Hi Folks,
I am Shahid and I am working with a leading textile company in Pakistan. I am confused about how job analysis can help when you have no vision, mission, and departmental objectives. Please guide.
Shahid
From Pakistan, Lahore
Acknowledge(0)
Amend(0)
1I am Shahid and I am working with a leading textile company in Pakistan. I am confused about how job analysis can help when you have no vision, mission, and departmental objectives. Please guide.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Everything starts with the vision, Shahid. Only if the management is clear on what they want, will the people down the line be sure of what they must do to be in line with the company's vision - and how to align their individual roles with the vision.
Thanks.
From India, Madras
Acknowledge(0)Amend(0)
Thanks.
From India, Madras
Acknowledge(0)Amend(0)
Hi Asha,
Thank you for your quick response. However, this is a problem for me. We are a big company, but our management has no concern with vision, mission, or objectives because the business is going very well and growing day by day. HR was established 2 years ago, but I am really confused about why I should do job analysis when I don't know what is expected from employees and how to align their responsibilities and accountabilities.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Thank you for your quick response. However, this is a problem for me. We are a big company, but our management has no concern with vision, mission, or objectives because the business is going very well and growing day by day. HR was established 2 years ago, but I am really confused about why I should do job analysis when I don't know what is expected from employees and how to align their responsibilities and accountabilities.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
I understand your situation, Shahid. Have you tried discussing with the management about the vision and purpose? If they have not shown any interest, what you can do is prepare a draft and ask them if you can define that as the company's vision. This can help in Job Analysis and make the work more effective. Just give it a try - they will look into it and provide their suggestions.
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
I have discussed with them, but our organization is not so small that I can put them in a single mirror and let them know the importance of vision, mission, and objectives. They have hired a consultant for organization development, but it has been a flop due to a lack of proper understanding of cultural values, norms, and standards of the organization.
Dear Asha,
I just wanted to know if I can conduct a job analysis to make employees responsible and accountable for their activities.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Dear Asha,
I just wanted to know if I can conduct a job analysis to make employees responsible and accountable for their activities.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Dear Munir,
On one side, you are telling that your organization is growing exponentially. How is it possible without a clear vision and understanding of the market/customers? Job analysis and job responsibilities need to be clearly defined in an organization to achieve the desired output. Don't you have a performance appraisal system in your organization? Is there any incentive scheme in place? How many employees are there? Is it a proprietary or a shareholder company?
Thank you.
From India, Lucknow
Acknowledge(0)Amend(0)
On one side, you are telling that your organization is growing exponentially. How is it possible without a clear vision and understanding of the market/customers? Job analysis and job responsibilities need to be clearly defined in an organization to achieve the desired output. Don't you have a performance appraisal system in your organization? Is there any incentive scheme in place? How many employees are there? Is it a proprietary or a shareholder company?
Thank you.
From India, Lucknow
Acknowledge(0)Amend(0)
Dear Shahid,
The answer is in your statement below. Please see what I have highlighted:
"I have discussed with them, but our organization is not so small that I can put them in a single mirror and let them know the importance of Vision, mission, objectives. They have hired a consultant for organization development but has been flopped badly due to not proper understanding of cultural values, norms, and standards of the organization.
So you know that the consultant could not perform because the clarity was not there.
Dear Asha, I just wanted to know can I conduct job analysis just to make employees responsible and accountable for their activities.
Shahid"
You can - maybe you can start seeing how other companies in the same industry have profiled the positions. Take notes from there - discuss with the employees, and then discuss with the Management to see if "that is what they expect". It's a challenge - you can still do it. And the best part is - at the end of the assignment, the management would understand what should be the vision & goals.
From India, Madras
Acknowledge(0)Amend(0)
The answer is in your statement below. Please see what I have highlighted:
"I have discussed with them, but our organization is not so small that I can put them in a single mirror and let them know the importance of Vision, mission, objectives. They have hired a consultant for organization development but has been flopped badly due to not proper understanding of cultural values, norms, and standards of the organization.
So you know that the consultant could not perform because the clarity was not there.
