1
Shahid - Recruitment policy is different from the "actual recruitment". Recruitment policies explains the process on 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 dont confuse things unnecessarily.
Only when I created the policy and procedures did I go for a JD prep. 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 yoursefl and not actually look at the Big Picture. Do a quick analysis and get working on what is important and priority.
Your answers are very much there in your questions itself. If you are confused =- dont 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.
From India, Madras
Only when I created the policy and procedures did I go for a JD prep. 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 yoursefl and not actually look at the Big Picture. Do a quick analysis and get working on what is important and priority.
Your answers are very much there in your questions itself. If you are confused =- dont 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.
From India, Madras
Dear Asha
just i have register my name in this management frist of introdus myself i am working in medium scale company its tournover 100 correr P.M . i am post graduate from commerce faculty but not taken any traning for H.R. Personnal department but i have engaged with this orgonisetion seens 1992 i have see here central excise , prohibition excise , sales tax pollution in short lisioning & practical work with central Govt. as well as state govt with the personal & H.R Activities due long time relation with worker i managed devolop relation with workers in less salary but presentlay some problem stand with employees & employer due to middel persons like deparmental head miss gide to employees & employer so i can not explain the setuation to management can you any help me in this setuation
Subhash
From India, Vadodara
just i have register my name in this management frist of introdus myself i am working in medium scale company its tournover 100 correr P.M . i am post graduate from commerce faculty but not taken any traning for H.R. Personnal department but i have engaged with this orgonisetion seens 1992 i have see here central excise , prohibition excise , sales tax pollution in short lisioning & practical work with central Govt. as well as state govt with the personal & H.R Activities due long time relation with worker i managed devolop relation with workers in less salary but presentlay some problem stand with employees & employer due to middel persons like deparmental head miss gide to employees & employer so i can not explain the setuation to management can you any help me in this setuation
Subhash
From India, Vadodara
Dear Mr. Subhash,
I think at this point what stops you in going ahead is "not ebing able to present the actual problem to the Management"
If the problem that has arised, dur to the departmental head's misguidance, I believe you will have to do an investigation on what went wrong, with proofs to provide the management.
You could ask the member of the Senior Management to provide you with some time to talk on a few things that you have investigated. Present the matter to that person, and seek guidance on how they would liek to take it forward.
This will make you also look safe, as well as give the actual information.
From India, Madras
I think at this point what stops you in going ahead is "not ebing able to present the actual problem to the Management"
If the problem that has arised, dur to the departmental head's misguidance, I believe you will have to do an investigation on what went wrong, with proofs to provide the management.
You could ask the member of the Senior Management to provide you with some time to talk on a few things that you have investigated. Present the matter to that person, and seek guidance on how they would liek to take it forward.
This will make you also look safe, as well as give the actual information.
From India, Madras
hi this is kalpana, coming to the job analysis I would like to suggest u that job analysis is very necessary, it is nothing but gathering of information regarding the jobs from various fields and sources. now may be ur company is in good position but vision and mission must be implemented in every organazitation. u must be in a position to estimate the future threats likely because of always changing environment, as employees are the core resources for any organization paying attention on retention is I.M.P. job satisfaction also plays an important role, just think about it.
From India, Vijayawada
From India, Vijayawada
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
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
Asha has done good counselling.
But I hve suggestion. Pse start small & let others see the the difference. So let Shahid start the jobanalysis in a single department & see the result and expand to other departments.
From India, Bhopal
But I hve suggestion. Pse start small & let others see the the difference. So let Shahid start the jobanalysis in a single department & see the result and expand to other departments.
From India, Bhopal
Hi,
Ask you management to create a vision and value document. What values would like your people to have within the organization? What values do you look for in people when you recruit? You can commisssion an agency to do this as well. They would cost between 300 - 500 thousand pakistan currency. Also look at conducting a job description self assesment exercise.
Regards,
Dr.Trevor Rodrigues
From United Arab Emirates, Dubai
Ask you management to create a vision and value document. What values would like your people to have within the organization? What values do you look for in people when you recruit? You can commisssion an agency to do this as well. They would cost between 300 - 500 thousand pakistan currency. Also look at conducting a job description self assesment exercise.
Regards,
Dr.Trevor Rodrigues
From United Arab Emirates, Dubai
Dear Shahid and friends
The best reply has been given by leolingham2000, as it is complete in all respect and addresses the task at hand. Dear Leo, Your experience shines through. Must say, there is no substitute to practical experience beyond text-books.
I would like to reiterate what Leo has written : JOB ANALYSIS IS A STAND ALONE activity.
Yes, it is correct.
There is no need to link it with vision, mission, core values or credo of the company.
Secondly, certain technical job analysis remains the same across industries (that is one more proof why 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 :
To take a high profile example (for the satisfaction of Ash and other friends :-D ) :
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 anylsis can help when you have no vision mission and departmental objectives."
And my personal opinion on this :
Sorry for being judgemental - but it was necessary.
Regards.
From India, Delhi
The best reply has been given by leolingham2000, as it is complete in all respect and addresses the task at hand. Dear Leo, Your experience shines through. Must say, there is no substitute to practical experience beyond text-books.
I would like to reiterate what Leo has written : JOB ANALYSIS IS A STAND ALONE activity.
Yes, it is correct.
There is no need to link it with vision, mission, core values or credo of the company.
Secondly, certain technical job analysis remains the same across industries (that is one more proof why 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 :-D ) :
- 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 anylsis 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 drwbacks - they functio 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 judgemental - but it was necessary.
Regards.
From India, Delhi
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