Job Analysis & Profile Matching.pptx

JOB ANALYSIS & PROFILE MATCHING

BY Arsalan Ahmad 19/03/2019

JOB & JOB ANALYSIS

Job Job Analysis

• A job is a pattern of tasks, duties & responsibilities that can be done by a person.

• It is the study of patterns of activity to determine the tasks, duties & responsibilities needed for each job

JOB ANALYSIS INFORMATION Job Analysis Information

• As HR activities grow in scope & complexity the duties are delegated towards HR department. HR Specialists do not know the details of the job as the operating managers do. • Job Analysis is the collection of knowledge about jobs and their requirements. • The information is systematically evaluated and organized

Job Analyst

collected,

• These actions are usually done by HR specialists, called job analysts, who gather data about each job but not about every person in the organization. • The absence of accurate job analysis information may mislead managers /specialists during the hiring process.

Job Description

• It is a written statement that explains the duties, working conditions, and other aspects of a specified job. • Within a firm all the job descriptions should follow the same format. • It can be written as a narrative description or can be break down into several sub parts clearly mentioning the tasks, duties & responsibilities. • The main components of job description are: • Job Code • Job Summary • Job Duties' • Working Conditions • Approvals

Job Specifications

• It describes the job demands on the employees who do it and the human skills that are required. • It is a profile of the human characteristics needed by the person performing the job. • These requirements include experience, training, education and the ability to meet physical and mental demands. • Internationally demands include linguistic, legal and cultural familiarity also.

PROFILE MATCHING Profile Matching is a technique used in personnel hiring where an applicant's characteristics are compared to those of the ideal or typical employee in the position they are applying for. Each characteristics of the templates is assigned weights using a 5 point scale. Such characteristics widely vary from job to job.

DESIRED JOB PROFILE HR MANAGER Characteristics/competencies Level of importance

Points assigned

Leadership

High

5

Communication Skills

High

5

Interpersonal Relations

High

5

Adaptability to change

Above average

4

Decision making ability

High

5

Below average

2

Strategic planning

POSITION ANALYSIS QUESTIONNARE (PAQ) PAQ is capable of measuring human characteristics with the job characteristics in a comprehensive manner. Human behaviors involved in work activities is first categorized into six types and then for each category separate questionnaire are developed and responses are measured by the analyst on scale of 0 – 5. The categories are:  Information input  Mental process  Work output  Interpersonal relationships  Work situations & job context  Other job characteristics It also requires the study of:  tools and equipment required for job performance,  physical & perceptual requirements of jobs,  mathematical requirements,  communication requirements  decision making  order of work, standards, job conditions and  perceived job characteristics. PAQ is considered the most power tool for job analysis and it is also used extensively by the organizations across the world.

OTHER JOB ANALYSIS METHODS Common Metric Questionnaire (CMQ)

Fleishman Job Analysis Survey (F-JAS)

• Developed by Harvey (1991). • It is a worker oriented job analysis instrument and is applicable for different nature of jobs. • It has different sets of questions on job characteristics under five major sections. • These are background, physical & mechanical activities, work setting, contacts with people and decision making.

• Developed in 1991 by Fleishman & Mumford and known as “Ability requirement scales”. • Helps in understanding a job measuring 52 cognitive, physical, psychomotor and sensory abilities. • The scale actually measures or rates the level of ability as functioning requirements for a job.

Fine & Wiley

FJA • Developed by Fine & Wiley in 1971. • It suggests seven scales to measure what workers need to do in a job. • Things, data, people, worker instructions, reasoning, match & language. • Each scale has multiple levels indicating specific behavioral statements and illustrative tasks,

JOB QUESTIONNARE  It is a special tool for coordinating job information is in printed form.  Essential information about the job is listed either by employees or by his supervisors.  The major advantage of this method is that it uses the knowledge of those who are proximate to the job.  It gives each employee an opportunity to participate and contribute by giving responses to the questionnaire which facilitates in compilation of job information.  It can also be used as a job description and also communicating the upto date job information to the employees.  Its success depends on the understanding and writing ability of individual employees and supervisors.

JOB SCULPTING  Developed by Butler & Waldrop in 1999 based on the concept that job profiles may be designed in line with the interests of the employees.  They suggested the need for job sculpting for appropriate job person fit, so that people do not leave the jobs as the jobs are not in line with there interests.  An observation indicates that in many organizations people leave jobs despite being well paid, enjoying good work environment, good career opportunities maintaining work life balance etc.

Creating job profile via this technique helps the employees to sensitize their deeply held interests, which they try even try to fulfill through their jobs and feeling satisfied while doing jobs. Eight different life interest of employees are recommended of which at least presence of three can make the jobs more interesting. It can create a performance driven work culture, ensure talent retention and increased level of employee engagement.

WAYS OF JOB SCULPTING Technology Application

SCULPTING

WAYS OF JOB

Quantitative Analysis Scope for Theory development & conceptual thinking

Creativity Counselling & mentoring Scope for managing people & relationships

Scope for organizational control Opportunities of using their language & ideas

Job sculpting is a process of matching people to jobs based on their “embedded life interests”.

CULTURE JOB FIT Lareau & Weininger 2003 Successs of R&S largely depends upon congruity of culture of the employees or the organizations & the new hires.

Bourdieu 1984 Cultural similarities of employers and employees in terms of shared tastes, experiences, leisure pursuits, & self presentation styles.

Furnham Elliot & Smith (2004) Recruitment is just not economic satisfaction, it is a social closure.