Dear Asha, I just wanted to know can I conduct job analysis just to make employees responsible and accountable for their activities.
Shahid"
You can - maybe you can start seeing how other companies in the same industry have profiled the positions. Take notes from there - discuss with the employees, and then discuss with the Management to see if "that is what they expect". It's a challenge - you can still do it. And the best part is - at the end of the assignment, the management would understand what should be the vision & goals.
From India, Madras
Acknowledge(0)Amend(0)
We have more than 3000 employees. We do have a performance management system, but HR is only able to enforce it for service staff such as accounts, admin, IT, etc. For our manufacturing units, our line managers are more authoritative because they report directly to the Directors, and they do not like to fill out evaluation forms as they find it very time-consuming.
As for how we are growing without vision, actually, since we are a manufacturer and retailer ourselves, we have captured the market through our well-known brands, which are selling like hot cakes.
The issue for me is how to highlight the importance of job analysis to line managers and how to make their activities objective-based.
Shahid Munir
From Pakistan, Lahore
Acknowledge(0)Amend(0)
As for how we are growing without vision, actually, since we are a manufacturer and retailer ourselves, we have captured the market through our well-known brands, which are selling like hot cakes.
The issue for me is how to highlight the importance of job analysis to line managers and how to make their activities objective-based.
Shahid Munir
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Dear Asha,
I have seen the same practice in other companies as well, but they are conducting job analysis just to demonstrate that HR is fulfilling its role. They have created job descriptions for each individual and organized them into organizational charts, yet they do not understand the purpose behind these job descriptions. This is my dilemma - why should I follow the same path as others without a clear vision?
Thank you.
[Signature]
From Pakistan, Lahore
Acknowledge(0)Amend(0)
I have seen the same practice in other companies as well, but they are conducting job analysis just to demonstrate that HR is fulfilling its role. They have created job descriptions for each individual and organized them into organizational charts, yet they do not understand the purpose behind these job descriptions. This is my dilemma - why should I follow the same path as others without a clear vision?
Thank you.
[Signature]
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Dear Shahid,
Before getting into any tasks, prepare the "Purpose" on why "you" would want to initiate the practice. If you feel it's of no worth, then there is no point in implementing it. Because "you" must believe in what you do.
If you think that no one else is doing it, so why should I do it - ask yourself: Do you like to continue with the same concepts - or advance with new concepts that no one may have tried.
Now I can't convince you on that! :-)
From India, Madras
Acknowledge(0)Amend(0)
Before getting into any tasks, prepare the "Purpose" on why "you" would want to initiate the practice. If you feel it's of no worth, then there is no point in implementing it. Because "you" must believe in what you do.
If you think that no one else is doing it, so why should I do it - ask yourself: Do you like to continue with the same concepts - or advance with new concepts that no one may have tried.
Now I can't convince you on that! :-)
From India, Madras
Acknowledge(0)Amend(0)
I am convinced Asha, but one last question if you don't mind: Am I not supposed to take initiative if others don't? And you know, job analysis is the first step towards HR practice.
Thank you very much.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Thank you very much.
Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
ok asha your response is very convincing and inspiring for me but how can we start recruitment when we don’t have job descripton, specificitation of a particular job. Shahid
From Pakistan, Lahore
Acknowledge(0)Amend(0)
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Shahid - Recruitment policy is different from the "actual recruitment." Recruitment policies explain the process of how a request should be raised and the procedure to be followed. For recruiting, one needs to have a clear idea of the skills. So, don't confuse things unnecessarily.
Only when I created the policy and procedures did I go for a job description preparation. That is how I wanted it and presented it.
It is crystal clear, "do what is a priority to you." If your work needs to start with job analysis - please do it.
Looks like you are putting a lot of questions to confuse yourself and not actually looking at the Big Picture. Do a quick analysis and get working on what is important and a priority. Your answers are very much there in your questions itself. If you are confused, don't do it for the sake of doing it. If you are sure of the benefits and you are willing to apply logical thought - then go ahead.
Thanks.
