The document provides information about job analysis conducted at Beaconhouse School System. It discusses the company profile, number of employees, human resource department hierarchy, methods of job analysis including job description and specification. It notes that Beaconhouse uses a traditional approach to job analysis involving 5 steps. It evaluates drawbacks of the traditional approach and issues that can arise. Key recommendations include establishing a proper HR department, implementing a formal job analysis process, and conducting regular job analysis to update existing roles.

1. JOB ANALYSIS
BEACONHOUSE SCHOOL SYSTEM
SUBMITTED TO:
Ms.Mahreen
SUBMITTED BY:
Nida Sajid
Date: Dec 19, 2013

2. Table of Content Page
No.
1. Company profile
 History
 Founder
 Mission
 Message from Head of HR
1
2. Number of Employees 4
3. Number of Employees in HR Department 4
4. Organizational Hierarchy 5
5. Human Resource Department Hierarchy 5
6. Methods of Job Analysis
 HR planning
 Job Analysis
 Reasons for conducting JA
Job description
 Job Specification
6
7. Theoretical and Practical Review
 Practical Review
 Theoretical Review
8
8. Assessment and Evaluation
 Drawbacks
 Issues
10
9. Recommendations 11
1. COMPANY PROFILE

3. History
The Beaconhouse group has over 241,000 fulltime students in nine countries and is possibly the
largest school network of its kind in the world. Established in November 1975 as the Les Anges
Montessori Academy with 19 toddlers, Beaconhouse has since grown into an international
network of private schools, imparting distinctive and meaningful learning to students all the way
from birth – through its partnership in Pakistan with Gymboree Play & Music – to post-
graduation, through the Beaconhouse National University in Lahore.
Of these students, over 100,000 study at the group’s flagship network, the Beaconhouse School
System, in Pakistan as well as overseas, while the remaining are largely enrolled at The
Educators, a parallel school network operated by the group with over 141,000 students.
The Beaconhouse of today is thus much more than just a stand-alone school. Through distinct
and independent divisions in the UK, Malaysia, Indonesia, Thailand, the Philippines, Oman,
UAE, Pakistan and Bangladesh, it caters to the education and training needs of a large and
diverse group of individuals of varying ages, socio-economic backgrounds, and nationalities,
with its activities also extending beyond education in some countries.
Beaconhouse has always laid tremendous emphasis on the development of human capital. From
its initial association in the 1980s with The Moray House Institute of Education in Scotland to its
more recent teaching training links with the University of Bradford and MARJON, Beaconhouse
has institutionalized in-service teacher training like no other school.
So, with rigorous standards that demand up-to-date teaching skills and a range of challenging
programs, the Beaconhouse School System brings success within the reach of every student.
Founder
Mrs. Nasreen Mahmud Kasuri has played a pivotal role in women’s empowerment in the
country. Sixty-two per cent of Beaconhouse employees are women, with a very high percentage
in upper management. Mrs. Kasuri is the Chairperson of Beaconhouse which she founded in
1975. Now one of the largest school systems in the world, with a presence in nine countries,
Beaconhouse has spearheaded the introduction of a progressive, broad-based approach to
education and the concept of global citizens, besides making a significant contribution to the
transformation of private education in Pakistan.
Mission

4. Beaconhouse aims to provide quality education of an international standard. We aim for
excellence through quality management, quality training and quality teaching, bringing benefit to
our students, the community and the wider world.
Message from Head Of Human Resources
The HR department at Beaconhouse is committed to providing a dynamic, positive and fulfilling
environment for its employees and to position Beaconhouse as an employer of choice by
attracting, developing and retaining a diverse and well-qualified workforce.
We are committed to supporting the BSS mission of providing quality education of an
international standard. Our goal is to attract and develop talent and enable our employees to grow
personally and professionally. We consider our employees to be our greatest assets and offer
endless opportunities for career growth and professional development. In accordance with our
tradition of fostering a learning community, our teachers are provided with on the job training
and opportunities for continuing education so that they can excel in their current and future roles.
If you become part of the Beaconhouse family, you shall be eligible for several employee
benefits, including a competitive salary package, health insurance, trainings and an opportunity
to participate in employee events. We hope that you will take the time to explore career
opportunities at BSS and become part of this dynamic organization!
Rizvana Ikram
(Head of Human Resources)
2. NUMBER OF EMPLOYEES
The Beaconhouse School System has nearly 12,000 employees, out of which approximately
7,000 are teachers.
3. NUMBER OF EMPLOYEES IN HR DEPARTMENT
The HR Department of Beaconhouse has nearly employees.
4. ORGANIZATIONAL HIERARCHY

