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    Group 9 - Understanding Job Analysis and Job Competency Models

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    Julie Arnosa
    This document discusses job analysis and competency models. It defines job analysis as systematically gathering and analyzing information about job duties, responsibilities, skills and attributes. Competencies are measurable attributes that distinguish top job performers. The document outlines methods for conducting job analyses and developing competency models through interviews, observations, questionnaires and identifying critical tasks. Competency models are then used for recruitment, performance management, and development by providing a framework for key job skills and behaviors. Developing universal or multiple models depends on commonalities across jobs in an organization.

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    Group 9 - Understanding Job Analysis and Job Competency Models

    Uploaded by

    Julie Arnosa
    28 views27 pages
    This document discusses job analysis and competency models. It defines job analysis as systematically gathering and analyzing information about job duties, responsibilities, skills and attributes. Competencies are measurable attributes that distinguish top job performers. The document outlines methods for conducting job analyses and developing competency models through interviews, observations, questionnaires and identifying critical tasks. Competency models are then used for recruitment, performance management, and development by providing a framework for key job skills and behaviors. Developing universal or multiple models depends on commonalities across jobs in an organization.

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    GROUP-9_UNDERSTANDING-JOB-ANALYSIS-AND-JOB-COMPETENCY-MODELS

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    This document discusses job analysis and competency models. It defines job analysis as systematically gathering and analyzing information about job duties, responsibilities, skills and attributes. Competencies are measurable attributes that distinguish top job performers. The document outlines methods for conducting job analyses and developing competency models through interviews, observations, questionnaires and identifying critical tasks. Competency models are then used for recruitment, performance management, and development by providing a framework for key job skills and behaviors. Developing universal or multiple models depends on commonalities across jobs in an organization.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    28 views27 pages

    Group 9 - Understanding Job Analysis and Job Competency Models

    Uploaded by

    Julie Arnosa
    This document discusses job analysis and competency models. It defines job analysis as systematically gathering and analyzing information about job duties, responsibilities, skills and attributes. Competencies are measurable attributes that distinguish top job performers. The document outlines methods for conducting job analyses and developing competency models through interviews, observations, questionnaires and identifying critical tasks. Competency models are then used for recruitment, performance management, and development by providing a framework for key job skills and behaviors. Developing universal or multiple models depends on commonalities across jobs in an organization.

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    of 27

    UNDERSTANDING JOB

    ANALYSIS AND JOB


    COMPETENCY MODELS
    LEARNING OUTCOMES
    After reading this chapter you should:
    ☑ Understand the importance of job analysis and the role it plays in recruitment and selection
    ☑ Be able to describe guidelines for conducting analyses employing a variety of job analysis
    techniques
    ☑ Be able to use standard tools and techniques to conduct a job analysis 
    ☑  Recognize processes for identifying job specifications to be used in recruitment and selection
    of human resources
    ☑ Understand what competencies are and the role competencies play in recruitment and
    selection
    ☑ Know how to identify competencies 
    ☑ Understand the need to validate competency- based systems
    ☑ Be able to distinguish competency-based HR models from those based on job analysis
    Recognize best practices in competency modelling
    WHAT IS WORK AND JOB ANALYSIS?
     WORK ANALYSIS: any systematic gathering, documenting, and analyzing of
    information about the content of work performed

     JOB ANALYSIS: the process of collecting information about jobs “by any method
    for any purpose” 

     ANALYSIS DATA: includes a description of the duties of the job, including job
    responsibilities and working conditions, information about the knowledge, skills,
    abilities, and other attributes required in its performance.