"If you keep looking at what others are doing and need a justification on why you should do it - the study has to be done by you and the promoters of the company."
"smunir" - Okay Asha, your response is very convincing and inspiring for me, but how can we start recruitment when we don't have a job description or specification of a particular job.
Shahid
From India, Madras
Acknowledge(0)Amend(0)
Only when I created the policy and procedures did I go for a job description preparation. That is how I wanted it and presented it.
It is crystal clear, "do what is a priority to you." If your work needs to start with job analysis - please do it.
Looks like you are putting a lot of questions to confuse yourself and not actually looking at the Big Picture. Do a quick analysis and get working on what is important and a priority. Your answers are very much there in your questions itself. If you are confused, don't do it for the sake of doing it. If you are sure of the benefits and you are willing to apply logical thought - then go ahead.
Thanks.
"If you keep looking at what others are doing and need a justification on why you should do it - the study has to be done by you and the promoters of the company."
"smunir" - Okay Asha, your response is very convincing and inspiring for me, but how can we start recruitment when we don't have a job description or specification of a particular job.
Shahid
From India, Madras
Acknowledge(0)Amend(0)
Dear Asha,
I have just registered my name in this management. First, let me introduce myself. I am working in a medium-scale company with a turnover of 100 crore per month. I am a postgraduate from the commerce faculty but have not received any training for the HR Personnel department. However, I have been engaged with this organization since 1992. I have experience with central excise, prohibition excise, sales tax, pollution, and have been involved in both listening and practical work with the central government as well as state government concerning personnel and HR activities.
Due to my long-term relationship with the workers, I have managed to develop good relations with them despite lower salaries. However, currently, there are some issues arising between the employees and the employer due to middle persons like the departmental head misleading both parties. I am facing difficulty in explaining the situation to the management. Can you help me in this situation?
Subhash
From India, Vadodara
Acknowledge(0)Amend(0)
I have just registered my name in this management. First, let me introduce myself. I am working in a medium-scale company with a turnover of 100 crore per month. I am a postgraduate from the commerce faculty but have not received any training for the HR Personnel department. However, I have been engaged with this organization since 1992. I have experience with central excise, prohibition excise, sales tax, pollution, and have been involved in both listening and practical work with the central government as well as state government concerning personnel and HR activities.
Due to my long-term relationship with the workers, I have managed to develop good relations with them despite lower salaries. However, currently, there are some issues arising between the employees and the employer due to middle persons like the departmental head misleading both parties. I am facing difficulty in explaining the situation to the management. Can you help me in this situation?
Subhash
From India, Vadodara
Acknowledge(0)Amend(0)
Dear Mr. Subhash,
I think at this point what stops you from moving forward is "not being able to present the actual problem to the Management."
If a problem has arisen due to the departmental head's misguidance, I believe you will have to conduct an investigation on what went wrong, with evidence to provide to the management. You could ask a member of the Senior Management to allocate some time to discuss a few things that you have investigated. Present the matter to that person and seek guidance on how they would like to proceed. This will not only make you appear proactive but also provide the necessary information.
Thank you.
From India, Madras
Acknowledge(0)Amend(0)
I think at this point what stops you from moving forward is "not being able to present the actual problem to the Management."
If a problem has arisen due to the departmental head's misguidance, I believe you will have to conduct an investigation on what went wrong, with evidence to provide to the management. You could ask a member of the Senior Management to allocate some time to discuss a few things that you have investigated. Present the matter to that person and seek guidance on how they would like to proceed. This will not only make you appear proactive but also provide the necessary information.
Thank you.
From India, Madras
Acknowledge(0)Amend(0)
Hi, this is Kalpana. Coming to the job analysis, I would like to suggest that job analysis is very necessary. It is nothing but the gathering of information regarding the jobs from various fields and sources. Now, maybe your company is in a good position, but vision and mission must be implemented in every organization. You must be in a position to estimate the future threats likely because of the always-changing environment. Employees are the core resources for any organization, so paying attention to retention is important. Job satisfaction also plays an important role. Just think about it.
