JOB ANALYSIS

HUMAN RESOURCE MANAGEMENT

INTRODUCTION
HRP is the process by which an organization ensures that it has the right number and kind of people, at the right place, at the right time capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objective. In order to achieve effective HRP, The duties involved and the skills required for performing all the jobs in an organization have to be taken care of .

JOB
A job may be defined as a Collection or aggregation of tasks , duties and responsibilities which as whole is regarded as a regular assignment to individual employees and which is different from other assignments.
A job may include many positions. A position consists of a particular set of duties assigned to an individual . There may be ,five persons all of whom are classified under the same job ,yet each may perform a slightly different work.

JOB ANALYSIS
It is a procedure by which pertinent information is obtained about a job, i.e., it is detailed and systematic study of information relating to the operations and responsibilities of a specific job.

JOB ANALYSIS
Job analysis is the process of collecting job related information such information helps in the preparation of job description and job specification. Job analysis is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organization. Each job has certain ability requirements associated with. Job analysis is the process used to identify these requirements.

Job Analysis A Process of Obtaining all Pertinent Job Facts

Job Description A statement containing items such as Job title Location Job summary Duties Machines, tools and equipment Materials and forms used Supervision given or received Working conditions Hazards

Job Specification A statement of human qualifications necessary to do the job. Usually contains such items as Education Experience Training Initiative Physical effort Physical skills Responsibilities Communication skills Unusual sensory demands such as sight, smell, hearing.

Why Job Analysis (JA)?

JA has its impact on all functions of HRM, if done properly it will enhance the effectiveness of the organization. JA benefits any organization in the following ways. Laying the foundation for human resource planning. Laying the foundation for employee hiring Laying the foundation for training and development Laying the foundation for performance appraisal Laying the foundation for salary and wage fixation Laying the foundation for safety and wealth.

STEPS IN JOB ANALYSIS

Collecting and recording job information. Checking the job information for accuracy Writing job descriptions based on information. Using the information to determine the skills, abilities and knowledge that are required on the job. Updating the information from time to time.

JOB DESCRIPTION
It is a written record of the duties, responsibilities and requirements of a particular job.

It is concerned with the job itself and not with the work .It is a statement describing the job in such terms as its title , location ,duties , working conditions and hazards.

JOB SPECIFICATION
It is standard of personnel and designates the qualities required for an acceptable performance . It is a written record of the requirements sought in an individual worker for a given job. In other words, it refers to a summary of the personal characteristics required for a job .It is a statement of the minimum acceptable human qualities necessary for the proper performance of a job.

JOB DESIGN
It is the division of the total task to be performed into the manageable and efficient units-positions ,departments and divisions and to provide for their proper integration.

The sub-division of work is both on a horizontal scale with different tasks across the organization being performed by different people and on the vertical scale, in which higher levels of the organization are responsible for the supervision of more people , the coordination of sub-groups , more complex planning ,etc.

USES OF JOB ANALYSIS

It is fundamental importance to manpower management programmes because of the wider applicability of its results.

I.

Organization and Manpower Planning It is helpful in organization Planning , for it defines labor needs in concrete terms and coordinates of the work force , and clearly divides duties and responsibilities.

USES OF JOB ANALYSIS

II. Recruitment , Selection : by indicating the specific requirements of each job (i.e., The Skills and the Knowledge ) ,it provides a realistic basis of hiring , training , placement , transfer , and promotion of personnel. Wage & Salary Administration : by indicating the qualifications for doing a specified job and the risks and hazards involved in its performance , it helps in salary and wage administration .

III.

USES OF JOB ANALYSIS

IV. Job Re-engineering : Job Analysis provides information which enables us to change jobs in order to permit their being manner by personnel with specific characteristics and qualifications. This takes two forms 1) industrial engineering activity work simplification methods and improvements in the place of work and its measurement. 2) Human engineering activity which takes into consideration human capabilities, both physical and psychological.

USES OF JOB ANALYSIS

V. Employee training and Management Development : Job analysis provides the necessary information to the management training and development programmes. It helps it to determine the content and subject matter of in training courses . It also helps in checking application information , interviewing , weighing test results , and in checking references.

USES OF JOB ANALYSIS

VI. Performance Appraisal : It helps in establishing clear-cut standards which may be compared with the actual contribution of each individual.

VII. Health and Safety : It provides an opportunity hazardous conditions and unhealthy environmental factors so that corrective measures may be taken to minimize and avoid the possibility of accidents.

