This presentation tell us about the organization or company Hiring process of employee, Companies apply different strategy for different post.

1. ( Naultha Panipat)
Group Presentation
Presented To:
Shilpa Mam

2. on
“ Job Analysis ”

3. YOGENDER ( GROUP LEADER )
UMESH
BHAWNA
PRIYANKA
SHUBHAM
AKSHAY

4. “ Job Analysis ”
Presented by : YOGENDER ( Group Leader )
 UMESH
 BHAWNA
 PRIYANKA
 SHUBHAM
 AKSHAY

5. Presented by : YOGENDER ( Group Leader )
 UMESH
 BHAWNA
 PRIYANKA
 SHUBHAM
 AKSHAY

6.  What is job analysis?
 How it works
 How can you use this tool in your organization?
 Methods of job analysis
 An exercise
 Summary

7.  A systematic approach to collect information
about a job such as tasks, responsibilities
and the skills required to perform those tasks
 An important part of Human Resources (HR)
planning

8. Collection of
background
Information
Selection of
Representative
Position to be
analyzed.
Collection of
Job Analysis
Data
Developing A
Job
Description
Developing
Job
Specification

9.  Job analysis assists HR in determining:
› Necessity of the job
› Equipment needed
› Skills required
› Supervision
› Working conditions
› Management/employee interaction

10.  Recruiting
› Keyword searches on resumes that match job
requirements
 Selection
 Appraisal
 Salaries and Incentives
 Training and Development

11. Job Analysis
Job Description
Job Specifications
Recruiting Selection
Strategic
HR
Planning
Employee
Training
Employee
Development
Career
Development
Performance
Appraisal
Compensate
Safety and
Health
Labor Relations

12.  Job analysis can also:
› Help the company remain profitable and
competitive
› Help the company keep up with technology
› Prevent employees from being overworked
› Help the company stay
in compliance with
government regulations

14.  What is analyzed?
› Work activities
› Working conditions
 Supervisors
 Location
 Schedule
› Machines and equipment

15.  What is analyzed? (continued.)
› Job performance
 Operations
 Standards
 Time
› Experience, training, and skills
› Supervision and promotion patterns
› Products/services completed

16.  Who is involved in the job analysis?
› Management
› Supervisors
› Job analysts
› Job incumbent
› Unions
› Consultants

17.  Observation
 Interview
› Individual
› Group
 Questionnaires
› PAQ
 Diary
 Technical Conference
 Critical Incident Technique

18.  Observation Method
› Analyst observes incumbent
 Directly
 Videotape
› Useful when job is fairly routine
› Workers may not perform to expectations

19.  Interview Method
› Individual
 Several workers are interviewed individually
 The answers are consolidated into a single job
analysis
› Group
 Employees are interviewed simultaneously
 Group conflict may cause this method to be
ineffective

20.  Questionnaires
› Employees answer questions about the job’s
tasks and responsibilities
› Each question is answered using a scale that
rates the importance of each task

21.  Questionnaires (continued..)
› Position Analysis Questionnaire (PAQ)
 A structured, behavioral questionnaire
 194 items in 6 categories
 Information input
 Mental processes
 Work output
 Relationships
 Job context
 Other characteristics

22.  Diary Method
› Employees record information into diaries of their
daily tasks
 Record the time it takes to complete tasks
› Must be over a period of several weeks or
months

23.  Technical Conference Method
› Uses experts to gather information about job
characteristics

24.  Critical Incident Technique (CIT)
› Takes past incidents of good and bad behavior.
› Organizes incidents into categories that match
the job they are related to.
 Involves 4 steps

25.  CIT steps
› Brainstorm and create lists of dimensions of
job behaviors
› List examples of effective and ineffective
behavior for each dimension
› Form a group consensus on whether each
incident is appropriately categorized
› Rate each incident according to its value to
the company

26.  Conducting the job analysis
› Know the purpose
› Gather Information about jobs to be analyzed
 Books
 Charts
 Trade union literature
 Government agency literature
› Use employee input

27.  Conducting the job analysis (cond.)
› Choose an efficient method of collecting
information
› Gather information from employee/supervisor
about the job
› Draft a job description
› Obtain supervisor approval

28.  Bruce , customer service manager at BGS
Sports, wants to conduct a job analysis on
how his employees interact with
customers and other employees.
 What steps should Bruce take to
implement a successful job analysis, and
what method should he use to analyze his
employees?

29.  Possible Answer:
1. Determine the Purpose- to reinforce good
behavior among employees and provide better
customer service
2. Gather as much information as possible about
retail and customer service, including past
experiences with customers

30. 3. Choose best method of job
analysis
-Critical Incident Technique
-This would allow Bruce to discuss
with his employees past incidents and
whether they were effective or not
-Assign values of effectiveness
4. Gather information from workers and
other managers about the job

31. 5. Draft a behavioral job
description
6. Identify areas that need
improvement, and implement training
programs to improve those areas

32.  Job analysis is an effective approach to
gathering information about jobs
 There are 6 popular techniques to
conducting job analyses
 Job analysis is directly related to nearly
every function of Human Resource
departments in organizations

34. Components of
Job Analysis
Job Description Job Specification

35.  The preparation of job description
is necessary before a vacancy is
advertised. It tells in brief the
nature of a job. In other words, it
emphasizes the job requirements.

36.  Job specification is based on job
description. It 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.