M OD U L E - 1 ( PA RT- 2 )

N AT R A KR U PA L I
PROF.GA
 JOB ANALYSIS
Job analysis is an essential prerequisite for the effective management of the human resource of an
organization. It is the process of gathering relevant information about a job. It actually specifies the
task involved in a job and factors that influence the performance of that job. Job analysis process is
capable of generating a wealth of information for an organization. This information is usually
classified into three categories
1) Job content- refers to the actual activities performed in the job being analysed
2) Job context- refers to the conditions in which the job is done
3) Job holders’ requirements- refers to the workers’ eligibility requirements for doing a job.
 DEFINITION OF JOB ANALYSIS

“Job analysis is the systematic process of determining the skills, duties, and knowledge required
for performing jobs in an organization” - R. Wayne Mondy

“Job analysis is the process of collecting, analyzing and setting out information about the content of
jobs in order to provide the basis for a job description and data for the recruitment, training, job
evaluation and performance management” -Michael Armstrong
 FEATURES OF JOB ANALYSIS
1)job analysis is a process of gathering relevant information about various aspect of a job and is
concerned with the identification of task required to be performed as part of it.
2) It approaches the task of defining the role, context, conditions, human behaviour, performance
standards, and responsibilities of a job systematically.
3) It establishes job relatedness, which is a crucial input for HR decision involving recruitment,
selection, compensations, training, healthy and safety.
4) It helps in developing a job profile for each job and acts as the basis for developing job
description and specification statements.
5) It facilitates the process of understanding the impact of environmental changes on individual
job.
CONTI….
6) It enables the organization to attempt job improvements through job reengineering and job
enlargement to provide enhanced motivation and satisfaction for employees.
7) It helps in establishing the job’s worth to an organization. In other words, it measures the values
and contribution of a job to the growth of the organization.
8) It helps in identifying the appropriate job for each employees so that the skills and knowledge of
these employees are utilized for the growth of the organization effectively.
 PROCESS OF JOB ANALYSIS
1) Determining the purpose of job analysis
2) Gathering background information about the job
3) Choosing representative jobs for analysis
4) Collective the relevant job information
5) Reviewing gathered information
a) Job description statement
b) Job specification statement
 METHODS OF JOB ANALYSIS
There are several common methods when performing a job analysis:
1) OBSERVATION METHOD:-
The observation method is when an outside analyst observes an employee and the tasks they
perform. They'll often shadow the employee for several days as they perform their duties, attend
meetings and evaluate their workload to understand the role's essential functions. While observing,
the analyst takes detailed notes about the role, including what tools they use, how long they spend
on tasks and who they interact with to complete their jobs.
2) INTERVIEW METHOD:-
The interview method is when the analyst questions an employee about their role. They hope to
learn the same aspects of the job they might see in the observation method, like what systems they
use, what processes they follow and how they apply their skills to achieve results.
CONTI…..
With this method, the interviewee can formulate their own working styles to perform a particular
role. Analysts may interview several people in the same role to get a more holistic view of the
responsibilities.
3) QUESTIONNAIRE METHOD :-
The questionnaire method is when analysts create a series of questions for employees to answer
about their jobs. They often ask the employee's managers and others on the team about their
perceptions of the role to identify any gaps between expectations. These questions can include
asking employees about how they spend each day, what their priorities are and how they effectively
perform their duties.
CONTI…..
4) DAILY METHOD :-
The daily method is when an employee creates a record daily of the tasks they perform. This can be
over a set period of time, like a week, where they detail their activities and the length they spend on
each. This can be an objective way to understand how employees spend their time and can identify
areas where an employee might shift their attention to more important responsibilities.
5) JOB PERFORMANCE METHOD:-
The job performance method is when an analyst actually performs the role of the employee to
understand more about it. This might mean they answer emails, perform physical tasks and interact
with colleagues or systems to learn what an employee experiences.
 JOB DISCRIPTION
A job description is a written statement of the duties, responsibilities required qualifications and
reporting relationships of a particular job.
The job description is based on objective information obtained through job analysis
Job description acts as an important resources for
- describing job to potential candidates
- guiding new hired employees in what they are specifically expected to do
- Providing a point of comparison in appraising whether the actual duties align with sated duties.
Jobdiscription indicates what all a job involves tasks and responsibilities involved on to a job.
It contains
1 Job identification-job title, code number
2 location of the job
3 Job summary- brief job content, authority
4 Relations to other jobs- relation with superiors ,peers and subordinated
5 condition of work- noise level, dust, heat etc…
6 A job description is a written statement of what the workers actually does how he or she does it.
7 The list of knowledge, abilities and skills required to perform the job satisfactorily.
8 There is no such standard format for writing job description.