     JOB ANALYSIS DATA support several HR activities (e.g., recruitment, selection,


    training and development, performance management). HR activities are concerned
    with matching people to jobs within a specific organizational context.
    KEY TERMS
     JOB DESCRIPTION: a written description of what job occupants are required
    to do; how they are supposed to do it; and the rationale for any required job
    procedures

     JOB SPECIFICATION: the knowledge, skills, abilities, and other attributes or


    competences that are needed by a job incumbent to perform well on the job

     JOB: a collection of positions that are similar in their significant duties

     POSITION: a collection of duties assigned to individuals in an organization at a


    given

     JOB FAMILY: a set of different, but related jobs that rely on the same set of
    KSAOs 
    SUBJECT-MATTER EXPERTS
      SUBJECT-MATTER EXPERTS (SMES): people who are most knowledgeable about a job and how it
    is currently performed Data collected from job incumbents and their immediate supervisors

    JOB ANALYSIS AND EMPLOYMENT LAW- A


    REPRISE
    Employment decisions must be based on job-related information

     Job analysis: a legally acceptable way of determining job-relatedness

     A good job analysis ensures that accurate information on skill, effort, responsibility, and working

    conditions is specified, reducing the likelihood of job analysis-impediments to equitable employment

    access. It provides objective evidence of the skills and abilities required for effective performance on

    the job, involved in the selection of the candidates. 


    JOB ANALYSIS METHODS

     Three criteria in choosing a method:

    1. Goal of job analysis includes the description of observable work


    behaviors and analysis of their products

    2. Results of a job analysis should describe the work behaviour, not the
    personal characteristics of the individual

    3. Any job analysis must produce outcomes that are verifiable and
    replicable
    KSAOs
     KSAOs: the knowledge, skills,

    abilities, and other attributes

    necessary for a new incumbent

    to do well on the job

     Also referred to as a job,

    employment, or worker

    specifications 
    WORK- AND WORKER- ORIENTED
    JOB ANALYSIS

     WORK-ORIENTED JOB ANALYSIS: techniques that emphasize


    work outcomes and descriptions of tasks performed to
    accomplish those outcomes

     WORKER-ORIENTED JOB ANALYSIS: techniques that emphasize


    general aspects of jobs; describes perceptual, interpersonal,
    sensory, cognitive, and physical activities 
    SURVEY OF WORK-ORIENTED JOB
    ANALYSIS METHODS
     Interviews
     Direct Observation
     Self-Monitoring
     Data Rating Task Statements; and KSAOs
     Structured Job Analysis Questionnaires and Inventories
     Task Inventories
     Functional Job Analysis
     Critical Incident Technique
    INTERVIEWS

      Interview: involves questioning individuals, small groups,


    and/or supervisors; designed to ask all interviewees the
    same job-related questions

     Most common technique used

     May be structured or unstructured

     Should be well planned and carefully conducted


    DIRECT OBSERVATION
     Direct observation: a job analyst watches employees as they carry out their job
    activities (or job shadowing)

     This method is most useful when the job analysis involves easily observable
    activities 

    SELF-MONITORING
     Self-monitoring: a job analyst may ask incumbents to monitor their own work behavior

     Advantages: Less time consuming and less expensive; Can be used when the conditions
    of work do not easily facilitate direct observation by another person; and Can provide
    information on otherwise unobservable cognitive and intellectual processes involved in
    the job 
    RATING TASK STATEMENTS AND KSAOs
     All tasks are not equal

     Some are performed more frequently

     Some are more important

     Some require a degree of difficulty to perform

    STRUCTURED JOB ANALYSIS QUESTIONNAIRES


    AND INVENTORIES
     Require workers and other SMEs to respond to written questions about their jobs
    Respondents are asked to make judgments (e.g., activities, tasks, tools, equipment,
    working conditions)
    TASK INVENTORIES
     Work-oriented surveys: break down jobs into their component tasks

     Inventory: comprises task statements that are objectively based descriptions of what
    gets done on a job

     Tasks: worker activities that result in an outcome that serves some specified purpose

    FUNCTIONAL JOB ANALYSIS


     Functional job analysis: defines task statements as verbal descriptions of activities that
    workers do; it is what gets done on the job to facilitate recruitment, selection, and
    compensation
    CRITICAL INCIDENT TECHNIQUE
      Critical incident technique: highlights examples of effective and ineffective work behaviors

