MODULE 2- Notes

JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Meaning and Definition of Job Analysis

It is a systematic analysis of each job for the purpose of collecting information as to what the job
holder does, under what circumstances it is performed and what qualifications are required for doing
the job.

Edwin Flippo: “Job analysis is the process of studying and collecting information relating to the
operations and responsibility of a specific job”.

THE PURPOSES OF JOB ANALYSIS ARE TO IDENTIFY:

 Job description & specification

 Recruitment and Selection
 Job evaluation
 Job design
 Compensation
 Performance Appraisal
 Training
 Compliance with labor law

USES OF JOB ANALYSIS:

1. Human Re. Planning:

Job analysis is an analytical process from which we develop tangible results in the form of job
description and job specification. These two outcomes i.e. job description and job specification
determines the duties and responsibilities a particular job possesses and the qualifications, skills,
knowledge, potentials required to perform the job respectively.

This in turn determines the demand for various jobs in the organization and the manpower required
to hold them. Accordingly human re. manager has to plan for human re.s. This is how job analysis
helps in human re. planning.

2. Job Evaluation:
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Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

Job evaluation is treated as the third tangible outcome of the conceptual job analysis. The
information provided by the job analysis serves the purpose of job evaluation i.e. to determine the
relative worth of job for fixing compensation. Here again the job description and job specification
provides a base for determining worth of a job to the enterprise and for determining salary and
wages for the job or jobs.

3. Recruitment, Selection and Placement:

A comprehensive job analysis provides sufficient information in respect of jobs that will most likely to
be filled up in future. Selection of a person for a job necessitates the deep and clear understanding of
the kind of work to be performed and the qualifications, knowledge, talent and potentials require
doing it.

Job analysis ably provides all required information facilitating the recruitment, selection and
placement smoothly in an organisation. Here also job specification and job description helps
immensely in matching the job requirements with the knowledge, qualities, potentials, talents, skills
of the incumbent.

4. Optimum use of Human Resource:

Every organisation wants optimum use of its human resource to increase the productivity.
Information from job analysis furnishes the facts regarding what employees have to do. If they lag
behind in putting up the required efforts which is prescribed by job description then the managers
take action for improvement so that they put up maximum required efforts to perform their jobs.

The job analysis also helps the employees understanding their own duties and responsibilities
towards jobs. Hence came the realization. This is how optimum use of human re.s is being achieved
with the help of job analysis.

5. Training and Development:

Training and development is yet another field where information from job analysis is used. From the
requirements of the job the manager know the deficiencies in the jobholders. He then decides to
provide training to the incumbents. Job descriptions and job specifications reveal what is needed
from and in the incumbents to perform a particular job. They came to know what is being expected
from them accordingly they prepare for career development.

6. Labour Management Relations:

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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

The information gathered from job analysis are helpful in improving labour management relations by
understanding what is being expected from the jobholders, by the employees. This can be achieved if
employees are informed about the information from the job analysis.

7. Job Design:

The information generated from the job analysis is of immense help to the industrial engineers in
designing the job through the study of job element. Job element is the minute unit into which work
can be divided. Hence it helps in time and motion study, determining work specification, work
measurement, providing for methods and improvement at workplace.

8. Safety and Welfare Measures:

Job analysis process discloses the environment where job is to be performed.

Hazardous and unhealthy conditions, if any, prevailing at the workplace can be taken care of by
providing adequate safety and welfare measures. Most of the accidents can be thus avoided.

9. Compensation:

The information collected under job analysis can be used for determining wages and salaries of the
incumbents. Salaries are to be fixed on the principle “equal pay for equal work”. It is also to be noted
while fixing salaries that the jobs of comparable worth receive same pay. All this is possible because
of job analysis.

10. Reduce Frustration:

Job analysis provides factual information relating to job and thus reduces the frustration from the
minds of those employees who have imagined high expectations about the job. They are saved from
being dissatisfied or leaving job in the middle. Job analysis assures low turnover. It orients new
recruits to their positions.

11. Determines Authority Responsibility Relationship:

Job analysis helps in delegating authority thus determines lines of authority and responsibility. This
also helps in designing organisational framework. It helps in determining the vertical and horizontal
relationships in the organisation
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

PROCESS OF JOB ANALYSIS:

Step 1: identify purpose of job analysis

Step 2: selecting the analysts

Step 3: selecting the appropriate method

Step 4: train the analysts

Step 5: preparation of job analysis

Step 6: collecting data

Step 7: review and verify data

Step 8: develop a job description and job specification

How to perform / conduct a job analysis? You should do 8 steps as follows for conducting / writing a
job analysis.