Congruence between the norms and values of the organization and those of the person.

CULTURE JOB FIT Questions that can help in assessing culture fit in an organization:    

What type of culture do you thrive in? What values are you drawn and what’s your ideal workplace? Why do you want to work here? How would you describe our culture based on what you have seen?  What best practices would you bring with you from an other organization?  Tell me a time when you worked with an organization where you felt you were not a strong culture fit?

PERSONALITY BASED JOB ANALYSIS (PBJA) PBJA is recommended with other traditional job analysis instruments for better understanding of a job. The purpose is to divide the job into several smaller units, and then to document job specific characteristics which are essential for the successful execution of a job. It also helps to predecide the personality traits required for execution of jobs and in the process can make the selection process more fool proof. In a changing business environment, to get the right fit, employers make us of personality tests in R&S process.

MEASUREMENT OF PERSONALITY TRAITS Cattell (1965) 16 PF APPROACH • Reserved vs warm • Concrete reasoning vs abstract reasoning • Reactive vs emotionally stable • Deferential vs dominant • Serious vs lively • Expedient vs rule conscious • Shy vs socially bold • Utilitarian vs sensitive • Trusting vs vigilant • Practical vs imaginative • Forthright vs private • Self assured vs apprehensive • Traditional vs open to change • Group oriented vs self reliant • Tolerates disorder vs perfectionist • Relaxed vs tense

Eysenck Personality Questionnare • Introversion – extraversion (continuum of sociability, dominance, liveliness) • Emotionality – stability (continuum of upset and distress) • Psychoticism (psychologically unattached to other people). It also indicates a tendency to be hostile, manipulative and impulsive.

Mayers Briggs Type Indicator

•

• • • • • •

MBTI It is a 100 question personality test to understand people’s feeling and actions in a given situation. The responses are classified into four major types such as: Extroverted vs introverted Sensing vs intuitive Thinking vs feeling Judging vs perceiving. These were than combined into 16 personality types

MEASUREMENT OF PERSONALITY TRAITS

THE BIG FIVE MODEL NEUROTICISM (Emotional stability)

EXTRAVERSION

(introversion)

OPENNES TO EXPERIENCE (closeness to experience)

AGREEABLENESS (disagreeableness)

CONSCIENTIOUSNESS (lack of Conscientiousness)

16

INTELLIGENCE It is mental capacity that among other things involves the ability to reason, plan, solve problems, think abstractly, comprehend complex ideas, learn quickly and learn from experience. It is not a book learning or a narrow academic skill rather it reflects a broader and deeper capability for comprehending our surroundings. Popular theory of intelligence is based on psychometric testing and intelligent quotient (IQ) tests. Researchers believe that intelligence results from independent capability that uniquely contribute to human intellectual performance

After conducting IQ tests two separate IQ scores are obtained for a person. The verbal IQ & performance IQ with individual scores for each subset within the verbal and performance categories. • Digit symbol • Picture completion • Block design • Picture arrangement • Object assembly Both of these scores (verbal + performance) can then be combined to give an overall IQ score.

EMOTIONAL INTELLIGENCE (EQ) Goleman defined EI in 1995 as:

“capacity for reorganizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships”. Rational thinking cannot predict success and even with high IQ people fail. Organizations tend to develop leadership skills and competencies among employees for enhancing their EQ. It embraces on two aspects of intelligence:  Understand self, goals, intentions, responses, behavior and  Understanding others and their feelings.

DOMAINS OF EMOTIONAL INTELLIGENCE (EQ) Knowing your emotions

Managing emotions of others

Recognizing and understanding other people’s emotion

Managing your emotions

Domains of EQ

Motivating yourself

ETHICAL GUIDELINES FOR PSYCHOLOGICAL TESTING Ethical Guidelines for psychological testing

Identification of constructs for a particular job

Reporting the test results

Test information before administration

Integrating test scores and interview results

Norms of providing hiring recommendation

JOHARI WINDOW & PERSONALITY & TRAINING ON PERSONALITY The Johari Window is a widely used model for understanding and training self awareness, personal development, improving communications and interpersonal relationships, group dynamics, team development and intergroup relationships.

It actually represents information-feelings, experience, views, attitudes, skills, intentions, motivations etc within or about a person-in relation to their group from four perspectives:

What is known by the person about him/herself and is also known by others- open area, open self, free area, free self.

What is unknown by the person about him/herself but which others knowblind area, blind self or blind spot.

What the person knows about him/herself that others don’t know hidden area, hidden self, avoided area, avoided self.

What is unknown by the person about him/herself and is also unknown by others- unknown self or unknown area.

JOHARI WINDOW – MODEL DIAGRAM 1 Open free area

2 Blind Area

3 Hidden Area

4 Unknown Area

PERSONALITY ASSESMENT INTERVIEW METHODS

RATING SCALES

Formal method in which organized questions are asked face to face and the informal method which is used when obtaining information about maladjusted people.

Useful method for learning what impression and individual has made on person with whom he comes into contact in respect to some specified trait .

BEHAVIOR INVENTORY QUESTIONNAIRE It represents a list of statements which are to be answered by checking one of several possible answers. These can be personal, attitude and interest questions.

• Direct which deals with specific information and no efforts are made to conceal the meaning of the questions. • Indirect which conceals the real purpose by giving a choice whereby one has to select one or two alternatives.

PROJECTIVE TECHNIQUES An ambiguous situation into which the individual reads his own wishes, fears and fantasies. 23

THANK YOU

Q&A SESSION