     Related to superior or inferior performance

     Generates behaviorally focused descriptions of work activities 

    WORKER-ORIENTED JOB ANALYSIS METHODS

    o Position Analysis Questionnaire (PAQ) o Fleishman Job Analysis Survey (F-JAS)


    o Common-Metric Questionnaire (CMQ) o Job Element Method (JEM)
    o Work Profiling System (WPS) o Cognitive Task Analysis (CTA)
    o Threshold Traits Analysis System
    THE ROLE OF COMPETENCIES IN
    RECRUITMENT AND SELECTION
     COMPETENCIES: groups of related behaviors that are needed for
    successful job performance in an organization; measurable attributes that
    distinguish outstanding performers from others Competencies contain three
    elements:

    1. KSAOs that underlie effective and successful job performance;

    2. the KSAOs must be observable or measurable;

    3. the KSAOs must distinguish between superior and other performers 


    COMPETENCY MODEL
     COMPETENCY MODEL: a collection
    of competencies that are relevant to
    performance in a particular job, job
    family, or functional area

    • Usually developed as a three-tiered


    competency framework based on
    an organization’s strategy and
    vision
    HOW ARE COMPETENCY MODELS USED?
    Competency models are used for a variety of HR practices, including:

     RECRUITMENT – Fully developed competency models are often used for the
    development of job postings. When they are well-defined and clear, organizations have a
    better chance of finding more closely matched candidates.

     TALENT/PERFORMANCE MANAGEMENT – Defining what success should look like within


    the organization boils down to the performance of the workforce; a competency model
    can define what performance success should look like for each role within an
    organization. This benchmark helps HR to connect the function of each job with
    organizational goals and also ensure that the talent of employees is developed.

     PERFORMANCE APPRAISAL – Competency models provide the framework needed to


    properly assess employees during a performance review; both the employee and
    employer have a clearly defined list of behaviors and skills to work from.
    Competency example:

    • Title: Develop customer relationships

    • Definition: As part of the Sales process, the ability to create a lasting


    relationship with customers via interactions is integral to the role.

    • Sub-competencies: Ability to communicate effectively with customers

    • Behaviors: Emotional intelligence

    • Proficiency Standards: Identify customer concerns and present


    methods for addressing concerns.
    STRATEGIES FOR BUILDING COMPETENCY
    MODELS
    In an organization with many different jobs there are two approaches for building
    competency models – Universal and Multiple model approach.

     UNIVERSAL APPROACH -This is a one size fits all approach. It involves creating
    a single model with one set of competencies applicable to all jobs. These are
    less related to specific job or function and more related to values and skills.

     MULTIPLE APPROACH -This method creates multiple models depending on jobs


    and levels. This method is used when all the jobs do not have anything in
    common.
    POTENTIAL USES OF THE MODEL
    The model can be used for multiple reasons.

    1.Competency modeling is an important innovation in that it is a way to get


    organizations to pay attention to job-related information and employee skills in
    the management of employees.

    2.They are often intended to distinguish top performers from average performers
    (e.g., Parry, 1996; Olesen, White, & Lemmer, 2007). They focus less on and may
    even omit descriptors of tasks or KSAOs that do not help understand employee
    performance (but cf., Lievens, Sanchez, & De Corte, 2004).

    3.They often include descriptions of how the competencies change or progress


    with employee level (e.g., Martone, 2003; Rodriguez et al.,2002).
    4.The KSAOs are usually linked to the business objectives and strategies
    (e.g., Green, 1999; Martone, 2003; Rodriguez et al., 2002).

    5. They are developed top down rather than bottom up like job analysis.

    6.Competency models may consider future job requirements either directly or


    indirectly (e.g., Parry, 1996; Rodriguez et al., 2002; Schippmann et al., 2000).
    They do not document the status quo but attempt to look into the future.

    7.Competency models are usually presented in a manner that facilitates ease


    of use. Designing for ease of use often includes the utilization of
    organization-specific language.
    GROUP 9 MEMBERS:
     DARLING MAE SABRIDO
     DONNA BACALSO
     JULIE ARNOSA
     JULIETMAE SYRELL ALILIN
     KRISHA KATE OCHEA

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