1. Identify purpose of job analysis

You should identify purpose of job analysis because that will determine what job analysis method,
what data will be collected….

2. Selecting the analysts

You can choose analyst from professional human re., line mangers, incumbents or consultants.

3. Selecting the appropriate method

* Select representative positions to analyze because there may be too many similar jobs to
analyze, and it may not be necessary to analyze them all.

* Review background information such as organization charts, process charts, and job
descriptions of positions selected.

* Then identify methods of job analysis. There are many methods in job analysis, you should
pay attention to advantages and disadvantages of each method in order to choose suitable one.

* Identify sample size of position.

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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

4. Train the analysts: If you intend to use internal analysts you have to teach them how to use the
selected methods.

5. Preparation of job analysis:

* Communicate the project in the organization.

* Preparing the documentation, for example: interview questions, questionnaires.

6. Collecting data

* Collecting data on job activities, employee behaviors, working conditions, and human traits
and abilities needed to perform the job.

* Using one or more of the job analysis methods to collect data.

7. Review and verify

* Consolidate the results. You must review all data collected. This will help you to confirm that
the information is factually correct and complete. How can review information?

* Review data with his or her immediate supervisor.

* Review data by technical conference (is a job analysis method).

* Review data with incumbents by interview.

8. Develop a job description and job specification

Implement the results into the company procedures according to the goal-setting. Develop a job
description and job specification from the job analysis information. A job description is a written
statement that describes the activities and responsibilities of the job, working conditions and safety
and hazards…A job specification summarizes the personal qualities, traits, skills, and background
required for getting the job done
Job Analysis in layman’s language means the procedure of gathering information about a job. This
process involves two sets of information:

1. Job Description
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

2. Job Specification

a Before going into these two sets let us talk about a few definitions of Job Analysis.

b Job Analysis is a method of collecting and studying about the information related to a particular
job. It includes the operations and tasks of a specific job.

c Another meaning of Job analysis is a complete examination of activities in a job. It can be

considered a technical procedure that can be used to classify the duties and responsibilities of a
job.

d It can also be defined as a group of tasks which can be performed by a lone employee towards
the production of some services or products of an organization.

If we take it in a specific manner, Job Analysis involves the below steps:

 Recording and collecting the information related to a job.

 To check the accuracy of the job information.
 Note down the Job Description as per the data gathered.
 Use the data to determine the skills and knowledge that is required for a particular job.
 Updating the gathered information from time to time.

As mentioned earlier Job Analysis is classified into two parts, Let us now discuss these two important
parts:
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

(a). JOB DESCRIPTION: This is a very vital document which is usually explanatory in nature. It consists
of both organizational as well as functional information. It provides information as to the scope of
activities, position of the job and the responsibilities. It gives the employees a very clear picture of
what is required of him to meet the goals of his job. A good Job Description must consist of the
following:

 It should include the nature and scope of the job along with accountability.
 A good Job Description should be lucid about the position, responsibilities and duties.
 The complexity of the job.
 The amount of skills required for that particular job.
 How far are the problems consistent?
 The level of responsibility the worker has for each stage of work.

CONTENTS OF JOB DESCRIPTION

Usually the Job Description consists of the following:

a. Job classification: This includes title of the job, alternate title if any, job code, division or
department etc. The title of the job designates the job properly and division or department
indicates which department and location does the employee work.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

b. Job Summary: It serves two purposes here; one is that when the Job Title is not sufficient it gives
additional information on the job. Secondly it gives more descriptive information about the
particular job.

c. Duties and Responsibilities: This lists out the entire duties and responsibilities of a particular job.
Sometimes duties and responsibilities are also listed for particular skills and their incidence of
occurrence.

d. Relation to other jobs: This gives the employees a fair amount of picture as to the hierarchy of
the position. Like to whom they are reporting: senior, junior, etc.

JOB SPECIFICATION

Job Specification converts the job description to qualifications that are required for, in performing
the job. This is usually a statement which consists of qualification, characteristics, traits etc, for an
employee to possess to perform his duties. The first thing here is to prepare a

directory of all jobs and then the next step is to make a write up of each and every job.

