Lecture 3

Job Analysis and

Competency Modeling

PREPARED BY:
MS.KOMLAVATHI
SCHOOL OF BUSINESS MARKETING
L E C T U R E 3 : Job Analysis and Competency Modeling

Chapter Outline

• The Strategic Importance of Job Analysis and Competency Modeling

• Basic Terminology
• Sources of Information
• Methods of Collecting Information
• Recruitment vs. Retention
• Recruitment Sources
• Recruiting from Applicant’s View

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L E C T U R E 3 : Job Analysis and Competency Modeling

Strategic Importance of Job Analysis and Competency Modeling

• Job analysis and competency modeling are systematic procedures that

provide the foundation for all HRM activities.

• Information about jobs and job requirements is necessary for fair and
effective HRM decision-making.

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L E C T U R E 3 : Job Analysis and Competency Modeling

Strategic Change, Jobs, and HR

Strategic Change
– Jobs change when an organization undergoes a strategic change.
• Merger/acquisition
• New business objectives
– New HR policies and practices are needed for new jobs and
competencies.

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L E C T U R E 3 : Job Analysis and Competency Modeling

Job Analysis
A systematic process of describing and recording information about job
behaviors, activities, and worker specifications

• task-focused : work activities vs. outcomes

• worker-focused : characteristics of job incumbents to perform the job well

Not one person can perform a job to perfection, i.e. depends on the purpose
of analysis. If it is to deal with human related, then it is worker-focused

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L E C T U R E 3 : Job Analysis and Competency Modeling

Integrated HR System

Global and Objectives of Job Choices in JA and

Organizational Analysis and Competency
Environment Competency Modeling
Modeling •Sources of
•Identify jobs to be information
eliminated •Methods to collect
•Develop new information Use JA
selection tools •Using O*NET results
•Design career paths •Standardized vs
Other HR •Identify training customized
Activities needs •Focus on Jobs vs
• Planning •Develop Roles
• Recruitment performance •Current vs future
• Selection measures
• Training

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L E C T U R E 3 : Job Analysis and Competency Modeling

Roles and Responsibilities in Analysis and Competency Modeling

Line Managers HR Professionals Employees

•Participate in •Participate in •Participate in
planning planning planning
•With HR, determine •Communicate •Understand
jobs to be analyzed importance of JA importance and
•Decide who should •With line mgrs, purpose of JA
conduct JA determine jobs to be •Inform mgr when
•Identify incumbents analyzed JA needed
to participate and •Serve as JA expert or •Provide accurate
facilitate hire vendor JA info
participation •Inform others of legal •Adapt to new job
•Provide documents issues demands
•Participate in •Update job •Use JA for career
interviews and descriptions planning
questionnaires •Keep up-to-date

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L E C T U R E 3 : Job Analysis and Competency Modeling

Basic Terminology

• Position
– Activities carried out by any single person.
• Job
– Positions that are functionally interchangeable.
• Job Family
– A group of jobs that can be treated as similar for administrative purposes.
• Job Analysis (JA)
– Systematic process of describing and recording information about
• Purposes of a job
• Major duties or activities
• Conditions under which the job is performed
• Competencies (skills, knowledge, abilities, and other attributes) that
enable and enhance performance in a jo

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L E C T U R E 3 : Job Analysis and Competency Modeling

Basic Terminology (cont’d)

• Task-Oriented Job Analysis

– Focus on what the job involves
• Activities
• Outcomes
• Worker-Oriented Job Analysis
– Focus on required characteristics of job incumbents
– Focus on who can do the job
• Competency modeling is a worker-focused approach

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L E C T U R E 3 : Job Analysis and Competency Modeling

Terminology: Competency Modeling

• An approach to job analysis that emphasizes the individual characteristics

needed for effective performance
• Describes successful employees in terms of:
– Skills
– Knowledge
– Abilities
– Values
– Interests
– Personality

