This document discusses job analysis and provides details on the process. It begins by defining job analysis as the process of identifying job characteristics and using this information for various organizational purposes. It then outlines a 4-phase process for conducting job analysis: 1) defining the scope, 2) selecting methods, 3) collecting and analyzing data, and 4) assessing methods. Various job analysis methods and how to develop job descriptions are also described. The overall goal of job analysis is to understand job requirements and use this information to support HR activities like recruitment, training, and compensation.

1. 1
AnalisisAnalisis
Pekerjaan/Jabatan:Pekerjaan/Jabatan:
Konsep danKonsep dan
ProsedurProsedur

2. 2
Manajemen Sumber Daya Manusia - Di Perusahaan
Pelatih-
an
Pelatih-
an
Penem-
patan
Penem-
patan
SeleksiSeleksi
Rekrut
men
Rekrut
men
Analisis
Pekerjaan
Analisis
Pekerjaan
Evaluasi
Pekerjaan
Evaluasi
Pekerjaan
Pekerjaan
Individu
• Syarat-syarat
pekerjaan
• Motivasi
• Ability
Struktur
Pekerjaan
Struktur
Pekerjaan
Struktur
Gaji
Struktur
Gaji
DTK
& STK
DTK
& STK
Perencana-
an TK
Perencana-
an TK
Reward
System
Reward
System
Produkti
vitas
Produkti
vitas
• Hub Indust.
• K3
Strategi SDMStrategi SDM
Job Descr.
Job Weighted
Job Rank
Salary Struct.
• Visi
• Missi
Tujuan Pemeli-
haraan TK

3. 3
TUJUANTUJUAN
PEMAPARANPEMAPARAN
• Mendefinisikan Analisis Jabatan
• Pandangan Strategis Baru Analisis Jabatan
• Proses Analisis Jabatan
• Tahap 1: Ruang Lingkup Analisis Jabatan
• Tahap 2: Metode Analisis Jabatan
• Tahap 3: Pengumpulan Data dan Analisis
• Tahap 4: Assessing Metode2 Analisis Jabatan
• Analisis Jabatan: Nilai Tambah utk Organisasi

4. 4
Pengertian Analisis JabatanPengertian Analisis Jabatan
• proses pengidentifikasian indikator
karakteristik jabatan, mengolahnya
menjadi informasi jabatan dan
memanfaatkannya untuk berbagai
keperluan organisasi, tatalaksana dan
aktivitas sumber daya manusia lainnya

5. 5
Manfaat Analisis JabatanManfaat Analisis Jabatan
• perencanaan tenaga kerja
• penyusunan petunjuk kerja
• penyusunan rencana karir
• penyusunan kebutuhan pelatihan
• perekrutan tenaga kerja
• pengorganisasian
• penilaian jabatan untuk pengupahan,
dll

6. 6
Definisi Analisis JabatanDefinisi Analisis Jabatan
– Pengumpulan & Pencatatan Informasi Pekerjaan
– Pemeriksaan Akurasi Informasi Pekerjaan
– Penulisan Diskripsi Pekerjaan berdasarkan Informasi
– Menggunakan Informasi utk menentukan ketrampilan,
kemampuan dan pengetahuan yang disyaratkan
pekerjaan
– Updating Informasi Pekerjaan dari waktu ke waktu
• Analisis Jabatan Mencakup:

7. 7
Definisi Analisis JabatanDefinisi Analisis Jabatan
– Micromotions
– Elements
– Tasks
– Duties
– Positions
– Jobs
– Occupations
• Istilah Penting:
Responsi-
bilities

8. 8
Indikator KarakteristikIndikator Karakteristik
Jabatan (IKJ)Jabatan (IKJ)
• Nama jabatan
• Uraian tugas
• Hubungan jabatan
• Fungsi pekerja
• Wewenang
• Tanggung jawab
• Risiko bahaya
• Upaya fisik
• Upaya mental
• Syarat jabatan:
• pendidikan
• pelatihan
• keterampilan
• pengalaman
• bakat
• minat
• temperamen
• syarat lain

9. 9
Spesifikasi JabatanSpesifikasi Jabatan
• tiap-tiap jabatan memiliki spesifikasi
yang dicirikan oleh IKJ nya
• nilai (value) jabatan berbeda tergantung
dari isi jabatan (job content)
• job spec dapat ditelusuri melalui analisis
jabatan