5. 5. HUMAN RESOURCE DEPARTMENT HIERARCHY
6. JOB ANALYSIS

6. HR Planning:
HR planning is the process of anticipating an organization’s future human resource needs and
then developing action plans for fulfilling identified needs.
Forecasting human resource involves determining the number and type of employees needed by
skill, level and location. In order to do HR planning, the human resource manager looks to both
internal sources (present employees) and external sources (the labor market). Then HR
determines whether they have a surplus or shortage of employees. HR reduces the number of
employees if a surplus is projected. Some of these methods include restricted hiring, early
retirements, and layoffs. If a shortage is forecasted, the HR obtains the proper quantity and
quality of workers from outside the organization. In this case, external recruitment and selection
is required.
Job Analysis: In simple terms, job analysis may be understood as a process of collecting
information about a job.
Specifically, job analysis involves the following steps:
1. Collecting and recording job information
2. Checking the job information for accuracy.
3. Writing job description based on the information
4. Using the information to determine the skills, abilities and knowledge that are required on the
job.
5. Updating the information from time to time.
There are several ways to conduct a job analysis, including:
 Interviews with incumbents and supervisor
 Work sampling
 The repertory grid technique
 Questionnaires (structured, open-ended, or both)
 Observation
 Critical incident investigations
 Hierarchical task analysis
Reasons for Conducting Job Analysis:

7. Job analysis is realized, when a new job is generated, but also when it is necessary to update
jobs. The next reason is a change in work components based on objective and reasonable causes,
for example: a change of situation at labor market, economic reasons, change of a system at new
technology introduction, construction of a new operation, change of organizational structure but
also different personnel reasons. Standard purpose of job analysis is to form actual, compact and
meaningful picture about job.
The process of job analysis results in two sets of data:
i) Job description
ii) Job specification
These data are recorded separately for references.
Job Description is an important document, which is basically descriptive in nature and contains
a statement of job Analysis. It gives information about the scope of job activities, major
responsibilities and positioning of the job in the organization. This information gives the worker,
analyst, and supervisor with a clear idea of what the worker must do to meet the demand of the
job.
So we can conclude by saying that Job description provide the information about the type of job
and not jobholders.
Following are the main content of a job description it usually consist of following details or data.
 Job title / Job identification / organization position
 Location
 Job summary
 Duties
 Machines, tools and equipment
 Materials and forms used
 Supervision given or received
 Working conditions
 Hazards
Job Specification:
Job Specification translates the job description into terms of the human qualifications, which are
required for performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.

8. Job Specification Information:
The first step in the program of job specification is to prepare a list of all jobs in the company
and where they are located. The second step is to secure and write up information about each of
the jobs in a company. Usually, this information about each of the jobs in a company. Usually
this information includes:
 Physical specifications
 Mental specifications
 Behavioral Specifications
 Employee Specification
7. THEORETICAL AND PRACTICAL REVIEW
Practical Review
Since there is no actual department of Human Resources in Beaconhouse, the job analysis
methods being used in Beaconhouse are slightly traditional.
The traditional approach to Job Analysis in BSS can be divided into 5 basic steps:
STEP 1: At the beginning it is necessary to determine the purpose and main goals of analysis in
relation to the results which are expected by the top management. So, whenever there is a need
for a new position in the organization, the regional office has to get the approval of the head
office (Head of human resources) before starting to create a job description/specification to fill
that position. The plan is submitted to top management for reviewing. Jobs that are to be the
object of analysis are determined. Once the head office gives approval of the new position, then
the actual job analysis begins.
STEP 2: Afterwards the HR manager initiates a meeting with the upper staff of the branch where
they introduce reasons of job analysis execution, ask them to participate, discuss the plan of
execution and collect feedback from everyone about the tasks are to be performed by the
position. The outputs of meeting enable to compile the definitive plan of job analysis.
STEP 3: After the job analysis is completed, the HR manager then creates a job description on
the bases of the feedback collected from the meeting. This is a time consuming process for the
organization as there is only one HR manager overseeing 20 branches.
STEP 4: After the Job description and job specifications are completely defined, this
information is sent off to the Head of Human Resources for a final approval.

