Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance management, and other HR activities. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting jobs for analysis, collecting data on job duties and requirements, and developing the job description and specifications.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Employee benefits and services (Philippines)geomarbalajo
This is a brief summary report of the Philippine Employee benefits and services, under the Labor Code of the Philippines. This report excludes the monetary type of compensation, thus, it only focuses on Indirect type of compensation which are the benefits and services of different entities.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Employee benefits and services (Philippines)geomarbalajo
This is a brief summary report of the Philippine Employee benefits and services, under the Labor Code of the Philippines. This report excludes the monetary type of compensation, thus, it only focuses on Indirect type of compensation which are the benefits and services of different entities.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
2Part 2 Meeting Human Resources Requirements3Chapter 4 J.docxgilbertkpeters11344
2
Part 2: Meeting Human Resources Requirements
3
Chapter 4: Job Analysis and Job design
Job Analysis and job design
A major purpose of this chapter is to impress on students the importance of job design and job descriptions in providing a foundation for an effective HR program. Emphasized in the chapter is the necessity for basing decisions involving the various HR functions on the requirements of the job. The contributions that accurate job descriptions can render to more effective employee performance and to an equal employment opportunity program are also emphasized. In the chapter the reader is made aware of the principal approaches to job analysis and the techniques to be used in preparing job descriptions and specifications.
Employees make important contributions to the organization through the design of their jobs and the freedom they are given to perform their work. This chapter concludes by discussing important concerns regarding how jobs are designed, including ergonomics, employee empowerment, and various employee involvement techniques. Special emphasis is given to employee teams and the characteristics of all successful teams.Chapter Learning Outcomes
Lecture Outline
A job can be defined as an activity people do for which they get paid, particularly as part of the trade or occupation they occupy.
I. What Is a Job Analysis and How Does It Affect Human Resources Management?
Figure 4.1 will be useful in the discussion on job analysis. Ask students to name job requirements that have the potential to negatively affect protected class members (for example, height or weight requirements).
A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it.
A.
Major Parts of the Job Analysis
The two major pieces of information that come out of a job analysis:
· A job description is a written document that describes the overall purpose of the job, and tasks, duties, and responsibilities, or what human resources personnel refer to as TDRs, and the qualifications needed to do it.
· Job specifications, or qualifications, are a part of the written job description and outline in detail the specific knowledge, skills, abilities, and other attributes (often referred to as KSAOs) required of the person performing the job.
The information in a job analysis is crucial to a number of HRM functions, including the following.
· Strategic HR planning—a job analysis is used to examine a company’s organizational structure and strategically position it for the future.
· Workflow analysis and job design—the information generated by a job analysis can also be used to analyze a company’s work processes—that is, how work is done.
· Recruitment and selection—the information provided via a job analysis are contained in job advertisements, whether they are posted on organizational bulletin boards, Internet s.
Terms that could be found here are the following Human Resources Selection, Placement and Recruitment, Job Analysis, Job description, Internal and External Hiring, Allocation
Job Analysis and Recruitment and SelectionAtul Chanodkar
- Job Analysis
- Job Description
- Job Specification
- Methods of Job Analysis
- Process of Job Analysis
- Purpose of Job Analysis
- Uses of Job Analysis Information
- Writing the Job Descriptions
- Writing Job Specification
- Recruitment and Selection
- Recruitment
- Selection
- Sources of Recruitment
- Methods of Selection
- Process of Selection
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Hrm job analysis
1. JOB ANALYSIS
Job analysis is conducted to determine the responsibilities inherent in the
position as well as the qualifications needed to fulfill its responsibilities. It is
essential when recruiting to locate an individual having the requisite
capabilities and education.
IMPORTANCE OF JOB ANALYSIS
Successful HRM practices can lead to outcomes that create competitive
advantage. When properly performed, job analyses can enhance the
success of HRM practices by Iaying the required foundation.
DEFINITION OF DIFFERENT JOB TERMS
a. Position - Consists of the responsibility and duties performed by an
individual. There are as many positions in a firm as there are employees.
b. Job-group of positions that are similar in their duties. In some instances,
only one positionmay be involved, simply because no other similar position
exists.
For example, the position of the chief accountant also contributes a job
since there is only one chief account position in the organization.
c. Occupation - group of jobs that are similar as to kind of work and are
found throughout an industry. An occupation is a category of work found in
many firms.
d. Job Analysis - The procedure used for collecting/determining
information relating to the operations and responsibility of a specific job.
The end result is job description and specifications.
2. e. Job Description - organized, factual statements of the duties and
responsibilities of a specific job. It tells what is to be done, how it is done,
and why. It is a list of job duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities.
f. Job Specifications - written explanation of the minimum acceptable
human qualities necessary for effective performance of a given job. It
designates the qualities required for acceptable performance, which are
requisite education, skills, personality, and no on.
g. Job Classification - Grouping of jobs on some specified basis such as
kind of work or pay. It can refer to a grouping by any selected
characteristics but preferably used most often in connection with pay and
job evaluation.
h. Job Evaluation - Systematic and orderly process of determining the
worth of a job in relation to other jobs. The objective is to determine the
correct rate of pay.
i. Tasks - Coordinated and aggregated series of elements used to
procedure and output
j. O* Net - Online resource which has replaced the Dictionary of Job Titles;
lists of job requirements for a very large numbers of jobs
k. Functional Job Analysis - A task-based or work-oriented technique
describing the worked performed.
l. Position Analysis Questionnaire (PAQ} - An example of a job analysis
method
Job analysis provides information in several cases including the
following:
1. How much time is taken to complete basic tasks?
2. How are tasks grouped together into a job?
3. 3. How can job be designed so that employee performance can be
improved?