10. 10
Asas Penilaian JabatanAsas Penilaian Jabatan
• transparan
• terukur
• kesepakatan
• adil
• totalitas (seluruh lini organisasi)
• metodologis

11. 11
Pelaksana Penilaian JabatanPelaksana Penilaian Jabatan
• pemilik perusahaan
• pejabat teras
• pimpinan unit
• sampel responden
• analis jabatan/konsultan

12. 12
Pandangan Strategis BaruPandangan Strategis Baru
dari Analisis Jabatandari Analisis Jabatan
• Strategi Analisis Jabatan
• Orientasi Masa Depan,
Strategi Analisis Jabatan
• Generic Job Analysis
• Proses Pelaksanaan Analisis

13. 13
Proses Analisis JabatanProses Analisis Jabatan
Fig. 4.1 Proses Analisis Jabatan
PHASE 1
Scope of the Project
- Decide purposes of project
- Decide which jobs
to include
PHASE 2
METHODS OF JOB
ANALYSIS
- Decide which types
of data are needed
- Identify sources of
job data
- Select specific
procdeures of
job analysis
PHASE 3
DATA COLLECTION AND
ANALYSIS
- Collect job data
- Analyze data
- Report results to
organization
- Recheck job analysis
data periodically
PHASE 4
ASSESSING JOB ANALYSIS
METHODS
- Evaluate results against
criteria of benefits,
costs, and legality

14. 14
Tahap 1:Tahap 1:
Ruang Lingkup Analisis JabatanRuang Lingkup Analisis Jabatan
• Penggunaan Analisis Jabatan
• Tentukan Jabatan
yang dianalisis

15. 15
Tahap 2:Tahap 2:
Metode Analisis JabatanMetode Analisis Jabatan
– Dasar Aktivitas Pekerjaan
– Aktivitas Pekerjaan Antara
– Area Aktivitas Pekerjaan
• Jenis-jenis Data Pekerjaan

16. 16
Tahap 2:Tahap 2:
Metode Analisis JabatanMetode Analisis Jabatan
– Dasar Aktivitas Pekerjaan
– Aktivitas Pekerjaan Antara
– Area Aktivitas Pekerjaan
• Jenis-jenis Data Pekerjaan

17. 17
• Sumber-sumber data pekerjaan
– Subject Matter Experts (SMEs)
• Prosedur Analisis Pekerjaan
– Narrative Job Descriptions
– Engineering Approaches
• Micromotion Studies
Tahap 2:Tahap 2:
Metode Analisis Jabatan (lanj.)Metode Analisis Jabatan (lanj.)

18. 18
• Critical Incidents Technique (CIT)
• Department of Labor (DOL) Method
• Functional Job Analysis (FJA)
• Position Analysis Questionnaire (PAQ)
• Task Inventory Procedure
• Ability Requirements Scales
• Prosedure Analisis Jabatan (Lanjutan)
– Prosedur Analisis Jabatan Terstruktur
Tahap 2:Tahap 2:
Metode Analisis Jabatan (lanj.)Metode Analisis Jabatan (lanj.)

19. 19
• Management Position Description
Questionnaire (MPDQ)
• Supervisory Task Description
Questionnaire (STDQ)
• Professional and Managerial
Position Questionnaire (PMPQ)
• Determination of
Managerial Skills
and Competencies
• Prosedur (Lanjutan)
– Managerial Job Analysis Procedures
Tahap 2:Tahap 2:
Metode Analisis Jabatan (lanj.)Metode Analisis Jabatan (lanj.)

20. 20
Tahap 3:Tahap 3:
Pengumpulan Data dan AnalisisPengumpulan Data dan Analisis
• Pengumpulan data pekerjaan
– Menyiapkan pelaksananan / sosialisasi
– Tentukan sumber-sumber informasi
– Laksanakan wawancara Anal. Pek.
• Menganalisis data pekerjaan
• Pelaporan dan
Rechecking data pekerjaan

21. 21
Tahap 4:Tahap 4:
Assessing Metode2 Analisis JabatanAssessing Metode2 Analisis Jabatan
1 Purposes served Can the data collected be used for a variety of
purposes?
2 Versatility Can a method be used to analyze many
different jobs?
3 Standardization Does a method provide data that can be easily
compared to data collected by other methods?
4 User acceptability Do users of the method accept it as a reasonable
way to collect job data?
5 Training required How much training is needed before individuals
can use it to collect data in the organization?
No. Criterion Definition
Table 4.8 Ten Criteria for Assessing Job Analysis Methods
Source: From E. L.. Levine, R. A. Ash, M. Hall, and f. Sistrunk, “Evaluation of Job Analysis Methods by Experienced job Analysts,”
Academy of Management Journal, Vol. 26 (1983), pp. 339-348. Reprinted by Permission

