STRATEGIC JOB ANALYSIS AND COMPETENCY MODELING Dr. Hazel-Anne M. Johnson-Marcus HRM-SMLR Rutgers University Learning Objectives 1. Explain why doing a job analysis can be strategic. 2. Define job design and job redesign. 3. Describe workflow analysis 4. Define job description and person specification, and describe how they are used. 5. Describe the advantages and disadvantages of different job analysis methods. 6. Describe how to plan a job analysis. 7. Describe how to conduct a job analysis 8. Describe competency modeling and job rewards analysis 9. Describe how job descriptions can be used to enhance employees’ ethical behavior 10. Describe how job analysis results can be improved through data analytics 11. Describe how O*NET can help in a job analysis effort Job Analysis Job analysis: a systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well. Value creators: directly generate revenue, lower operating costs, and increase capital efficiency (e.g., leaders of research and development, marketing, human resources, or finance) Value enablers: perform indispensable work that enables the creators (e.g. leaders of support functions such as cybersecurity or risk management) Job Design and Redesign Job design: specifying the content and method of doing a job, and the relationship between jobs, to meet both the technological and organizational job requirements and the social and personal requirements of the worker. Job redesign: changing the job to increase work quality or productivity Job enrichment Job enlargement Job rotation Workflow Analysis Workflow Analysis •Analyzes how work progresses through the organization to improve efficiency by identifying bottlenecks, redundant tasks, and inefficient workspaces to enable better resource use 5 steps 1. Identify what the organization does 2. Identify how it gets this done 3. Identify why it does all of the steps and tasks from #2 4. Identify improvement opportunities 5. Evaluate whether employees are needed for every task or if automation might be better Job Analysis for Staffing A job analysis that produces a valid selection system identifies worker characteristics that: Distinguish superior from average and unacceptable workers; Are not easily learned on the job; and Exist to at least a moderate extent in the applicant pool. Future-oriented job analysis: job analysis technique for analyzing new jobs or analyzing how jobs will look in the future. Legal Requirements • If disabled applicants can perform the essential functions of a job with reasonable accommodation, they must be considered for the position Essential functions are the fundamental duties or tasks of a position (defined by the Americans with Disabilities Act) • Be valid and identify the worker knowledge, skills, abilities, and other characteristics necessary to ...

1. STRATEGIC JOB ANALYSIS
AND COMPETENCY
MODELING
Dr. Hazel-Anne M. Johnson-Marcus
HRM-SMLR Rutgers University
Learning Objectives
1. Explain why doing a job analysis can be strategic.
2. Define job design and job redesign.
3. Describe workflow analysis
4. Define job description and person specification, and describe
how
they are used.
5. Describe the advantages and disadvantages of different job
analysis methods.
6. Describe how to plan a job analysis.
7. Describe how to conduct a job analysis
8. Describe competency modeling and job rewards analysis
9. Describe how job descriptions can be used to enhance
employees’ ethical behavior
10. Describe how job analysis results can be improved through
data
analytics
11. Describe how O*NET can help in a job analysis effort

2. Job Analysis
Job analysis: a systematic process of identifying and
describing the important aspects of a job and the
characteristics workers need to perform the job well.
Value creators: directly generate revenue, lower operating
costs, and increase capital efficiency (e.g., leaders of research
and development, marketing, human resources, or finance)
Value enablers: perform indispensable work that enables the
creators (e.g. leaders of support functions such as cybersecurity
or risk management)
Job Design and Redesign
Job design: specifying the content and method of doing
a job, and the relationship between jobs, to meet both
the technological and organizational job requirements
and the social and personal requirements of the worker.
Job redesign: changing the
job to increase work quality
or productivity
Job enrichment
Job enlargement
Job rotation

3. Workflow Analysis
Workflow Analysis
•Analyzes how work
progresses through the
organization to improve
efficiency by identifying
bottlenecks, redundant tasks,
and inefficient workspaces to
enable better resource use
5 steps
1. Identify what the
organization does
2. Identify how it gets this done
3. Identify why it does all of the
steps and tasks from #2
4. Identify improvement
opportunities
5. Evaluate whether employees
are needed for every task or if
automation might be better
Job Analysis for Staffing
A job analysis that produces a
valid selection system identifies
worker characteristics that:

4. Distinguish superior from average and
unacceptable workers;
Are not easily learned on the job; and
Exist to at least a moderate extent in
the applicant pool.
Future-oriented job analysis: job analysis technique for
analyzing new jobs or analyzing how jobs will look in the
future.
Legal Requirements
• If disabled applicants can perform the essential
functions of a job with reasonable accommodation, they
must be considered for the position
Essential functions are the fundamental duties or tasks of a
position (defined by the Americans with Disabilities Act)
• Be valid and identify the worker knowledge, skills,
abilities, and other characteristics necessary to perform
the job and differentiate superior from barely acceptable
workers
• Be in writing and relevant to the job in question
• Be derived from multiple sources
To meet legal requirements, a job analysis must:
Outcomes of Job Analysis

