JOB ANALYSIS

AND
COMPETENCY MODULE 4
MODEL
 FIRST THIRD
TOPIC TOPIC
TABLE OF CONTENTS

What is Job Analysis? What is Competency?

Purpose Of Job Analysis? What is Competency Model?

SECOND FOURTH
TOPIC TOPIC
Job Analysis Method Benefits of using competency
model
Most common Job
Analysis Method Four major Types of
Competency Model
 01
JOB ANALYSIS AND
PURPOSE OF JOB
ANALYSIS
JOB ANALYSIS
o A Process of studying a job.
o It involves in collecting and
recording job-related data.
o “ A systematic procedure for
gathering, documenting, and
analyzing information about the
content, context, and
requirements of the job.”
GENERAL PURPOSE OF JOB ANALYSIS

o To establish what a job entails.

o To use a particular information to create
a right fit between the job and the
employee.
Purpose of Job Analysis

in terms of:: :

Compensation
Management
Performance It helps in
Recruitment Analysis Training and Job Designing
deciding the pay
and Selection: Development and Redesigning
To check if packages, extra
Right person at goals and To assess the perks, benefits To streamline
a right place. objectives of a training and and fixed & the human
particular job development variable efforts and get
are met or not. needs of incentives of the best
employees. employees. possible output.
 02
JOB ANALYSIS METHOD
AND MOST COMMON JOB
ANALYSIS METHOD
JOB ANALYSIS METHOD
Though there are several methods of collecting
job analysis information yet choosing the one or a
combination of more than one method depends
upon the needs and requirements of organization
and the objectives of the job analysis process.
Typically, all the methods focus on collecting the
basic job-related information but when used in
combination may bring out the hidden or
overlooked information and prove to be great
tools for creating a perfect job-candidate fit.
FUNCTIONAL JOB ANALYSIS
Functional Job Analysis is the practice of examining either a job’s requirements and assigning
the right candidate for that job or examining the candidate’s qualifications and skills and
assigning the right job to that candidate. It also functions in reverse by not matching the wrong
candidate to a job or vice versa

CRITICAL INCIDENT
The critical incident technique asks subject matter experts to identify critical aspects of
behavior or performance in a particular job that led to success or failure.

CHECKLIST
Checklists are also used as a job analysis method, specifically with areas like the Air Force. In
the checklist method, the incumbent checks the tasks he or she performs from a list of task
statements that describe the job.

TECHNICAL CONFERENCE METHOD

The technical conference method of job analysis involves qualified people collaborating to
provide information about a specific job. Select subject matter experts for the technical
conference method of job analysis. Experts include supervisors, human resource analysts and
other individuals who have expertise in the job and know the requirements.
 MOST COMMON JOB ANALYSIS METHOD

OBSERVATION METHOD
The observation method is described as a method to observe and
describe the behavior of a subject. As the name suggests, it is a way of
collecting relevant information and data by observing. It is also referred to
as a participatory study because the researcher has to establish a link
with the respondent and for this has to immerse himself in the same
setting as theirs. Only then can he use the observation method to record
and take notes.
INTERVIEW METHOD
In this method the manpower is interviewed. The employee under this
method comes up with different ideas towards their working style,
problems faced by them and uncertainties or insecurities faced by them.
It helps the organization in knowing exactly what the employees are
thinking about their jobs. This helps in minimizing errors as not only one
employee is interviewed, but everyone in the organization is interviewed.

QUESTIONNAIRE METHOD
This is another common method of Job Analysis, which uses a questionnaire
to be filled by the employees. Care should be taken while framing questions
for this, because this method also suffers from bias by the superiors. It is
always better if the staff is communicated in a better way to make them
understand that the data collected is for their own good. Here different
types of questionnaires are prepared for different grades which is also time
consuming.
 03
COMPETENCY AND COMPETENCY MODEL
Competency
 combination of observable and measurable
knowledge, skills, abilities and personal
attributes that contribute to enhanced
employee performance and ultimately
result in organizational success

 Competencies are not skills.

Competency  guideline that sets out the specific skills,
Model
knowledge and behavioral requirements
that enable an employee to perform their
job successfully

• Job Description vs. Competency Model

04
BENEFITS OF USING COMPETENCY MODEL AND
FOUR MAJOR TYPES OF COMPETENCY MODEL
BENEFITS OF USING COMPETENCY MODEL

93% of 500 C-suite executives

claimed that competency models
were important to their
organization’s performance
success
BENEFITS

• Sets a concrete direction for workforce performance that

aligns with organizational goals and strategies.
• Enables HR to have a concrete understanding of all
employee abilities and skills.
• Enables HR and Training to more accurately identify
learning & development (L&D) needs.
• Allows employees to take ownership of the skills and
behaviors required of them in their roles.
• Empowers organizations to keep track of what skills employees have so that
strategy and planning can work towards that future skills may be needed.

• Provides a consistent and fair system of measurement for

performance evaluation.
 4 TYPES OF COMPETENCY
1. Core values
 These are the common values set as principles
that guides the behavior of all staff in the
organization. It shall be instigated to everyone in
the organization to follow these values for it will
reflect the values of the whole organization.

2. Core competencies
• These are soft skills that should be present
to enable everyone to work together as a
unit and help support the organization.
3. Leadership competency
 These are skills that are crucial to managerial
staff, it is an interpersonal skill that helps you
lead and communicate well amongst your
team members or the members of your
department.

4. Technical competency
• These are skills that are essential to your
personal work or job. It sets the bar on how
you should perform on your current
occupation or the job that was assigned to
you.
 TYPES OF COMPETENCY MODEL

Organizational Core Functional Competency Job Competency Model

Competency Model Model The model also looks at
The model keeps track of the
The model assesses the the technical skills,
basic skills that is needed in
the organization. These skills employee’s ability to do however, it is more specific
are often the basics that all the function he is tasked than the functional model.
members should possess in to do. The skills are often The quality is sometimes
order to interact with the technical that is in line set by someone already
team and carry their tasks in with the employee’s performing the job inside
the organization.
educational background. the organization.
Leadership Competency Model
The model focuses on assessing
leadership skills. Leaders need to be
a step above and constantly working
to improve their leadership skills.

Custom Competency Model

Competency models varies on
different organizations; some may
use mixed types in order to attain
their organizational goals.
 THANKS!
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