22. 22
6 Sample size How large a sampling of information is needed
before an adequate picture of the job can be
obtained?
7 Off the shelf Can the method be used directly off the shelf, or
must considerable development work be done to
tailor it for use in a particular organization?
8 Reliability Does the method produce reliable data?
9 Time to complete How long does it take to analyze a job using the
method?
10 Cost How much does the method cost to implement
and use?
No. Criterion Definition
Table 4.8 Ten Criteria for Assessing Job Analysis Methods
Source: From E. L.. Levine, R. A.. Ash, M. Hall, and f. Sistrunk, “Evaluation of Job Analysis Methods by Experienced job Analysts,”
Academy of Management Journal, Vol. 26 (1983), pp. 339-348. Reprinted by Permission
Tahap 4:Tahap 4:
Assessing Metode2 Analisis JabatanAssessing Metode2 Analisis Jabatan

23. 23
Functional Job Analysis - FJAFunctional Job Analysis - FJA
Metode Analisis PJabatan dariMetode Analisis PJabatan dari
US-Training & Employment Services-DOLUS-Training & Employment Services-DOL
Beberapa persyaratan yang perlu diketahui:
1. Bahwa ada perbedaan “apa yg hrs dikerjakan” dng “apa yg hrs
dilaksanakan spy pekerjaan itu selesai”. Mis. supir bus tidak
mengangkut penumpang - supir mengendarai bus dan
mengumpulkan ongkos.
2. “Jobs” dilaksanakan karena ada hubungan D - O - B
3. Berkaitan dengan B -- ada upaya phisik;
D -- upaya mental; dan O -- upaya berhubungan dng orang
4. Semua pek. mempunyai hubungan DOB pada derajat tertentu
5. Pek. Jangan dihubungan dng perilaku calon pemegang
6. Tingkat kesulitan pekerjaan tergantung tingkat hubungan DOB

24. 24
Tingkat Kesulitan Fungsi PekerjaTingkat Kesulitan Fungsi Pekerja
dalam FJAdalam FJA
Data Orang Benda
1. membandingkan
2. menyalin
3. menghitung
4. mengkompilasi
5. menganalisis
6. mengkoordinasi
7. mensintesa
1. menerima instruksi
2. melayani
3. berbicara dng tanda
4. mempengaruhi
5. mendelegasikan
6. mensupervisi
7. memberi instruksi
8. bernegosiasi
9. menasehati
1. memegang
2. memasukkan input
3. membalik
4. memanipulasi
5. menjalankan mesin
6. mengendalikan mesin
7. bekerja dengan presisi
8. memasang mesin

25. 25
Menyusun Deskripsi Jabatan
Tahap 1 : Isi formulir – Employee Planning Form –
untuk setiap posisi
Tahap 2 : Review & koreksi setiap formulir yg telah diisi
Tahap 3 : Edit mengenai jumlah waktu yang diperlukan
untuk melakukan pekerjaan
Tahap 4 : Mulai menulis deskripsi pekerjaan
Tahap 5 : Pelajari kembali substansi dan cara penulisan
Tahap 6 : Finalisasi deskripsi pekerjaan

26. 26
Employee Planning Form
Position or Name : _______________________ Date : ___________
Task/Function Estimated Time Comments
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Total Time :

27. 27
Employee Planning Form
Position or Name : _Senior Editor__ Date : __Feb. 21____
Task/Function Estimated Time Comments
1. Monthly re-writer
2. Editors, projects
3. List maintenance
4. Meetings (Fri)
5. Customer Support
6. Sales/Adm.
7. Visit Clients
Total : 58 hours
10 hours
16 hours
6 hours
4 hoyrs
8 hours
4 hours
10 hours
- Need freelance staff?
- Delegate;; can be streamlined
- Should be 2 hours
- Can be delegate
- Give to other person?.
- How can we change this?
How can we save 40 hrs, or do
we need here ?