From India, Vijayawada
Acknowledge(0)Amend(0)
From India, Vijayawada
Acknowledge(0)Amend(0)
SHAHID,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM.
====================================
JOB ANALYSIS IS A STAND ALONE DOCUMENT.
JOB ANALYSIS analyses the job in the situation,
as it stands.
JOB ANALYSIS IS NOT AN EVALUATION OF THE JOB.
JOB ANALYSIS CONCEPT
Overview
Job Analysis is a process to identify and determine in detail the particular job duties and requirements
and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
The Job; not the person
An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' .
==========================================
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis:
1. Identification of major job requirements[MJR] , which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
===============================================
THIRD STEP ---ANALYSIS OF THE JOB.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
ONCE YOU FINISH, THE JOB ANALYSIS
YOU SHOULD,THEN, DISCUSS WITH YOUR BOSS/CEO
AND REQUEST FOR
-CORPORATE VISION STATEMENT.
-CORPORATE MISSION STATEMENT
-CORPORATE OBJECTIVES
-CORPORATE STRATEGY.
PLUS
EACH DEPARTMENT'S OBJECTIVES/ STRATEGIES.
YOU NEED THESE TO DEVELOP
VVVVVVVVVVVVVVVVVVVVVVVVVVVVV
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
==========================================
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
JOB Competencies.
JOB'S KRA [ Key responsible areas]
JOB'S KPA [ Key performance areas]
JOB'S KPI [ Key performance indicators]
-JOB'S PERFORMANCE STANDARDS
-JOB'S PERFORMANCE CRITERIA
================================================== ==================================
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 includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities include physical features like height, weight, chest, vision, hearing, ability, to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
Behavioral Specifications: Behavioral specifications play an important role in selecting the candidates for higher level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching, ability, maturity (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
Social background
Family background
Extra-curricular activities
Hobbies
Some items of employee specification information are target for criticism. It is criticized that the privacy of the employee may be affected if the information like social background and family background is asked and taken into consideration to judge whether a candidate possess certain traits, behavioral specifications and social specifications. However, the organization may adapt the counseling technique to solicit such information rather than using application blank. And the organizations should give the benefit of doubt to the candidate in judging the behavioral and social specifications basing on sex, family and social background of the candidate. However, job analysis once applied is of great use of performing various functions of HRM.
THE JOB ANALYSIS,THEN, CAN BE USED FOR
-analysis of the job itself, at any time.
-developing job description.
-developing job position specification
-job evaluation
-job enlargement
-job enrichment.
etc
===============
################################################## ###############################################
From India, Mumbai
Acknowledge(0)Amend(0)
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM.
====================================
JOB ANALYSIS IS A STAND ALONE DOCUMENT.
JOB ANALYSIS analyses the job in the situation,
as it stands.
JOB ANALYSIS IS NOT AN EVALUATION OF THE JOB.
JOB ANALYSIS CONCEPT
Overview
Job Analysis is a process to identify and determine in detail the particular job duties and requirements
and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
The Job; not the person
An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' .
==========================================
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis:
1. Identification of major job requirements[MJR] , which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
===============================================
THIRD STEP ---ANALYSIS OF THE JOB.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
ONCE YOU FINISH, THE JOB ANALYSIS
YOU SHOULD,THEN, DISCUSS WITH YOUR BOSS/CEO
AND REQUEST FOR
-CORPORATE VISION STATEMENT.
-CORPORATE MISSION STATEMENT
-CORPORATE OBJECTIVES
-CORPORATE STRATEGY.
PLUS
EACH DEPARTMENT'S OBJECTIVES/ STRATEGIES.
YOU NEED THESE TO DEVELOP
VVVVVVVVVVVVVVVVVVVVVVVVVVVVV
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
==========================================
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
JOB Competencies.