 JOB SPECIFICATION
Job specification identifies the qualifications appropriate skills, knowledge and abilities and
experienced required to perform the job.
Job specification specify the minimum acceptable qualification required by the individual to perform
the task efficiently based on the information obtain from the job analysis procedures.
Job specification is an important tool in the selection process a s it keeps the attention of the selector
or on the necessary qualifications required for that job.
Job specification involves :-
- a statement of human qualifications necessary to do the job.
- Education - training
- Experience Judgement
 JOB DESIGN
Job design is the division of work of the organization among its employees. It is basically a
combination of the job content and the work method adopted in the job. Job content states the task
to be performed as part of the job while the work method deals with the mode of performing the
job.The designing of a job often involves responding to certain questions like what task need to be
done as part of a job? Who should do the job? How should it be done? Where should it be done?
While designing a job, the firm must keep in mind the organizational interest in terms of
productivity, performance and quality.
According to L.E.Davis:-
“job design is the specification of the contents, methods and relationship of jobs in order to satisfy
technological and organisational requirements as well as social and personal requirements of the job
holders”
 COMPONENTS OF JOB DESIGN
1) Job Enrichment
2) Self Managing Team
3)job Rotation
4) Job Reengineering
5) Job Enlargement
6) Participative Management
7) Peer Performance Review
8) High Performance Work Design
 JOB EVALUATION

Systematic way of determining the value or worth of a job in relation to other jobs in an
organisation. It tries to make comparison between jobs to assess their relative worth for the purpose
of establishing a rational pay structure. Every job evaluation method requires at least some basic
job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation
begins with job analysis and ends at that point where the worth of a job is ascertained for
achieving pay equity between jobs and different roles.
 OBJECTIVES OF JOB EVALUATION
1. To determine the hierarchy and place the worth of each job of the organization.
2. To ensure fair and equitable wage-structure on the basis of relative worth or value of jobs.
3. To determine upon a standard for performance appraisal for determining relative worth of each
job in a plant.
4. To form a basis for fixing incentive and different bonus plans.
5. To provide information for work organization, employee’s selection, placement training, career
development, etc.
6. To provide a framework for periodic review of wages.
Conti……
7. To ensure the competitiveness of the organization in the labour market.
8. To justify the existing pay structure to employees.
9. To identify a ladder of progression for employees by providing benchmark for career planning.
10. To strengthen compliance with equal pay legislation and regulations that encourages basic pay
on difference in job contents.
11. To produce pay structure that reconciles the conflicting demands of internal and external equity.
12. To provide a sound basis for merit or pay-for-performance systems.
13. To undergo organizational development in times of change.
CONTI….
1) Gaining Acceptance:-
Before undertaking job evaluation, top management must explain the aims and uses of the program
to the employees and unions to elaborate on the program further, oral presentations could be made.
Letters and booklets could be used to classify all relevant aspects of the job evaluation program.
2) Creating A Job Evaluation Committee:-
A single person can’t evaluate all the key jobs in an organization. Usually, a job evaluation
committee consisting of experienced employees, union representatives, and hr experts is created to
set the ball rolling.
CONTI….
3) Finding The Jobs To Be Evaluated:-
Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each
department may be identified. While picking up the jobs, care must be taken to ensure that they
represent the type of work performed in that department.
4) Analyzing And Preparing A Job Description:-
This requires the preparation of a job description and also an analysis of job needs for successful
performance. Check out our article on the job description and how the job description explains job
duties, responsibilities, reporting relationships, working conditions, and supervisory
responsibilities.
CONTI…

5) Selecting The Method Of Evaluation:-

The most important method of evaluating the jobs must be identified now, keeping the job factors
and organizational demands in mind.
6) Classifying Jobs :-
The relative worth of various jobs in an organization may be found out after arranging jobs in order
of importance using criteria such as skill requirements, experience needed under which conditions
the job is performed, type of responsibilities to be shouldered, degree of supervision needed, The
amount of stress caused by the job, etc.
CONTI……
8) Periodic Review:-
A periodic review of job description will help you to felling of employees who believe that their
work was not properly evaluated. Moreover it will enable management to update job description.
METHODS OF JOB EVALUATION
1) Analytical methods:-
Point ranking:-
• In this method, the worth of a job is determined on the basis of the extent of the presence of
some defined factors in that job.
• These factors are usually called compensable factors. They may include any key factor like
skills, knowledge or efforts that are compensable in monetary terms.
 Factor comparison:-
• In this method, a set of factors common to all jobs are identified and assigned points.
• The five universal job factors are mental requirements, physical requirements, skills, working
conditions and responsibilities.
• Each job is compared with others for each one of these factors and ranked for all the defined
factors.
• Finally, the points secured by a job for all common factors are totaled and its overall rating is
determined.
2) NON-ANALYTICAL METHODS:-
Ranking:-
• In this method, each job is ranked after its comparison with all other jobs in the organization.
• Based on their worth to the organization, jobs are placed in a vertical order.
• An important prerequisite for the job ranking method is job analysis based on which the evaluator identifies the
most critical factor required for successful performance of the job.