28. 28
Job Description
Position: _________________
Date Prepared: ____________
By: ______________________
Task/Function Estimated
Hours/week
Job Description:
Job Specifications:
Total
Hours:
Comments:

29. 29
Job Description
Position: _________________
Date Prepared: ____________
By: ______________________
Task/Function Estimated
Hours/week
Job Description:
Job Specifications:
Total 39-65
Comments:
Editorial Assistant
Feb. 26
Bob
1. Customer Supp.
2. Re-writer
3. Editors, project
4. Graphic support
5. Research for ed.
6. List maintenance
7. Phone: Sales
6-8
10-12
6-8
5-10
5-10
3
4
Assist in editing & rewritring raw
copy following style quideline. Assist
with sales support & occasional direct
sales efforts. Help with ….. Etc.
Proven writing and editing skills.
Some sales and business experience
de-
sirable. Must be able to learn, work
with minimal supervision. Must be
…
etc.

30. 30
Example of a Job Description
Position : EDITORIAL ASSISTANT
Salary : up to $1,500/month
Assist in editing and rewriting raw copy following style guidelines. Assist with production
and other duties (setting type, paste up, layout, etc.) for periodical publications. Help
with direct sales and sales support on occasion.
Hours: Full-time (40 hours/week). Some evening & weekend work.
Light travel (2 days/month)
Report to : Senior Editor
Job Specifications:
1. Communication skills must be proven. This person must be able to :
- write clearly and simply
- edit raw copy
- work with freelance writers and artists
- communicate clearly with professional clientele
2. Aptitudes:
- ability to master financial and business terminology
- work to deadlines with minimal supervision
3. Education and experience should demonstrate required skills and aptitudes

31. 31
Example of a Job Description (ILO)
(Non Analytical Evaluation Scheme)
Subgroup: SECRETARY Bench-mark Position no. 16
Descriptive Title : SECRETARY TO DIVISION CHIEF Level : 2
Summary:
Under the direction of chief of the division, maintains a record of incoming and outgoing
correspondence; receives, screens and routes incoming mail to officers of the division;
composes and types routine correspondence and reports; taken dictation and transcribes
from voice recording; receives, checks, records and files copies of all correspondence
and other documents for information; receives and screens visitors; answers telephone
inquiries and places calls; makes transportation and accommodation arrangements;
maintains files, record and other reference materials, and performs related clerical duties.
Duties % of time
* Receives and screens mail; maintains records of incoming and outgoing
correspondence, reports and directives and of important events occurring
and decisions made in the division; routes matters obviously not requiring
the division chief’s attention to appropriate officers. 20
* Composes and types routine correspondence and reports 10
* Takes dictation and transcribes from notes or transcribes information
from voice recordings 30

32. 32
Example of a Job Desc. (ILO) – lanjt.
Duties % of time
* Searches files and other documents and selects information for use by the
chief of the division in answering correspondence and telephone inquiries 10
* Receiving and screens visitors; answers general telephone inquiries,
supplying factual information; places telephone calls; schedules appointments 15
* Makes travel and accommodation reservation; completes travel claims from
handwritten notes or dictation; maintains a filing system, records and other
reference materials, and performs other clerical duties related to the operation
of the office 15
Distinguishing features:
The work requires the ability to operate a typewriter, computer, compose correspon-
dence, take and transcribe dictation or transcribe from voice recording machines.
A knowledge of the operations and personnel of division and its relationship to other
organizational units is necessary. Initiative and judgment are used when composing
correspondence and searching files and documents for information and in controlling
Telephone and other communications.

33. 33
Example of a Job Description (ILO)–lanjt.
Basic requirements:
Studies Class 10 or a satisfactory grade in the examination
Linguistic requirements Knowledge of English is essential for this position
Competence and aptitude The necessary competence to type at the minimum speed
of 40 words per minute; the rate of errors should not
exceed 5 per cent
Experience Experience in secretarial work
Desirable requirements:
Knowledge Knowledge of office methods and procedures
Abilities Ability to screen and to distribute incoming mail
Ability to maintain files and registers
Ability to draft routine correspondence and reports
Personal qualities Tact, initiative and judgment
Tidy appearance
Source:
ILO, Job Evaluation, Geneva 1986

34. 34
Analisis Jabatan:Analisis Jabatan:
Nilai Tambah pada OrganisasiNilai Tambah pada Organisasi
• Dapat diukur dengan berbagai macam cara
• Pengukuran Relatif antara Cost dan Benefit
• Benefit dalam bentuk uang dan non-uang yang
sulit diakses