CONTENT OF JOB SPECIFICATION

The following are the contents of Job Specification:

a. Physical Qualifications: These qualifications or specifications vary from job to job. Physical
Qualifications are nothing but the capabilities of employees. These include height, weight,
hearing, vision, capacity to handle machines etc.

b. Mental Qualifications: This includes the ability to interpret data, calculations, planning, general
knowledge, judgment, memory etc.

c. Social and Emotional specifications: This is vital for the role of Managers and Supervisors. It
includes emotional constancy and elasticity. It also includes the way they dress, personality and
relationship.

d. Behavioral Qualifications: This qualification is very important in selecting employees for higher
levels of management. This specification asks to depict the acts of the managers rather than
traits which cause those acts. This includes creativity, research, maturity level, dominance etc.
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Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

The Different Types of Job Content Information

1. Broad Level: Function or Duty

 Definition: The major areas of the job-holder's responsibility.
 Example: A professor's functions are teaching, research, and service to the
university/community.

2. Intermediate Level: Task

o Definition: What a worker does when carrying out a function of the job; it is an activity that
results in a specific product or service.
o Example: The function of teaching requires a professor to perform several tasks like lecturing,
giving/grading exams, and meeting with students.

3. Work Behavior
• Definition: An important activity that is not task specific; such behavior is engaged in when
performing a variety of tasks.
• Example: "Communicating"—a professor engages in this behavior when performing several
tasks, such as lecturing and meeting with students.

4. Specific Level : Subtasks

• Definition: The steps carried out in the completion of a task.

• Example: The task of providing lectures consists of several subtasks, such as reading the text and
other relevant materials, deciding on what information to convey, and determining how this
information can be communicated in a clear and interesting manner.

5. Critical Incidents
o Definition: Specific activities that distinguish effective from ineffective job performance.
o Example: "The professor uses several examples when explaining difficult concepts."

IDENTIFY THE JOB TO EXAMINE;

1. Job Identification – Job title, job code number

2. Characteristics of the Job – Job location, Physical setting, supervision levels required, union
jurisdiction, and hazards associated etc.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

3. Job Duties (Principal activities) – A detailed list of the duties along with the probable
frequency of occurrence of each duty.
4. Equipment and materials used
5. How a Job is done – Focus lies mainly on the nature of operations associated with the job.
6. Required Personnel Attributes – Experience levels, trainings undertaken, apprenticeships,
physical strength, coordination levels, mental capabilities, social skills, communication skills
etc.
7. Job Relationships – Opportunities for advancement, working conditions, essential
cooperation etc.

DETERMINE APPROPRIATE INFORMATION .S AND COLLECT JOB-RELATED DATA

There are mainly five .s of job information which are as follows:

1. Job holders’ questionnaires – Information may be gathered from the job holder personally
or through a job questionnaire which should be as short as possible, simple, should explain for
what purpose the questionnaire is being used and should be tested before using it.

2. Other employees who know the job – This may include supervisors and foreman who may
be given special training and be asked to analyse the job under their supervision.

3. Independent observer – This is the person who observes the employee performing the job.
Special job-reviewing committees or technically trained job analysts can be assigned the job
and necessary information collected from them.

4. Job incumbent diary or log – If the job incumbent keeps his/her diary or log updated
recording his/her job duties, his/her frequency and also when the duties are performed, these
can also provide very useful information.

5. Interviews – Information may also be gathered through interviews of the people concerned.

JOB DESCRIPTION:

 This is a very vital document which is usually explanatory in nature. It consists of both
organizational as well as functional information. It provides information as to the scope of activities,
position of the job and the responsibilities. It gives the employees a very clear picture of what is
required of him to meet the goals of his job. A good Job Description must consist of the following:

 It should include the nature and scope of the job along with accountability.

 A good Job Description should be lucid about the position, responsibilities and duties.

 The complexity of the job.

 The amount of skills required for that particular job.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

 How far are the problems consistent?

 The level of responsibility the worker has for each stage of work.
COMPETENCY

 Competence is the set of demonstrable characteristics and skills that enable and improve the
efficiency or performance of a job.

 Competencies, on the other hand, are the person's knowledge and behaviours that lead
them to be successful in a job

THE ICEBERG MODEL FOR COMPETENCIES

The iceberg model for competencies takes the help of an iceberg to explain the concept of
competency. An iceberg which has just one-ninth of its volume above water and the rest remains
beneath the surface in the sea. Similarly, a competency has some components which are visible like
knowledge and skills but other behavioural components like attitude, traits, thinking styles, self-
image, organizational fit etc are hidden or beneath the surface.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

• The iceberg model contains six competencies: skill, knowledge, social role, selfimage, traits
and motives.

