RECRUITMENT AND PLACEMENT

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Pertemuan ke-3

JOB ANALYSIS

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DEFINITION
JA :the procedure for determining the duties and skill requirement of
a job and a kind of person who should be hired for it

JD : a list of job’s duties, responsibilities, reporting relationship, working

conditions, and supervisory responsibilities product of a JA

JS : a list of job’s “human requirements” that is, the requisite education,

skills, per sonality and so on another product of a JA

JA WILL PRODUCE JD and JS

DOING BY SUPERVISOR OR HR SPECIALIST

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TYPES OF INFORMATION COLLECTED
(WHAT)
Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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USE OF JOB ANALYSIS INFORMATION
(WHAT FOR)
Recruitment and
Selection

EEO
Compliance Compensation
Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training

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FIGURE 4–1USES OF JOB ANALYSIS INFORMATION

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FIGURE 4–2 PROCESS CHART FOR ANALYZING A JOB’S
WORKFLOW

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STEPS IN JOB ANALYSIS

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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 FOUR BASIC TECHNIQUES TO COLLECT
INFORMATION FOR JA
(HOW)
Interview
Direct observation
Questionnaires
Participants diary logs

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 METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: THE INTERVIEW

Information Sources Interview Formats

 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured
 Supervisors with knowledge of
the job
Advantages
 Quick, direct way to find
overlooked information
Disadvantages
 Distorted information

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FIGURE 4–3
JOB ANALYSIS
QUESTIONNAIRE FOR
DEVELOPING JOB
DESCRIPTIONS
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT © 2004. 11
FIGURE 4–3
JOB ANALYSIS
QUESTIONNAIRE FOR
DEVELOPING JOB
DESCRIPTIONS (CONT’D)
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT © 2004. 12
JOB ANALYSIS: INTERVIEWING GUIDELINES
The job analyst and supervisor should work together to
identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance
and frequency of occurrence.
After completing the interview, review and verify the data.

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 JOB ANALYSIS INTERVIEW CHECKLIST

1. What is your job title?

2. To whom are you responsible?
3. Who reports directly to you? (An organization chart would be helpful.)
4. What is the main purpose of your job, ie in overall terms, why does the job exist
and what are you expected to do?
5. What are the main activities you carry out to achieve that overall purpose?
Please list them in turn, describing briefly what you do and not, in detail, how
you do it.
6. Would you please provide some information on the size of your job in such
terms as output or sales targets, budget, number of items processed, number of
people for whom you have overall responsibility, number of customers?
7. What decisions are you authorized to make without reference to your manager?
8. What equipment or tools do you use?
9. What knowledge and skills do you require to do your work?
10. What are the major challenges/problems you face in carrying out your work?

This resource is part of a range offered free to academics and/or students using Armstrong’s Essential Human Resource Management Practice as part of their course.
For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.
 CONDUCTING A JOB ANALYSIS INTERVIEW

1. Work to a logical sequence of questions that help interviewees to order their

thoughts.
2. Probe to establish what people really do – answers to questions are often
vague.
3. Ensure that job holders are not allowed to get away with inflated descriptions
of their work.
4. Sift out irrelevant information.
5. Obtain a clear statement from job holders of the nature of each of their main
tasks and the outcomes expected from performing them.
6. Find out what authority they have to make decisions and the amount of
guidance given by their manager.
7. Ask for instances of the activities they carry out and the decisions they make.
8. Ask what knowledge and skills they have to possess and what
equipment/tools they use.
9. Find out what qualifications and experience they need to do the work.
10. Allow the job holder ample opportunity to talk by creating an atmosphere of
trust.

This resource is part of a range offered free to academics and/or students using Armstrong’s Essential Human Resource Management Practice as part of their course.
For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.
METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: QUESTIONNAIRES
Information Source
 Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
Questionnaire Formats
 Structured checklists
 Open-ended questions
Advantages
 Quick and efficient way to
gather information from
large numbers of employees
Disadvantages
 Expense and time
consumed in preparing and
testing the questionnaire
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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: OBSERVATION

Information Source Advantages

 Observing and noting the  Provides first-hand information
physical activities of  Reduces distortion of
employees as they go about information
their jobs
Disadvantages
 Time consuming
 Difficulty in capturing entire job
cycle
 Of little use if job involves a
high level of mental activity

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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: PARTICIPANT DIARY/LOGS

Information Source Advantages

 Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity
 Produces a more complete
picture of the job
 Employee participation
Disadvantages
 Distortion of information
 Depends upon employees to
accurately recall their
activities

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FIGURE 4–4
EXAMPLE OF
POSITION/JOB
DESCRIPTION
INTENDED FOR USE
ONLINE

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007. 19
FIGURE 4–4
EXAMPLE OF
POSITION/JOB
DESCRIPTION
INTENDED FOR USE
ONLINE (CONT’D)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007. 20
FIGURE 4–4
EXAMPLE OF
POSITION/JOB
DESCRIPTION
INTENDED FOR USE
ONLINE (CONT’D)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007. 21
QUANTITATIVE JOB ANALYSIS TECHNIQUES

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

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 FIGURE 4–5
PORTION OF A
COMPLETED PAGE
FROM THE POSITION
ANALYSIS
QUESTIONNAIRE
The 194 PAQ elements are grouped into
six dimensions. This exhibits 11 of the
“information input” questions or elements.
Other PAQ pages contain questions
regarding mental processes, work output,
relationships with others, job context, and
other job characteristics.

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007. 23
TABLE 4–1 BASIC DEPARTMENT OF LABOR WORKER FUNCTIONS

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
Basic Activities

2 Operating/
2 Analyzing 2 Instructing controlling
3 Compiling 3 Supervising 3 Driving/operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking
instructions/helping

Note: Determine employee’s job “score” on data, people, and things by observing his
or her job and determining, for each of the three categories, which of the basic functions
illustrates the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.