5. Job Description
A written description of the duties and responsibilities
associated
with the job itself.
Job descriptions usually include:
• The size and type of organization
• The department and job title
• The salary range
• Position grade or level
• To whom the employee reports and for whom the employee is
responsible
• Brief summary of the main duties and responsibilities of the
job
• Brief summary of the occasional duties and responsibilities
of the job
• Any special equipment used on the job
• Any special working conditions (e.g., shift or weekend work,
foreign travel, etc.)
• Purpose and frequency of contact with others
• The statement, “Other duties as assigned” to accommodate job
changes and
special projects
Sample Job Description
Person Specification
Person specification: summarizes the

6. characteristics of someone able to perform the job
well
Essential criteria: job candidate characteristics
that are critical to adequate performance of a new
hire
Desirable criteria: job candidate criteria that may
enhance the new hire’s job success, but that are not
essential to adequate job performance
Sample Person Specification
Job Analysis Methods
Must be:
1. Reliable, or replicable. A reliable job analysis
procedure will produce the same results when it:
1. is applied to the same job by a different job
specialist;
2. when a different group of job experts is used; and
3. when it is done at a different time.
2. Valid, or accurately measure what it was intended to
measure. A valid job analysis accurately captures the
target job.
Job Analysis Techniques

7. Job Analysis Techniques
Planning Job Analyses
• Job analyses should be performed in such a way as to meet
the professional and legal guidelines that have been published
in the Uniform Guidelines on Employee Selection
Procedures
•Determine time and resources necessary and available
•Collect background information about the company, its
culture and business strategy, the job, and the job’s
contribution to strategy execution and competitive advantage
•O*NET - Occupational Information Network
(http://online.onetcenter.org/)
• Identify job experts
• Identify appropriate job analysis technique(s) to use
http://www.uniformguidelines.com/uniformguidelines.html
http://www.uniformguidelines.com/uniformguidelines.html
http://online.onetcenter.org/
Job Analysis Steps
Task Statements
Job Duties

8. Weighting Job Duties
Competency Modeling
Competency Modeling: a job analysis method that identifies the
necessary worker competencies for high performance.
Competencies: more broadly defined components of a
successful
worker’s repertoire of behavior needed to do a job well.
• Because competencies are linked to the organization’s
business goals,
strategy, and values, a person specification resulting from a job
description
can enhance hiring quality and strategy execution
A competency-based job description:
• Enhances a manager’s flexibility in assigning work
• Lengthens the life of a job description
• Can allow firms to group jobs requiring similar competencies
under a single
job description
Competencies Related to Specific Job Environments

9. Job Rewards Analysis
Job rewards analysis:
identifies the intrinsic
and extrinsic rewards of
a job
Analyzes the intrinsic
rewards that are
non-monetary and derived
from the work itself and
the firm’s culture
Analyzes the extrinsic
rewards that have
monetary value.
The combination of intrinsic and extrinsic
rewards are a job’s total rewards.
Job Rewards Analysis
Employee value proposition (EVP): the intrinsic and
extrinsic rewards an employee receives by working for a
particular employer in return for their job performance.
Communicating
your EVP:
First determine exactly what
attracts job candidates, and why
employees enjoy their work.
Then craft a message to clearly

10. state what makes your company
the obvious choice over the
competition.
3 Criteria for Employee Value Propositions
Magnitude refers to a
reward package that is
neither too small nor too
large in economic terms.
Spending too much on
rewards can negatively impact
the firm’s financial stability
and hurt investor relations.
Mix refers to the composition
of the reward package
matching the needs and
preferences of applicants or
employees.
Offering stock options that vest
in five years to a young, mobile
workforce, or free daycare to an
older workforce is not consistent
with workers’ needs and
preferences.
Distinctiveness refers to
the uniqueness of the total
reward package.
Rewards with no special

11. appeal and that do not set the
organization apart as
distinctive do not present a
compelling value proposition.
Job Reward Dimensions
Amount refers to how
much of it is received.
That is, how much pay,
what level of task variety
Differential is how
consistent the reward is
across different
employees.
E.g., all employees receive the
same number of vacation
days, but merit bonuses range
from 2% to 15% of base pay
Stability is how reliable
the reward is.
Is the reward the same all the
time, or does it change (e.g.,
does it vary based on
organizational performance
or business requirements?)

12. Job Rewards Matrix
Enhancing Ethical Behavior Through Job
Descriptions
•Ethical issues are rarely neatly labeled, so keeping ethics
active in employees’ minds helps them maintain ethics as
a core part of their schema.
•Priming: recent cues or experiences increase our sensitivity to
certain stimuli
•Crafting effective job descriptions and person
specifications can support an ethical culture, prime
ethical behavior, and influence the characteristics of job
applicants
•Describe legal risks and ethical traps in job description
O*NET (https://www.onetonline.org/)
Sponsored by the U.S. Department of Labor
Comprehensive resource of occupational information with a
database on
many different jobs
Toolkit describes how O*NET OnLine can help with talent
planning,
employee retention, and employee reskilling efforts
(https://www.onetcenter.org/toolkit.html)
Provides information useful for creating job descriptions

13. https://www.onetonline.org/
https://www.onetcenter.org/toolkit.html
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