• Skill and knowledge are located on the portion of the iceberg that sits above the water level,
which is easily seen.

• Organizations can use the Iceberg Model to develop a deeper understanding of cultural
differences and behavioral competence in teams.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

This will help understand how to solve complex problems by changing aspects of behavior that may
be hidden but are still important So, is there a relation between the competencies which are above
the surface and those which lie beneath? In the book Competence at Work Models for Superior
Performance, the authors Lyle M. Spencer and Signe M. Spencer explain that a behaviour is
incompletely defined without intent.

The aspects of competencies which lie below the surface like attitude, traits, thinking styles etc
directly influence the usage of knowledge and skills to complete a job effectively.

Let us try to understand it through an example. Suppose an organization is promoting an

open door policy which literally means that a manager or supervisor would keep the doors of his/her
chamber open to become accessible to their subordinates and encourage sharing of opinions and
feedback.

A manager sitting at the farthest corner of the office keeps his door open all the time, how
does one evaluate whether it is for fresh air, claustrophobia or an indication that his subordinates are
invited to reach out to him anytime. Therefore, intent behind a displayed action is necessary to
understand the action and its implication fully.
In more complex jobs, these behavioural aspects, motives and traits become more important
than the skills and knowledge required to do the job. Think of a soldier at the war front, he knows
how to use the weapon he is holding, but thinks that the war is unjust and refuses to fire.

In organizations, senior level hiring is therefore a time consuming and elaborate affair as it
becomes necessary to establish the alignment between the organizational and individual motivation
and aspirations.

Developing the two levels of competencies also takes different routes. The visible
competencies like knowledge and skills can be easily developed through training and skill building
exercises however the behavioural competencies are rather difficult to assess and develop. It takes
more time and effort intensive exercises, like psychotherapy, counseling, coaching and mentoring,
developmental experiences etc.

In the traditional method of hiring, most of the organizations looked at just the visible
components of competencies; the knowledge and skills, believing that the behavioural aspects can
be developed through proper guidance and good management.

However, with major shifts in the conventional methods of people management, the hiring
process has also undergone a change therefore a lot of emphasis is being put on the hidden
behavioural aspects as well to make a sound decision.

Hence, a complete picture regarding the competence of a person consists of both visible and
hidden aspects and it becomes necessary to understand both to arrive at identifying the best man for
a job.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

WHY COMPETENCY BASED RECRUITMENT:

1. They provide crucial information for assigning the correct title and pay grade for the job
2. They make it easier to recruit candidates as the process becomes more efficient
3. Means potential candidates have a complete understanding of the duties and responsibilities
they are to undertake
4. Finally, the competencies identify the essential functions of the job

SOURCES OF RECRUITMENT:

1. Internal Recruitment

2. External Recruitment

RECRUITMENT STRATEGY

Internal Recruitment External Recruitment

Advertise the vacant position to your Advertisement

employees

From temporary to permanent Walk-Ins

Employee Referrals Search on the Internet

Wanted Signboards
Appointment of Promotion or transfers

Consultants
Retired/Retrenched employees as a
temporary or contract position :

Present temporary employees or Employee Exchange

contract position to permanent position

I. Advertise the vacant position to your employees

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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

(Circulars/Intranet advertisement/news mail): advertising a job position through internal channels

could motivate any staffs who think they have a chance of getting the job to work harder to prove
them. By raising their efforts, their results will often improve, too-not a bad side effect.

Here are some of the ways you could advertise to your own staff

i. Circulate the jobs opportunity in a “News” mail.

ii. Keep an updated Jobs/careers section on your company internet.
iii. Post the job on your corporate website if you don’t have an internet.
iv. Pin the job ad on your company notice board. Make the ad eye-catching.

II. From temporary to permanent:

Organizations find this . to fill the vacancies relatively at the lower level owing to the availability of
suitable candidates or trade and pressure or in order to motivate them on the present job.