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FIGURE 4–6
SAMPLE
REPORT
BASED ON
DEPARTMENT
OF LABOR JOB
ANALYSIS
TECHNIQUE

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FIGURE 4–
7
SELECTED
O*NET
GENERAL
WORK
ACTIVITIES

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WRITING JOB DESCRIPTIONS

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent

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FIGURE 4–8
SAMPLE JOB
DESCRIPTION,
PEARSON
EDUCATION

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FIGURE 4–8
SAMPLE JOB
DESCRIPTION,
PEARSON
EDUCATION
(CONT’D)

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MARKETIN
G
MANAGER
DESCRIPTI
ON FROM
STANDARD
OCCUPATIO
NAL
CLASSIFICA
TION

Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007. 30
THE JOB DESCRIPTION
Job Identification
 Job title
 FLSA status section
 Preparation date
 Preparer
Job Summary
 General nature of the job
 Major functions/activities
Relationships
 Reports to:
 Supervises:
 Works with:
 Outside the company:
Responsibilities and Duties
 Major responsibilities and
duties (essential functions)
 Decision-making authority
 Direct supervision
 Budgetary limitations
Standards of Performance
and Working Conditions
 What it takes to do the job
successfully
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USING THE INTERNET FOR WRITING JOB
DESCRIPTIONS

Standard Occupational
Classification (SOC) O*NET™ Online

Source: O*Net™ is a trademark of the U.S. Department of Labor, Employment

and Training Administration. Reprinted by permission of O*Net. 32
TABLE 4–2 SOC MAJOR GROUPS OF JOBS
11-0000 Management Occupations
13-0000 Business and Financial Operations Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
25-0000 Education, Training, and Library Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
35-0000 Food Preparation and Serving-Related Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
53-0000 Transportation and Material Moving Occupations
55-0000 Military Specific Occupations

Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations. 33
WRITING JOB SPECIFICATIONS

“What traits and

experience are required
to do this job well?”

Specifications for Specifications

Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis

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FIGURE 4–10
PRELIMINARY
JOB
DESCRIPTION
QUESTIONNAIRE

Source: Reprinted from

www.hr.blr.com with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT © 2004. 35
WRITING JOB DESCRIPTIONS (CONT’D)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description
Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements from
O*NET
Step 6. Complete Your Job Description

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FIGURE 4–11 BACKGROUND DATA FOR EXAMPLES

Example of Job Title: Customer Service Clerk

Example of Job Summary: Answers inquiries and gives
directions to customers, authorizes cashing of customers’
checks, records and returns lost charge cards, sorts and reviews
new credit applications, works at customer service desk in
department store.
Example of One Job Duty: Authorizes cashing of checks:
authorizes cashing of personal or payroll checks (up to a
specified amount) by customers desiring to make payment by
check. Requests identification—such as driver’s license—from
customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer
to cashier.

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WRITING JOB SPECIFICATIONS (CONT’D)
Steps in the Statistical Approach
 Analyze the job and decide how to measure job performance.
 Select personal traits that you believe should predict successful performance.
 Test candidates for these traits.
 Measure the candidates’ subsequent job performance.
 Statistically analyze the relationship between the human traits and job
performance.

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JOB ANALYSIS IN A “JOBLESS” WORLD

Job Design:
Specialization and
Efficiency?

Job Job Job

Enlargement Rotation Enrichment

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JOB ANALYSIS IN A “JOBLESS” WORLD (CONT’D)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

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 COMPETENCIES

Are demonstrable characteristic of the person that make performance

possible (basic skills an employee needs to do job)
In terms of measureable, observable, behavioral ( knowledge, skill and
behavior)
Concerning general competencies, leadership competencies, technical
competencies

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COMPETENCY-BASED JOB ANALYSIS
Competencies
 Demonstrable characteristics of a person that enable performance of
a job.
Reasons for Competency-Based Job Analysis
 To support a high-performance work system.
 To create strategically-focused job descriptions.
 To support the performance management process in fostering,
measuring, and rewarding:
 General competencies
 Leadership competencies
 Technical competencies

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COMPETENCY-BASED JOB ANALYSIS (CONT’D)
How to Write Job Competencies-Based Job Descriptions
 Interview job incumbents and their supervisors

Ask open-ended questions about job

responsibilities and activities.
Identify critical incidents that pinpoint success
on the job.
 Use off-the-shelf competencies databanks

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 COMPETENCY ANALYSIS CHECKLIST

1. In general, what sort of things do role holders do and how do they behave
when they are performing their role effectively?
2. In general, what sort of behaviour in this role is likely to result in poor
performance?
3. Does this role involve much teamwork, and if so, how would you know if
the role holder is effective?
4. Does this role involve much written or spoken communication, and if so,
how would you know if the role holder is effective?
5. Does the role involve dealing with customers, and if so, how would you
know if the role holder is effective?
6. To what extent is the role holder involved in managing people, and how
would you know if the role holder is effective?
7. To what extent is the role holder involved in solving problems and making
decisions independently, and how would you know if the role holder is
effective?
8. How much initiative is the role holder expected to take; how would you
know if the role holder is effective?
This resource is part of a range offered free to academics and/or students using Armstrong’s Essential Human Resource Management Practice as part of their course.
For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.
FIGURE 4–12 THE SKILLS MATRIX FOR ONE JOB AT BP

Note: The light blue boxes indicate the minimum level of skill required for the job.
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DISKUSSI

JD makes it rigid ? Less team work ?

Traditional analysis what are accomplished
Competency based analysis how to accomplish the work with their competence

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