9. STEP 5: Once the HR manager gets the ‘go ahead’ from the Head Office, the recruitment
process starts to take place for the position in question.
Theoretical Review
Theoretically, the traditional approach being utilized by Beaconhouse is the DACUM
(Developing A Curriculum) process, was developed in the late 1960s and has been viewed as the
fastest method used, but it can still can take two or three days to obtain a validated task list.
DACUM (Developing a Curriculum) is a quick yet highly valid job analysis technique. The
DACUM process is used to determine the competencies that should be addressed in a
training curriculum for a specific occupation.
DACUMs are used to develop job profiles for all types of occupations, including top-level
managers and specialized jobs. This cost-effective and efficient technique has been validated
through research and compares very positively with other job analysis methods.
Fundamentally, the DACUM process is brainstorming in a well-organized, step-by-step manner.
The process requires a panel of 5 to 9 workers that also contain some expert workers in the
occupation being analyzed, a qualified DACUM facilitator, and a recorder.
The panel members must be articulate workers who are considered outstanding in their
occupation, with highly-developed technical knowledge and skill. A facilitator specifically
trained in the DACUM process is essential for valid and usable outcomes. The facilitator must be
able to elicit specific task statements, deal with conflict and debate when the panel is reaching
consensus, and continually forge ahead in order to complete the process.
During the DACUM work session the facilitator systematically guides the panel members
through brainstorming and consensus-reaching discussions to describe their job in terms of main
duties and specific tasks. Since the specific tasks are the competencies necessary to do the job, it
is critical that they be described accurately and precisely. The panel members also agree on the
relevant attitudes, knowledge, and skills as well as the primary tools of their job. The recorder
writes the duties and tasks on large index cards that are taped or pinned to a wall facing the
panel.
This storyboarding process is essential to successful DACUM profiles because the cards are
replaced, reworded, and rearranged until the panel members agree that it is an accurate profile of
their job.
DACUM is based on three premises:
(1) Expert workers can better describe their job than anyone else,
(2) Any job can be effectively described in terms of the competencies or tasks that successful
workers in that occupation perform.
(3)The specific knowledge, skills, attitudes and tools required by workers in order to correctly
perform their tasks can also be described.

10. Additionally, DACUM profiles are used:
(1) for developing performance evaluations
(2) for making career decisions with information about specific occupations
(3) for new supervisors/managers’ understanding of what their employees do or should do on the
job.
8. ASSESSMENT AND EVALUATION
Traditional job analysis methods have the following drawbacks:
 Laborious and time consuming
 Tendency on the part of management to over analyze some jobs and under analyze some
others
 Involves personal biasness
 Source of data is extremely small
 Involves lots of human efforts
 Job analyst may not possess appropriate skills
 Limited types of data collected and therefore limited use
 Difficulty in collecting data from a representative sample
Following are some of the main issues that arise by not following the proper job analysis
procedures.
 Lack of Management Support: The biggest problem arises when a job analyst does not
get proper support from the management.
 Lack of Co-operation from Employees: If we talk about collecting authentic and
accurate job-data, it is almost impossible to get real and genuine data without the support
of employees. If they are not ready to co-operate, it is a sheer wastage of time, money and
human effort to conduct job analysis process.
 Inability to Identify the Need of Job Analysis: If the objectives and needs of job
analysis process are not properly identified, the whole exercise of investigation and
carrying out research is futile.
 Biasness of Job Analyst: A balanced and unbiased approach is a necessity while
carrying out the process of job analysis. To get real and genuine data, a job analyst must
be impartial in his or her approach.

11.  Using Single Data Source: A job analyst needs to consider more than one sources of
data in order to collect true information. Collecting data from a single source may result
in inaccuracy and it therefore, defeats the whole purpose of conducting the job analysis
process.
 Lack in HR planning: They have qualified employees but not the right number of
employees
 Absence of HR department: There is no well-structured HR department in
Beaconhouse School System.
 Lack of proper Job Analysis methodologies: They do not follow any of the proper
methodologies which are used for collection data to perform job analysis
9. RECOMMENDATIONS
 Establishment of a proper Human Resource Department
 Implementation of proper job analysis process
 Equal standard maintenance in all the branches of Pakistan
 Beaconhouse School system only conducts job analysis when a new position is required
in the organization. They should also conduct job analysis in order to update existing job
descriptions and job specifications w.r.t the changing environment of the organization.
 If Beaconhouse intends to create jobs using traditional job analysis methods, they should
hire experts who can describe the job better than anyone else in order to accurately
develop the job descriptions and job specifications