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L E C T U R E 3 : Job Analysis and Competency Modeling

Terminology: Job Descriptions

• Written documentation that • Uses

should include: – To document the
– Job Title employment relationship
– Department/Division – To inform applicants
– Date job analyzed – To guide job behavior
– Job summary – To evaluate performance
– Supervision – As guide for writing
– Work performed references and resumes
– Job context

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L E C T U R E 3 : Job Analysis and Competency Modeling

ACTIVITY

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L E C T U R E 3 : Job Analysis and Competency Modeling

Sources of Information

Job Incumbents Supervisors

Obtain representative May or may not observe
sample, may inflate directly, have “big
difficulty of job picture”

Subject Matter
Experts

Trained Job Analysts Customers

Use diverse sources, May have strategic
don’t see all aspects information

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L E C T U R E 3 : Job Analysis and Competency Modeling

Competency Modeling
• to describe the skills, knowledge, abilities, values, interests, personality of
successful employees.
• look into job descriptions; as of current need to perform well or career
paths; where the person intended to carry his/her future into

Sources for Analysis and Modeling

• job incumbents
• supervisors
• trained job analysts
• Customers

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Methods of Info Collection

Three common methods used:
• Observation : one to one/many, time consuming, must be
specific, usually requires sampling
• individual/group interviews : face to face, could be time consuming too
• Questionnaires : standard or customized

Standardized approach to job analysis

• time-and-motion studies: identify and measure workers’ physical
movements when performing tasks, then analyze
results whether it is efficient to do so

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Methods of Info Collection

• Ergonomic analysis: to minimize amount of stress and fatigue experienced
as a result of doing work, understanding how job tasks affect physical
movements and physiological responses

• occupational information network: looks into comprehensive database of

job characteristics and worker attributes

• position analysis questionnaire: measures the work behavior required by a

job and relates them to worker characteristics

• manager position description questionnaire: analyze aspects pertaining to

managerial jobs

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L E C T U R E 3 : Job Analysis and Competency Modeling

Recruitment vs. Retention

Why is it important to recruit and retain talented employees?

• reduce expenses and improve productivity: talented employees can be

trained and to handle more scope of duties, hence reduce costs of
hiring/retraining new employees

• supporting strategies: as the company grows, you would want to have the
best employees while expanding market share, and still offering lowest-
cost service

• retaining the best of the best: having the best people to run the company
at the minimal cost

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L E C T U R E 3 : Job Analysis and Competency Modeling

Recruitment Sources
Where is the best options to recruit?
Internal labor market: current employees
• job postings: usually made available within the company to look for
suitable
• talent inventories: database containing information of employees with
specific talents

However there are pros and cons:

pros: career advancement without disruption of workflow, less costly
cons: cannot find the most qualified employees because none will stay if
they get better offer elsewhere, infighting between candidates who
wants the position

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Recruitment Sources
Where is the best options to recruit?
external labor market: those who did not work for the company
• walk-in: random candidates expressing interests
• electronic media: website progressing with potential database, online
recruitment
• referrals: sometimes employees recommend others to join the company,
word-of-mouth
• public/govt. employment agencies
• private employment agencies
• job fairs, foreign nationals/embassies

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Recruitment Sources
What is there is shortage of supplies?
contingent workers, rehires, recalls
• contingent: hired without implicit or explicit contract, free agents, temps,
independent contractors.
• recalls, rehires: those who have been laid off or given the separation
scheme

Pros and cons?

Pros: effective method, relatively inexpensive
Cons: commitment to stay is low, may leave anytime

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Recruiting from Applicant’s View

• building a corporate reputation: reputation is important to applicant,
impression of candidates on company reflected
• recruitment experience: is it smooth, is it friendly, are the recruiters friendly
and creative, are there fair HR practices
• recruiting ethics: honesty exchange, realistic previews, sources of
information for clarification
• rejection: how will candidates be rejected, in what way, timely rejection
notices?

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