JOB'S KRA [ Key responsible areas]
JOB'S KPA [ Key performance areas]
JOB'S KPI [ Key performance indicators]
-JOB'S PERFORMANCE STANDARDS
-JOB'S PERFORMANCE CRITERIA
================================================== ==================================
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 includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities include physical features like height, weight, chest, vision, hearing, ability, to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
Behavioral Specifications: Behavioral specifications play an important role in selecting the candidates for higher level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching, ability, maturity (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
Social background
Family background
Extra-curricular activities
Hobbies
Some items of employee specification information are target for criticism. It is criticized that the privacy of the employee may be affected if the information like social background and family background is asked and taken into consideration to judge whether a candidate possess certain traits, behavioral specifications and social specifications. However, the organization may adapt the counseling technique to solicit such information rather than using application blank. And the organizations should give the benefit of doubt to the candidate in judging the behavioral and social specifications basing on sex, family and social background of the candidate. However, job analysis once applied is of great use of performing various functions of HRM.
THE JOB ANALYSIS,THEN, CAN BE USED FOR
-analysis of the job itself, at any time.
-developing job description.
-developing job position specification
-job evaluation
-job enlargement
-job enrichment.
etc
===============
################################################## ###############################################
From India, Mumbai
Acknowledge(0)Amend(0)
Asha has done good counseling. But I have a suggestion. Please start small and let others see the difference. So let Shahid start the job analysis in a single department and see the results before expanding to other departments.
From India, Bhopal
Acknowledge(0)Amend(0)
From India, Bhopal
Acknowledge(0)Amend(0)
Hi,
Please ask your management to create a vision and values document. What values would you like your people to have within the organization? What values do you look for in people when you recruit? You can also commission an agency to do this. It would cost between 300,000 to 500,000 Pakistani currency. Additionally, consider conducting a job description self-assessment exercise.
Regards, Dr. Trevor Rodrigues
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
Please ask your management to create a vision and values document. What values would you like your people to have within the organization? What values do you look for in people when you recruit? You can also commission an agency to do this. It would cost between 300,000 to 500,000 Pakistani currency. Additionally, consider conducting a job description self-assessment exercise.
Regards, Dr. Trevor Rodrigues
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
Dear Shahid and friends,
The best reply has been given by leolingham2000, as it is complete in all respects and addresses the task at hand. Dear Leo, your experience shines through. I must say, there is no substitute for practical experience beyond textbooks.
I would like to reiterate what Leo has written: JOB ANALYSIS IS A STANDALONE activity.
Yes, it is correct.
There is no need to link it with the vision, mission, core values, or credo of the company.
Secondly, certain technical job analyses remain the same across industries (that is one more proof why the vision, mission, core values of a company do not come into the picture).
I hope I have been able to convince you.
If not, let me illustrate:
- A consultant is doing the job analysis of "pump operator" in a certain manufacturing industry. Will he require the company's vision, mission statement to go ahead???
- In fact, the job analysis for that job title would remain more or less the same in the same industry.
To take a high-profile example (for the satisfaction of Ash and other friends):
- A country has six international airlines operating. The new entrant company has hired a consultant for job analysis of "pilots".
- Now, do you think the new company's vision, mission, etc. will affect the job analysis?
- Won't it be almost similar to other airlines???
Hope I have made the issue clear. Rest is given in the excellent post sent by leolingham2000.
This is not to discount the good efforts put in by Ash.
But it seems you were able to throw her off track with your initial statement, "I am confused with some questions how job analysis can help when you have no vision mission and departmental objectives."
And my personal opinion on this:
- Shahid, all small private companies (in India, the slang is 'baniya company') in our sub-continent suffer from the same drawbacks - they function like kirana shops.
- But, I think - please note - you are just plain lazy, scared, or a procrastinator; who needs excuses for not doing something.
- Otherwise, why should you be putting off this simple task of doing job analysis in a textile industry - which has less complex processes???????
Sorry for being judgmental - but it was necessary.
Regards.
From India, Delhi
Acknowledge(0)Amend(0)
The best reply has been given by leolingham2000, as it is complete in all respects and addresses the task at hand. Dear Leo, your experience shines through. I must say, there is no substitute for practical experience beyond textbooks.
I would like to reiterate what Leo has written: JOB ANALYSIS IS A STANDALONE activity.
Yes, it is correct.
There is no need to link it with the vision, mission, core values, or credo of the company.
