multifunction process teams using information technology do the jobs formerly done by a sequence of departments.

job enrichment

Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES

Referrals and Walk-Ins (WALK-INS), College Recruiting (INTERNSHIPS), Military Personnel

The steps in using O*NET

Review Your Plan. Develop an Organization Chart. Use a Job Analysis Questionnaire, Obtain Job Duties from O*NET, List the Job's Human Requirements from O*NET, Finalize the Job Description.

college recruiting

Sending an employer's represen-tatives to college campuses to prescreen applicants and create an applicant pool from the graduating class.

on-demand recruiting services (ODRS)

Services that provide short-term specialized recruiting to support spe-cific projects without the expense of retaining traditional search firms.

Writing Job Specifications

Specifications for Trained versus Untrained Personnel, Specifications Based on Judgment, Job Specifications Based on Statistical Analysis, The Job-Requirements Matrix, Employee Engagement Guide for Managers

Workforce Planning and Forecasting

Strategy and Workforce Planning, Forecasting Personnel Needs (Labor Demand), Forecasting the Supply of Inside Candidates, Forecasting the Supply of Outside Candidates, Predictive Workforce Monitoring, Matching Projected Labor Supply and Demand with a Plan, Succession Planning,

trend analysis

Study of a firm's past employment needs over a period of years to predict future needs.

job rotation

Systematically moving workers from one job to another.

O*NET

The U.S. Department of Labor's online occupational information network

Actually Analyze the Job

The actual job analysis involves greeting each job holder; briefly explaining the job analysis process and the participants' roles in this process; spending about 15 minutes interviewing the employee to get agreement on a basic summary of the job;

Develop a Job Description and Job Specification

The job description lists the duties, activities, and responsibilities of the job, as well as its important features, such as working conditions. The job specification summarizes the personal qualities, traits, skills, and back-ground required for getting the job done.

TRAINING

The job description lists the job's specific duties and requisite skills—thus pinpointing what training the job requires.

succession planning

The ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance

job analysis

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. This should reveal what the employees on each job are doing now.

alternative staffing

The use of nontraditional recruit-ment sources.

Verify the Job Analysis Information with the Worker

This will help confirm that the information is correct and complete and help to gain their acceptance

ADA factors to consider include

Whether the position exists to perform that function The number of other employees available to perform the function ● The degree of expertise or skill required to perform the function Whether employees in the position are actually required to perform the function What the degree of expertise or skill required to perform the function is

EEOC says reasonable accommodation may include

acquiring or modifying equipment or devices, ● part-time or modified work schedules, adjusting or modifying examinations, training materials, or policies, providing readers and interpreters, and making the workplace readily accessible to and usable by people with disabilities

the Dictionary of Occupational Titles.

compile what was for many years the bible of job descriptions, the U.S. Department of Labor

writing job descriptions

diversity counts, job identification, job summary, relationships, responsibilities and duties, standards of performance and working conditions

MARKOV ANALYSIS or transition analysis

forecast availability of internal job candidates.

Job analysis identifies

he duties and human requirements of each of the company's jobs

talent management software

helps managers hire the best talent employees to achieve HR's aim

Offshoring

means having outside vendors or employees abroad supply services that the company's own employees previously did in-house.

Outsourcing

means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the company's own employees previously did in-house.

three sets of employment forecasts

personnel needs, inside candidates, outside candidates

workforce (or employment or personnel) planning

planning The process of deciding what posi-tions the firm will have to fill, and how to fill the

Towers Watson workforce planning methodology

reviews the client's business plan and workforce data, forecast and identify what positions the firm will have to fill and potential workforce gaps, workforce strategic plan, implement the plans

Job Specifications Based on Statistical Analysis aim is to determine statistically the relation-ship between

some predictor and (2) some indicator or criterion of job effectiveness, such as performance as rated by the supervisor. The basic procedure is predictive validation. This procedure has five steps: (1) analyze the job and decide how to measure job performance, (2) select personal traits like finger dexterity that you believe should predict performance, (3) test candidates for these traits, (4) measure these candidates' subsequent job performance, and (5) statistically analyze the relationship between the human trait and job performance.

talent management

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

low process chart

this lists in order each step of the process.

Forecasting needs

trend analysis , ratio analysis, scatter plot, MANAGERIAL JUDGMENT