Paired comparison:-
• In this method, each job is individually compared with every other job in the organization.
• If, in the comparison, a job is found to have more value than another, it is assigned some reward points.
• If it is considered less important, it gets no points.
• In this way, each job accumulates points and at the end of the multiple comparisons, rankings
are done on the basis of the aggregate scores.
Job grading:-
• In this method, jobs are grouped on the basis of the similarities found in their characteristics and
values.

• Generally, jobs within each job group or class are eligible for the same pay scale or grade.
• This method requires the preparation of both class description statement and Job description.
• Job description indicates the job characteristics while class description specifies the group
characteristics.
 Market pricing:-
• Job evaluation must ensure both internal equity and external equity.
• External equity refers to bringing the pay scales for jobs in the organization on a par with the pay
scales of similar jobs in other organizations.
• In the market pricing method, the wages prevailing in the labour market act as the basis for job
evaluation.
• In this regard, organizations often conduct salary surveys to know the relevance of their own pay
scales to the market conditions.
 BENEFITS OF JOB EVALUATION

1 Basis for developing job grading and job family structure.

2 Basis for fair pay policy.
3 Facilitates better financial management.
4 Ensures harmonious industrial relations.
5 Basis for training need identification.
6 Basis for career planning and development.
 LIMITATIONS OF JOB EVALUATION
1 None of the methods in job evaluation is considered to be completely objective.

2 Job evaluation does not usually consider the influence of external factors on the jobs.

3 Job evaluation results are relevant for a short period only due to rapid changes in the external
environment.
4 Organizations are averse to the job evaluation exercise as it often means additional financial
commitment to them.

5 The job evaluation process never considers factors such as the bargaining power of employer
and employees while deciding the pay scales for the jobs.
COMPETENCY BASED JOB EVALUATION
• Gaining confidence of the employees.
• Adequate training for the evaluators.
• Ensuring top management support.
• Defining the job factors clearly.
• Distinguishing the job from the job holder.
• Ensuring the accuracy and reliability of the source documents.

• Recognizing the role of trade unions

ASSESING EXTERNAL INTERNAL WORKFORCE
The goals of an internal assessment exercise are to determine the best fit with the requirements of the
other jobs in the company.
When an employee desires to take up tasks in higher positions, he/she is evaluated against the company’s
values and requirements for the position compared to other applicants.
A company while preparing for future business needs to plan and prepare the current staff for the future
requirements. The goals for this exercise include