Secondly, certain technical job analyses remain the same across industries (that is one more proof why the vision, mission, core values of a company do not come into the picture).
I hope I have been able to convince you.
If not, let me illustrate:
- A consultant is doing the job analysis of "pump operator" in a certain manufacturing industry. Will he require the company's vision, mission statement to go ahead???
- In fact, the job analysis for that job title would remain more or less the same in the same industry.
To take a high-profile example (for the satisfaction of Ash and other friends):
- A country has six international airlines operating. The new entrant company has hired a consultant for job analysis of "pilots".
- Now, do you think the new company's vision, mission, etc. will affect the job analysis?
- Won't it be almost similar to other airlines???
Hope I have made the issue clear. Rest is given in the excellent post sent by leolingham2000.
This is not to discount the good efforts put in by Ash.
But it seems you were able to throw her off track with your initial statement, "I am confused with some questions how job analysis can help when you have no vision mission and departmental objectives."
And my personal opinion on this:
- Shahid, all small private companies (in India, the slang is 'baniya company') in our sub-continent suffer from the same drawbacks - they function like kirana shops.
- But, I think - please note - you are just plain lazy, scared, or a procrastinator; who needs excuses for not doing something.
- Otherwise, why should you be putting off this simple task of doing job analysis in a textile industry - which has less complex processes???????
Sorry for being judgmental - but it was necessary.
Regards.
From India, Delhi
Acknowledge(0)Amend(0)
Dear All,
I am very thankful to you all, especially to Asha. Before talking to you, I was of the view that because I am in HR, I need to do all traditional functions of HR. But now, I come to the point that I should do what is needed to be done.
Thanks again, Asha. Thanks to all also.
Shahid Munir
From Pakistan, Lahore
Acknowledge(0)Amend(0)
I am very thankful to you all, especially to Asha. Before talking to you, I was of the view that because I am in HR, I need to do all traditional functions of HR. But now, I come to the point that I should do what is needed to be done.
Thanks again, Asha. Thanks to all also.
Shahid Munir
From Pakistan, Lahore
Acknowledge(0)Amend(0)
Dear Shahid and all,
I think we need to see the issue with different perspective and angle. Is it possible to have 3000 employees and run a profitable company without mission and vision? I think NO! Having no vision and mission itself is having vision and mission, only it is not written, that’s it! The Sky is The Limit! A different perspective.
Shahid check this mission and vision statement with your management and let me know if they agree with it.
From India, Pune
Acknowledge(0)Amend(0)
I think we need to see the issue with different perspective and angle. Is it possible to have 3000 employees and run a profitable company without mission and vision? I think NO! Having no vision and mission itself is having vision and mission, only it is not written, that’s it! The Sky is The Limit! A different perspective.
Shahid check this mission and vision statement with your management and let me know if they agree with it.
From India, Pune
Acknowledge(0)Amend(0)
Hi Shahid,
There needs to be intervention from your senior management. They should draw the line and make evaluation mandatory. That's one thing. From what you are saying, it seems that your organization is growing without vision or mission. Come on! If your top management is seriously interested in the company's growth, they have to put their foot down and let HR do their duty.
From India, Madras
Acknowledge(0)Amend(0)
There needs to be intervention from your senior management. They should draw the line and make evaluation mandatory. That's one thing. From what you are saying, it seems that your organization is growing without vision or mission. Come on! If your top management is seriously interested in the company's growth, they have to put their foot down and let HR do their duty.
From India, Madras
Acknowledge(0)Amend(0)
Dear Shahid,
I can understand your confusion about this issue, but I do agree with Mpnahar that there must be some mission or vision of the company which is not well articulated among the employees or not written somewhere. Please ask your management about that. If it's not present, then you can go through the jobs one by one, ask the employees about their tasks, and how they are performing (not performance management but if the authority they are given is according to their tasks or not). It will at least help you in job analysis to some extent.
Regarding the mission and vision, developing it needs a lot of time. So, first, finish up with the given tasks and then involve yourself in convincing your top management to formulate the mission and vision.