III. Employee Referrals:

a. This can be a good . of Recruitment. When employees recommend successful referrals, they
(former) are paid monetary incentives which are called finder fees. Employees can develop
good prospects for their families and friends by acquainting them with the advantages of a job
with the company, furnishing cards of introduction, and then encourages them to apply.

b. This is a very effective means as many qualified people can be reached at a very low cost to the
company. The other advantages are that the employees would bring only those referrals that
they feel would be able to fit in the organization based on their own experience. The
organization can be assured of the reliability and the character of the referrals. In this way, the
organization can also fulfill social obligations and create goodwill.

c. Regardless of what system is used, as with external Recruitment, employee referral programs
used internally may need to rely on formal programs with recognition for participation to get
employees actively participating in making referrals. Moreover, they need to be educated on
eligibility requirements to ensure that qualified personnel are referred.

IV. Appointment of Promotion or transfers:

Promotions and transfers from among the present employees can be a good . of Recruitment.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

A promotion is the movement to another job in a higher job classification and will result in a title
change. It is an advancement of employee to a higher post with greater responsibilities and
higher salary, better service conditions and thus higher status.
Companies can give promotion to existing employees. This method of Recruitment saves a lot of
time, money and efforts because the company does not have to train the existing employee.
Since the employee has already worked with the company. He is familiar with the working
culture and working style. It is a method of encouraging efficient workers.

Promotion to higher positions has several advantages. They are

 It is good public relations.

 It builds morale

 It encourages competent individuals who are ambitious.

 It improves the probability of a good selection, since information on the individual’s

performance is readily available.

 It is cheaper than going outside to recruit.

 Those chosen internally are familiar with the organization

 When carefully planned, promoting from within can also act as a training device for
developing middle-level and top-level managers.

Another way to recruit from present employees is transfer without promotion. Transfers are often
important is providing employees with a broad-based view of the company, necessary for future
promotions.

V. Retired/Retrenched employees as a temporary or contract position :

• Generally a particular organization retrenches the employee due to lay-off. The

organization takes the candidates for employment from the retrenched from the
retrenched employees due to obligation, trade union pressure and the like.

• Sometimes the organizations prefer to re-employ their retired employees as a token

of their loyalty to the organization or to postpone some inter-personal conflicts for
promotion etc. such employees are .d as a temporary or for contract position so that
the business is streamed.

VI. Present temporary employees or contract position to permanent position: With a tight
labor market and an unemployment rate floating around 3.7 percent, there are signs that
some employers facing worker shortages are more willing to rehire their retirees or other
former employees.
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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

VII. Former employees for part time/freelance/work at home: Former employees are also an
internal . of applicants. Some retired employee may be willing to come back to work on a
part-time basis or may recommend someone who would be interested in working in our
company. Sometimes, people who have left the company for some reason or other are
willing to comeback and work. Individuals, who left for other jobs, might be willing to

come back for higher emoluments. And advantage with this . is that the performance of these people
is already known

VIII. Dependent or relatives of deceased and disabled employee: some organizations with a view
to developing the commitment and loyalty of not only the employee but also his family
members and to build up image provide employment to the dependents of deceased,
disabled and present employees. Such organizations find this . as an effective . of
Recruitment.

External Recruitment is the evaluation of open pool of job candidates, other than existing staff, to
check whether there are any enough talented or able to fill requirements and perform existing
employment opportunities.

I. Advertisement

a. It is an external . which has got an important place in Recruitment procedure. The biggest
advantage of advertisement is that it covers a wide area of market and scattered applicants can get
information from advertisements. Medium used is Newspapers and Television. A convenient way to
attract job applicants is to write an ad that can be placed in newspapers, trade journals, and the like.
Advertisements can also be recorded and placed on radio or television.

b. Cable television channels, for example, sometimes have ―job shows.‖ Advertisements
can be very costly and need to be monitored closely for yield. Advertisements in some periodicals
may yield more and better qualified candidates than others. By carefully monitoring the results of
each ad, the organization can then make a more informed decision as to which ads should be run
next time a position is vacant. To track ads, each ad should be coded to assess the yield. Then, as
resumes come into the organization in response to the ad, they can be recorded, and the yield for
that ad can be calculated. Coding an ad is a very straightforward process.Like: In Newspaper, TV,
Radio, Internet

II. Walk-Ins
This is again a direct form of Recruitment wherein the prospective candidates are invited through an
advertisement to come and apply for the job vacancy. Here, the specified date, venue, and time are
mentioned, and the candidates are requested to come and give interviews directly without
submitting their applications in advance.
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Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

III. Search on the Internet

As opposed to actively posting jobs online, another (but not mutually exclusive) means of recruiting
on the Web is to search for applicants without ever having posted a position. Under this process,
applicants submit their resumes online, which are then forwarded to employers when they meet the
employer‘s criteria. Such systems allow searching the databases according to various search criteria,
such as job skills, years of work experience, education, major, grade-point average, and so forth. It
costs applicants anywhere from nothing to $200 or more to post their resumes or other information
on the databases.