4. What kind of skills is needed to perform a given job?
5. What kind of person is best suited to perform for other HR activities?
Specific Information Provided by Job Analysis
1. Job title and location
2. Organizational relationship- brief explanation of the number of persons
supervised and job title of the position supervised. It is also reflects
supervision received.
3. Relation to other jobs- describes and outlines the coordination required
by the job
4. Job summary- condensed explanation of the content of the job
5. Informationconcerning to job requirements- usually provides information
about machines, tools, materials, mental complexity and attention required,
physical demands and working conditions. It varies from job to job.
USES OF JOB ANALYSIS INFORMATION
1. Preparingthe job description and writing the job specifications
The result of job analysis provides a complete description that
contains job summary, the job duties and responsibilities, machine and
equipmentused to describe the individual traits and characteristics required
in performing the job well.
4. 2. Recruitment and selection
Job analysis information is useful when searching for the right person to fill
the job. It helps to seek and find the type of people that will contribute to
and suit the needs of the organization.
3. Determining the rate of compensation
Job analysis information is also essential for estimating the value of and
appropriate compensation for each job. This is because compensation
usually depends on the job’s required skill and educational level, safety
hazards, degree of responsibility, and so on, all of which are assessed
through job analysis.
4. Performance appraisal
It involves comparison of actual versus planned output. Job analysis
information is used to identify the standards and performance objectives
and specific activities to perform against which employees are evaluated. It
is used to acquire an idea of acceptable level of performance for a job.
5. Training
Job analysis information is used to design training and development
programs because the analysis and resulting job descriptionshow the skills
and therefore the kind of training that is required. Training and development
are conducted to satisfy these skills and competency requirements.
6. Career planning and development
The movement of individuals into and out of positions, jobs,and occupation
is a common procedure in organizations. JA provides clear and detailed
information to employees on career movement.
7. Safety
The safety of a job depends on the proper layout, standards, equipment,
and other physical conditions. What a job entails and the type of people
5. needed contribute information to establish safe procedures so that unsafe
practices can either be changed or discounted.
8. Labor relations
An attempt of an employee to add or subtract from the duties listed, as a
result of job analysis, is already a violation of this standard. The labor union
as well as the management is interested in this matter. Controversies often
result and a written record of the standard job jurisdiction is valuable in
resolving such disputes.
METHODS USED IN JOB ANALYSIS
1. INTERVIEW - Job analysis information can be obtained by interviewing
the job incumbent or by group interviews with group of employees doing
the same job or by interviewing the supervisor who is knowledgeable about
the job. Interview information is particularly valuable for professional and
technical jobs that mainly involve thinking and problem solving.
2. OBSERVATION - Direct observation is especially useful when jobs
consist mainly of observable physical activity. Jobs like those of a janitor,
production workers, and drivers are examples of these. On the other hand,
observation is usually not appropriate when the job entails significant
amount of mental activity, such as the work of the lawyer, financial analyst.
Etc.
3. QUESTIONNAIRE - The use of questionnaire is usually the least costly
method for collecting large amount of information in a short period of time.
Advantages of using the questionnaire method include the information
gathered is quantitative in nature and can be easily updated as the job
changes. It usually includes questions asking worker to describe the kinds
6. of experiences, qualification, activities performed and the importance of
each activity or the percentage of time spent in performing it.
4. EMPLOYEE RECORDING/USE OF LOG BOOK - This is a recording by
job incumbents of job duties, frequency of the duties and when the duties
are accomplished. This can produce a complete picture of the job,
especially when supplemented with subsequent interviews with the worker
and the supervisor.
STEPS IN CONDUCTING JOB ANALYSIS
STEP 1 - Provide a broad view of how each job fits into the total fabric of
the organization. This is to determine hoe data will be used in HRM
planning. HR managers should decide what data needs to be collected, the
best method of collection, and the uses of the information in a
comprehensive HRM strategy.
STEP 2 - Identify the use to which the information will be put, since this will
determine the type of data to be collected and how to collect data. This
7. requires studying the organization charts, job descriptions, and work
process charts.
STEP 3 - Since it is usually too costly and time consuming to analyze every
job, a representative sample of jobs needs to be selected. Review relevant
background information such as organization charts, process charts, and
existing job descriptions.
Organization chart shows how the job in question relates to other jobs and
where it fits in the overall organization. It should identify the title of each
position and, by means of interconnecting lines, show who reports to whom
in the hierarchy.
Process charts show the flow of inputs to and outputs from the job under
study. Existing job description can provide a starting point from building the
revised job description.
STEP 4 - This involves the actual analysis job by collecting data on job
activities, required employee behavior, education, training, experience
requirements,working hours, equipmentused, required job duties, process
workflow, working conditions, and human traits and abilities needed to
perform the job. This is done through the use of acceptable job analysis
techniques. The information collected in step 4 is then used in Step 5 and
Step 6 to develop the job description and job specifications. A job
descriptionand a job specification are usually two concrete products of the
job analysis.