PROCESS OF JOB ANALYSIS

1. 2. There are five basic steps required for doing a job analysis . Information gathering - Analyzing organization charts and describe the general requirement of job. Selection of representative position to be analyzed - analysis of all jobs and making departments. Competency determination - employee qualifications and requirements. Developing a Job description - main features of job must possess. Developing a Job specification personal qualities , skills and background is necessary for getting the job done.

3.
4.

5.

JOB ANALYSIS METHODS

The determination of job tasks , skills and abilities necessary for successful performance and the responsibilities inherent in job can be obtained through methods or approaches. Observation Method Individual Interview Group Interview Drafting and Maintaining Job descriptions.

Observation Method
The materials and equipment used , the working conditions and probable hazards and the understanding of what the work involves are the facts should be known by HR analyst. Direct observation is especially useful in jobs that consist of primarily of observable physical ability , like the jobs craftsman , mechanic , spinning or weaver , technician etc..

Individual Interview
May be held by the HR analyst with the employee , and the answers to relevant questions may be recorded with regard to Job. But the method is timeconsuming and costly.

Group Interview
May be held by the HR analyst with the Group along with the leader , and the answers to relevant questions may be recorded with regard to Job. But the method is time-consuming and costly.

Drafting and Maintaining Job descriptions.

The HR Analyst maintains a daily diary record of duties he or she performs , marking the time at which each task is started and finished . But this system is incomplete , for it does not give us any desirable data of supervisor relationship , the equipment used , and working conditions .it is also time consuming.

Critical Incident Technique

The Critical Incident Technique (or CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria /JOB.

Critical Incident Technique

These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles.

A critical incident can be described as one that makes a significant contributioneither positively or negativelyto an activity or phenomenon. Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.

INDUCTION
Induction means introducing the new employee in the organization, means when a new employee enters in the organization he is told about the company's policies and rules .

INDUCTION
Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people , the surrounding the job ,the firm and the industry. Induction is the process of acquainting the new employee with the existing culture and practices of the new organization.

WHAT IS INDUCTION FOR ?

To Sort out all anxiety of recruited person. To ensure the effective integration of staff. History and introduction of founders Understand the Standards and Rules (written and unwritten ) of the organization. Introduction to the company/department and its personnel structure. To clear doubtful situation b/w new employee and existing one.

Auditing Human Resources

It is the systematic assessment of your organization's HR service excellence. A good HR Audit should help you Identify the HR programs that are most important to achieving your organization's objectives. Find out how well your HR department is delivering those programs. Benchmark your HR work to ensure continuous improvement. Promote change and creativity. Focus the HR staff on important issues. Bring HR closer to the line functions of the organization

Relationship
This study investigates the relationship between three such bundles (empowerment, motivation, and skillenhancing) and business outcomes (retention, operating performance, financial performance, and overall performance ratings).

What is Career Planning?

Career planning is a lifelong process, which includes choosing an occupation, getting a job, growing in our job, possibly changing careers, and eventually retiring. The Career Planning Site offers coverage of all these areas. This article will focus on career choice and the process one goes through in selecting an occupation. This may happen once in our lifetimes, but it is more likely to happen several times as we first define and then redefine ourselves and our goals.

Career Planning Process

CAREER PLANNING PROCESS

Step #1: Self-Assessment Evaluating who you are as a person. This involves taking a personal inventory of who you are and identifying your individual values, interests, skills, and personal qualities Step #2: Research (Career Exploration) Obtain an insiders perspective about the career field you are considering. Conduct Informational Interviews in person, phone, or by email.

CAREER PLANNING PROCESS

Step #3: Decision-Making Once youve made a thorough self-assessment and have done some research of career options, its time to make a decision .

Step#4: Search (Taking Action) Its now time to look for prospective jobs and/or employers, send out cover letters and resumes, and begin networking with people in the field. Keep in mind that cover letters and resumes are designed to make a favorable impression on employers (if done properly) and the interview process is what will ultimately land you the job

CAREER PLANNING PROCESS

Step #5: Acceptance Youve completed all of the steps above and youve been accepted into a new and exciting or different job.

Succession planning
Succession planning" is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.

Taken narrowly, "replacement planning" for key roles is the heart of succession planning.

Succession planning
Includes the development of replacement chart. Portray Middle-to Upper Level Management positions that may become vacant in the near future.

Consists information about individuals who might qualify to the vacant positions.

BENEFITS-Succession planning
Analyze demand for Managers/Professionals. Audit Existing Executives , Project Future supply . Individual career planning / career counselling. Accelerated promotions Performance related training and development.

THANK YOU