IV. Wanted Signboards

Signboards like ‗Wanted‘ are posted at the factory front gate to recruit blue collar workers.

V. Consultants

These are agencies who contact, screen, and present applicants to employers for a fee. The fee is
contingent on successful placement of a candidate with an employer and is a percentage (around
25%) of the candidate‘s starting salary. During difficult economic periods, employers cut back on the
use of these agencies and/or attempt to negotiate lower fees in order to contain costs. Care must be
exercised in selecting an employment agency. It is a good idea to check the references of
employment agencies with other organizations that have already used their services. Allegations
abound regarding the shoddy practices of some of these agencies. They may, for example, flood the
organization with resumes. Unfortunately, this flood may include both qualified and unqualified
applicants.

VI. Employment Exchange

An employment exchange is an office set up by the government for bringing together as quickly as
possible those people who are in search of employment and those employers who are looking for
suitable candidates. Employment exchanges register unemployed people and maintain the records of
their names, qualifications, etc.

The employers on their part intimate the exchange about the vacancies which occur in their factories
and types of employees they require for filling up these vacancies. Whenever any vacancy is
intimated, the exchange selects some persons from among the employment seekers already
registered with it and forwards their names to the employers for consideration.

VII. Campus Recruitment

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JOB ANALYSIS, JOB DESCRIPTION AND JOB DESIGN JOB ANALYSIS

Prepared by Prof. Aravinda H G Department of MBA, SVIT, Bangalore

When companies are in search of fresh graduates or new talent they opt for campus Recruitment.
Companies approach colleges, management, technical institutes, make a presentation about the
company and the job and invite applications. Interested candidates who have applied are made to go
through a series of selection test and interview before final selection.

DIFFERENT STEPS OF JOB SEARCH

1. Identifying Skills & Interests

2. Developing Documents

3. Fine Tuning Online Presence

4. Using Online Job Portals

5. Network More

6. Researching on Targeted Jobs

7. Being Organised

8. Preps for Interviews & Marketing for Self

9. Salary Negotiations

1.Identifying Skills & Interests

The very first step is to have clarity on the kind of job wanted. It means objectively identifying and
analysing skills, values and interests if they align with the expectations of the career status targeted.
This helps seekers to know where they stand and if any additional skill sets or qualifications could
make them more competitive.

2.Developing Documents

This starts with developing a master resume which should be ideally tweaked according to the
requirements of specific applications. It also involves preparing crisp cover letters, engaging personal
statements and smart recommendations.

Fine Tuning Online Presence

Online presence of a candidate is very important in the job search process. Be it a social networking
site or otherwise, you should be wary of the information – whether textual or visual. Recruiters
nowadays immediately
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check the online profiles to do background checks even before shortlisting. So reviewing and fine
tuning it is important before resumes are sent out.

4.Using Online Job Portals

With job and candidate scouting shifting online, it is recommended to register and build profiles with
popular job portals like Monster. These help in making a seeker’s updated profile a personalised
experience to the recruiter with the right key words for better visibility. Using the multitude of online
apps and tools for specific needs or instant notifications also helps. They go a long way in pushing a
seeker’s profile amongst the first reviewed in the online abyss of millions.

5.Network More

Networking is the most powerful tool to find a job. The old saying that it is not about what you know
but who you know still holds true. Many job connections are cracked only through personal
networking. With document prep and online presence sorted, it is smart recommendations through
networking that help in getting a foothold in the job door.

6.Researching on Targeted Jobs

The desired job will only turn into a reality when a seeker researches on the kinds of jobs available
that match identified interests and skills. Then pursuing it with tailor made resumes and smart
recommendations.

Motivational Job Specification:

 Job Specification converts the job description to qualifications that are required for, in
performing the job.

 This is usually a statement which consists of qualification, characteristics, traits etc, for an
employee to possess to perform his duties.

 The first thing here is to prepare a directory of all jobs and then the next step is to make a
write up of each and every job.