Kind regards,
[Your Name]
From Pakistan
Acknowledge(0)Amend(0)
I can understand your confusion about this issue, but I do agree with Mpnahar that there must be some mission or vision of the company which is not well articulated among the employees or not written somewhere. Please ask your management about that. If it's not present, then you can go through the jobs one by one, ask the employees about their tasks, and how they are performing (not performance management but if the authority they are given is according to their tasks or not). It will at least help you in job analysis to some extent.
Regarding the mission and vision, developing it needs a lot of time. So, first, finish up with the given tasks and then involve yourself in convincing your top management to formulate the mission and vision.
Kind regards,
[Your Name]
From Pakistan
Acknowledge(0)Amend(0)
Dear Shahid,
I can completely understand what you are going through as I have faced a similar situation. The only thing you can do is to do what your boss has asked you to do. Don't apply your own brains too much because it will only make you frustrated. Just as followed by many other companies, you also design the job descriptions and guidelines for the employees and do what is asked to be done by you and nothing more. The choice rests with you.
Good Luck! Kim.
From India, Pune
Acknowledge(0)Amend(0)
I can completely understand what you are going through as I have faced a similar situation. The only thing you can do is to do what your boss has asked you to do. Don't apply your own brains too much because it will only make you frustrated. Just as followed by many other companies, you also design the job descriptions and guidelines for the employees and do what is asked to be done by you and nothing more. The choice rests with you.
Good Luck! Kim.
From India, Pune
Acknowledge(0)Amend(0)
Dear All,
As professionals paid to do a job, we cannot sit around and wait for all the conditions to be met before embarking on initiatives. Yes, it would be ideal if there were a Vision and Mission, and even more critical, a formal Organization Structure before pursuing a Job Analysis project. But if these are not there, JA can still be effectively executed as a stand-alone project, as rightly said by Leo and Raj.
All the feedback to date is "theory-based." Hence, I have attached 2 documents developed by myself adopting a "hands-on" approach. These materials are used in both public and internal Job Analysis Workshops conducted by me. Both documents must be read together to achieve the desired result.
All you need to do now is customize it to your needs. Please feel free to clarify.
Regards,
Autumn Jane
From Singapore, Singapore
Acknowledge(0)Amend(0)
As professionals paid to do a job, we cannot sit around and wait for all the conditions to be met before embarking on initiatives. Yes, it would be ideal if there were a Vision and Mission, and even more critical, a formal Organization Structure before pursuing a Job Analysis project. But if these are not there, JA can still be effectively executed as a stand-alone project, as rightly said by Leo and Raj.
All the feedback to date is "theory-based." Hence, I have attached 2 documents developed by myself adopting a "hands-on" approach. These materials are used in both public and internal Job Analysis Workshops conducted by me. Both documents must be read together to achieve the desired result.
All you need to do now is customize it to your needs. Please feel free to clarify.
Regards,
Autumn Jane
From Singapore, Singapore
Acknowledge(0)Amend(0)
Job analysis is merely the in-depth review of the components that make up a job. To begin, one must list the progression of the job duties, from start to finish, in order to understand the full measure of the responsibilities and knowledge/skills involved in the work. Job analysis can be used on the shop floor as well as in the corporate offices.
It is used for education (to provide potential replacements with an understanding of what the position entails), training (for incumbents to address deficiencies and improve efficiency), for safety (to identify and make incumbents and potential replacements aware of job hazards that may be encountered and the means and methods of accident prevention).
From United States,
Acknowledge(0)Amend(0)
It is used for education (to provide potential replacements with an understanding of what the position entails), training (for incumbents to address deficiencies and improve efficiency), for safety (to identify and make incumbents and potential replacements aware of job hazards that may be encountered and the means and methods of accident prevention).