CONTENT OF JOBSPECIFICATION:

a) Physical Qualifications: These qualifications or specifications vary from job to job. Physical
Qualifications are nothing but the capabilities of employees. These include height, weight, hearing,
vision, capacity to handle machines etc.

b) Mental Qualifications: This includes the ability to interpret data, calculations, planning,
general knowledge, judgment, memory etc.
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c) Social and Emotional specifications: This is vital for the role of Managers and Supervisors. It
includes emotional constancy and elasticity. It also includes the way they dress, personality and
relationship.

d) Behavioral Qualifications: This qualification is very important in selecting employees for

higher levels of management. This specification asks to depict the acts of the managers rather than
traits which cause those acts. This includes creativity, research, maturity level, dominance

THE DIFFERENT TYPES OF JOB CONTENT INFORMATION:

Broad Level: Function or Duty

Definition: The major areas of the job-holder's responsibility.

Example: A professor's functions are teaching, research, and service to the university/community.

Intermediate Level: Task

Definition: What a worker does when carrying out a function of the job; it is an activity that results in
a specific product or service.

Example: The function of teaching requires a professor to perform several tasks like lecturing,
giving/grading exams, and meeting with students.

Work Behavior

Definition: An important activity that is not task specific; such behavior is engaged in when
performing a variety of tasks.

Example: "Communicating"—a professor engages in this behavior when performing several tasks,
such as lecturing and meeting with students.

Specific Level : Subtasks

Definition: The steps carried out in the completion of a task.

Example: The task of providing lectures consists of several subtasks, such as reading the text and
other relevant materials, deciding on what information to convey, and determining how this
information can be communicated in a clear and interesting manner.

Critical Incidents

Definition: Specific activities that distinguish effective from ineffective job performance.

Example: "The professor uses several examples when explaining difficult concepts."

CREATION OF FUNCTIONAL SPECIFICATION;

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A job function is a list of actions performed by an employee in a certain position that describes
the main responsibilities of their job.
Job functions often appear as a list of daily tasks that an employee completes
Skills refer to the proficiency required to use the knowledge to perform the job. Generally
technical qualities are job specific, that is, technical qualities which are relevant to a particular
job will not be relevant to another job if both jobs differ significantly.
Behavioural qualities are not job-specific but are of universal nature and are applicable in most
of the jobs.

CREATION OF BEHAVIOURAL SPECIFICATION;

It is very important in selecting employees for higher levels of management.
This specification asks to depict the acts of the managers rather than traits which cause those
acts.
This includes creativity, research, maturity level, dominance

EMPLOYER BRANDING:

Employer branding is the process of managing and influencing your reputation as an employer
among job seekers, employees and key stakeholders.
It encompasses everything you do to position your organization as an employer of choice.

IMPORTANCE OF EMPLOYER BRANDING

95% of candidates identify a company’s reputation as a key consideration when exploring new
career opportunities ..
66% of job seekers want to learn about your culture and values .. Candidates are literally telling
us what they want to see during the job search. Your employer branding efforts can be a great
way to communicate these features.
69% of candidates would reject an offer from a company with a bad employer brand, even if
they were unemployed . Even the fear of unemployment isn’t enough to overcome a negative
employer brand.
40% of passive candidates would accept a new position without an increase in pay if the
company had a good employer brand A positive employer brand is all it takes to overcome the
stigma associated with a lateral move for nearly half of the workforce.
As much as 23% of the 18-34 year old workforce would accept a pay cut for an opportunity to
join a company with a good employer brand While we would never recommend intentionally
underbidding your competitors, this goes to show the power of reputation.
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Only 49% of employees would recommend their employer to a friend . This one is especially
scary, as employee referrals are often the best . of quality applicants. You can kiss those hires
goodbye if less than half of your employees would recommend you to their network

SOCIAL MEDIA:

Social media allows potential recruits to get a feel for what the company is like before they apply.
By encouraging potential recruits to get to know the company culture before accepting a
position, you ensure the candidate is the right fit for the company.
Social recruiting is effective, not just in finding you the ideal candidate, but also in increasing the
visibility of your brand.
By advertising new positions on social media, you strengthen your brand and create some level
of trust among potential employees.

JOB DESIGN:

• Job design is the process of establishing employees' roles and responsibilities and the
systems and procedures that they should use or follow.
• The main purpose of job design, or redesign, is to coordinate and optimise work processes to
create value and maximise performance.
• The Job Design means outlining the task, duties, responsibilities, qualifications, methods and
relationships required to perform the given set of a job. In other words, job design
encompasses the components of the task and the interaction pattern among the employees,
with the intent to satisfy both the organizational needs and the social needs of the jobholder.

Method # 1. Job Rotation:

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Job rotation involves shifting a person from one job to another, so that he is able to understand and
learn what each job involves. The company tracks his performance on every job and decides whether
he can perform the job in an ideal manner. Based on this he is finally given a particular posting.

Job rotation is done to decide the final posting for the employee, e.g., Mr. A is assigned to the
marketing department whole he learns all the jobs to be performed for marketing at his level in the
organization. After this, he is shifted to the sales department and to the finance department and so
on.

He is finally placed in the department in which he shows the best performance. Job rotation gives an
idea about the jobs to be performed at every level. Once a person is able to understand this he is in a
better understanding of the working of organization.

Method # 2. Job Enlargement:

Job enlargement is another method of job design when any organization wishes to adopt proper job
design it can opt for job enlargement. Job enlargement involves combining various activities at the
same level in the organization and adding them to the existing job. It increases the scope of the job.
It is also called the horizontal expansion of job activities. Job enlargement can be explained with the
help of the following example. If Mr. A is working as an executive with a company and is currently
performing three activities on his job after job enlargement or through job enlargement we add four
more activities to the existing job so now Mr. A performs seven activities on the job.
It must be noted that the new activities which have been added should belong to the same hierarchy
level in the organization. By job enlargement we provide a greater variety of activities to the
individual so that we are in a position to increase the

interest of the job and make maximum use of employee’s skill. Job enlargement is also essential
when policies like VRS are implemented in the company.

Method # 3. Job Enrichment:

Job enrichment is a term given by Fredrick Herzberg. According to him, a few motivators are added
to a job to make it more rewarding, challenging and interesting. According to Herzberg, the
motivating factors to an existing job to make it more interesting.

The motivating factors can be:

(a) Giving more freedom.

(b) Encouraging participation.

(c) Giving employees the freedom to select the method of working.

(d) Allowing employees to select the place at which they would like to work.
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(e) Allowing workers to select the tools that they require on the job.

(f) Allowing workers to decide the layout of plant or office.

Job enrichment gives lot of freedom to the employee but at the same time increases the
responsibility. Some workers are power and responsibility hungry.

While designing the job, the following aspects are to be taken into the consideration:

1. The foremost requirement for a job design is to define clearly the task an individual is
supposed to perform. A task is the piece of work assigned to the individual and who has to perform it
within the given time limits.

2. The management must decide on the level of motivation that is required to be enforced on
an individual to get the work completed successfully. Thus, the managers must design the jobs that
motivate his employees.

3. The managers must decide critically on the amount of resources that needs to be allocated
to perform a particular type of a job. Thus, the efforts should be made to make an optimum
utilization of organizational resources while designing the job so that the organization does not suffer
any dilemma due to the shortage of its resources.

4. When the jobs are assigned to the individual, he agrees to do it because of the rewards
attached to it. Thus, the manager must include in the job design the compensation, bonuses,
incentives, benefits and other remuneration method for the employees.

Thus, the job should be designed with the intent to find a fit between the job and its performer, such
that the job is performed efficiently, and the performer experiences satisfaction while performing it
and give his best efforts towards its completion.
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Before a job can be enriched, it must be analyzed to determine what the job entails and how it can
be improved. This can be done through the following steps (Robertson and Smith, 1985):

Step One Review the literature and other extant data (training manual, old job descriptions,
etc.)

Step Two Ask immediate managers about responsibilities and tasks required to do the job well

Step Three Ask similar questions to the current employee doing the job

Step Four Observe an employee who does the job well

Step Five Try to do the job yourself, careful to not attempt jobs that are very dangerous and
that are done by employees with prolonged experience

Step Six Write a job description detailing all your findings

IMPORTANT QUESTIONS:
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II. Why Competency based Recruitment is important in Today’s world?

III. Enumerate the Sources of Recruitment?
IV. Explain the ICEBERG model?
V. Describe different steps of job search?
VI. What is JS? Explain creation of:
VII. Functional Specification
VIII. Behavioral Specification
IX. Explain Employer Branding and EB in social media?
X. Explain Job Design in detail?