From United States,
Acknowledge(0)Amend(0)
Dear All / Seniors,
I agree with Mr. Raj and Mr. Leosir. I have faced the same problem in my company as we have a small IT company and there is no separate HR Dept. My management asks me to prepare JD's and KRA's for all the staff. After a lot of searching on the internet, I have started finding some material and also from this site. Now I am in the process of preparing JD's. Still, I am facing a lot of problems. I do not know some words' meanings as I am very new to this profession but despite all the problems, I will definitely complete my task. One thing I would like to state is that I posted a query regarding this topic some 4-5 months ago, but unfortunately, I did not get any response from this site. Don't lose your patience and keep it up.
Thanks & Regards, Suvarna
From India, Pune
Acknowledge(0)Amend(0)
I agree with Mr. Raj and Mr. Leosir. I have faced the same problem in my company as we have a small IT company and there is no separate HR Dept. My management asks me to prepare JD's and KRA's for all the staff. After a lot of searching on the internet, I have started finding some material and also from this site. Now I am in the process of preparing JD's. Still, I am facing a lot of problems. I do not know some words' meanings as I am very new to this profession but despite all the problems, I will definitely complete my task. One thing I would like to state is that I posted a query regarding this topic some 4-5 months ago, but unfortunately, I did not get any response from this site. Don't lose your patience and keep it up.
Thanks & Regards, Suvarna
From India, Pune
Acknowledge(0)Amend(0)
Dear Shahid,
Assalam-o-Alaikum,
Just start by writing the job descriptions. Ask everyone to state in writing what he/she performs, what their key functions are, what qualifications and experience they have, and what key skills are required for that position. Job analysis is the next step after you complete the first.
Regards,
Muhammad Tariq Nadeem Manager - HR Varioline Intercool Pakistan
From Pakistan
Acknowledge(0)Amend(0)
Assalam-o-Alaikum,
Just start by writing the job descriptions. Ask everyone to state in writing what he/she performs, what their key functions are, what qualifications and experience they have, and what key skills are required for that position. Job analysis is the next step after you complete the first.
Regards,
Muhammad Tariq Nadeem Manager - HR Varioline Intercool Pakistan
From Pakistan
Acknowledge(0)Amend(0)
Dear Shahid and all,
Why one should worry about mission and vision, if it is not written? It is THE RESULT that matters the most! I have seen thousands of companies have their so called well written mission and vision everywhere including on their marketing materials and in reality they are far away from what they say in that!
To understand this second angle; here's an example - In ZEN spirituality sessions once a guy asked his master; 'what I have to do while meditating? Master replied – Do nothing! That is what second angle is.
According to my understanding Shahid’s management do not want to create the boundaries by stating mission and vision, nothing else.
Having mission and vision, specifically well written and defined, is a recent development in the world of business management. Earlier to that there were empires and business houses all over the world and they never had written vision and mission as per available information. They were doing very well!
One needs to understand this angle and only then probably one can literally see invisible mission and vision. Rest, job analysis and job description is relatively an easy task to do, anybody can do it. Challenge is in doing it in Shahid’s company.
Shahid I can see the vision and mission of your company clearly, rather it is hidden in the short intro of your company you have given earlier. Find it out and you are there!
From India, Pune
Acknowledge(0)Amend(0)
Why one should worry about mission and vision, if it is not written? It is THE RESULT that matters the most! I have seen thousands of companies have their so called well written mission and vision everywhere including on their marketing materials and in reality they are far away from what they say in that!
To understand this second angle; here's an example - In ZEN spirituality sessions once a guy asked his master; 'what I have to do while meditating? Master replied – Do nothing! That is what second angle is.
According to my understanding Shahid’s management do not want to create the boundaries by stating mission and vision, nothing else.
Having mission and vision, specifically well written and defined, is a recent development in the world of business management. Earlier to that there were empires and business houses all over the world and they never had written vision and mission as per available information. They were doing very well!
One needs to understand this angle and only then probably one can literally see invisible mission and vision. Rest, job analysis and job description is relatively an easy task to do, anybody can do it. Challenge is in doing it in Shahid’s company.
Shahid I can see the vision and mission of your company clearly, rather it is hidden in the short intro of your company you have given earlier. Find it out and you are there!
From India, Pune
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Job Analysis.doc
JOB DESIGN & JOB ANALYSIS.ppt
Job Analysis.pdf