• Evaluating the fit of employees for other jobs

• Improving the company’s strategic capabilities
• Collecting information for restructuring or downsizing decisions
• Increasing the company’s ROI and investments made with staffing\
• Leveraging positive stakeholder reactions
• Supporting the HR strategy and talent philosophy
• Reinforcing the employer image
• Identifying staff development needs
Key aspects of assessing the external workforce :-
1)labor market trends:-
Analyzing industry trends, including projected job growth, skill requirements, and salary benchmarks in
the relevant market.
2) competitor analysis:-
Examining the talent strategies of competitor companies to identify potential recruitment opportunities
or areas where the company can differentiate
3) emerging technologies:
Identifying new technologies that may impact the workforce and the skills needed to adap
4) talent pool availability:
Assessing the accessibility of qualified candidates with the desired skills within the geographic area
CHANGING WORKFORCE CONDITION
In human resource management (HRM), a "changing workforce condition" refers to the evolving
dynamics within a company's employee base, including shifts in demographics, skill sets, expectations,
and work preferences, often driven by factors like technological advancements, globalization, and
changing societal norms, requiring HR professionals to adapt their strategies to effectively manage and
engage the workforce.
Key Aspects of changing workforce condition :-
1) Diversity
2) Skill gaps
3) Employee Engagement
4) Remote work
 HOW HR CAN MANAGE A CHANGING
WORKFORCE
1) focus on employee experience:
Prioritize creating a positive work environment that supports employee well-being, promotes engagement, and
fosters a sense of belonging
2)develop flexible work arrangements:
Implement flexible scheduling, remote work options, and hybrid work models to cater to diverse employee
needs
3) invest in talent development:
Provide ongoing training and development opportunities to equip employees with the necessary skills to adapt
to changing job requirement
CONTI….
4)Embrace diversity and inclusion:
Create an inclusive workplace culture by promoting diversity initiatives, unconscious bias training, and
equitable hiring practices.
5) Leverage data analytics:
Utilize data to monitor workforce trends, identify potential issues, and make informed decisions regarding
talent management and workforce planning.
6) Rethink performance management: Move away from traditional performance reviews to more
continuous feedback mechanisms that align with evolving work expectations.
 JOB AUDIT
A "jobs audit" in the context of human resource management (HRM) refers to a systematic review and evaluation
of all job roles within an organization, examining their design, responsibilities, competencies required,
compensation levels, and alignment with overall business objectives, with the aim of identifying areas for
improvement and ensuring optimal workforce utilization; essentially, it's a comprehensive analysis of the "jobs
landscape" within a company to identify potential gaps, redundancies, or mismatches between job requirements
and organizational needs.
Key aspects of a jobs audit:
1) Job analysis 5) compensation analysis
2) Job description 6) Performance management alignment
3) Competency mapping 7) compliance Review
4) Workforce planning
 BENEFITS OF CONDUCTING A JOBS AUDIT
Conducting job audits can help organizations:
1) Improve employee performance.
2) Ensure compliance with relevant laws and regulations.
3) Identify areas for improvement in hr practices
4) Facilitate better decision-making in recruitment, training, and compensation.
 PREDECTIVE WORKFORCE MONITORING
Predictive analysis in HR is looking at data from multiple HR processes, including hiring,
performance management, and employee engagement, to spot trends and forecast future
results.
Predictive analysis in hr has several advantages.
Hr departments may improve their hiring, retention, and performance management choices by
looking past data for trends and patterns.
For instance, it can assist in identifying the traits of successful workers or forecast which
individuals are most likely to leave the company.
.
 CONTI….
By using predictive analysis, hr departments may also determine which elements are most likely to
boost worker productivity and engagement.
In general, it assist HR departments in making better decisions, streamlining their operations, and
managing their personnel.
However, hr departments need access to high-quality data, the appropriate tools and resources, and
the knowledge to evaluate and understand the data to effectively deploy predictive analysis
TRENDS SHAPING HR : OFFSHORING AND OUTSOURCING HR

Offshoring and outsourcing are two strategies that companies use to optimize their workforce and
streamline business operations. While both involve delegating certain tasks or functions to external
providers, there are key distinctions between the two.
Offshoring refers to the practice of sending in-house jobs to be performed in another country, often
to take advantage of lower labour costs and access to specialized skills.
On the other hand, outsourcing involves contracting out a specific function or task to a third-party
provider, which can range from HR services to IT support.
Understanding the differences between offshoring and outsourcing in the context of HR is crucial
for businesses looking to make informed decisions about their workforce strategy.
 WHAT IS OFFSHORING IN HR?

• Offshoring in hr involves moving certain hr functions or operations to another country. This can
include activities such as payroll processing, recruitment, training, or even setting up an offshore
HR department.

• The main motivation behind offshoring hr activities is often to take advantage of lower labour costs
in the offshore location. By leveraging the wage differences between countries, companies can
save on HR expenses while still maintaining the necessary HR support for their workforce.

• Additionally, offshoring can provide access to specialized skills and expertise that may not be
readily available in the home country.
 WHAT IS OUTSOURCING IN HR?

• Outsourcing in HR involves contracting specific HR functions or tasks to third-party

providers. 80% of companies outsource at least one HR function. These functions can include
payroll administration, benefits management, employee training, or even the entire HR
department.

• The primary objective of outsourcing is to leverage the expertise and resources of specialized HR
service providers, allowing your company to focus on its core competencies.

• The third-party provider assumes responsibility for delivering the outsourced HR services,
ensuring smooth operation and compliance with relevant regulations and standards.

• Outsourcing in HR offers significant benefits such as cost savings, operational efficiency, and
access to specialized HR knowledge and technology.
HR PLANNING IN MERGER & ACQUISITION
In mergers and acquisitions (m&a), hr planning focuses on managing the human capital aspects of
the deal, encompassing due diligence, cultural integration, talent retention, communication, and
post-merger integration to ensure a smooth transition and maximize the value of the combined
organization.
HERE'S A MORE DETAILED BREAKDOWN OF HR PLANNING IN M&A:

1. PRE-DEAL (DUE DILIGENCE):

HR due diligence:

HR teams conduct thorough assessments of the target company's HR policies, practices, employee
relations, and legal compliance to identify potential risks and opportunities.
\CONTI…
Cultural assessment:
HR evaluates the compatibility of the organizational cultures of both companies to anticipate
potential integration challenges.
Legal compliance:
HR ensures that the deal complies with all relevant labor laws and regulations.
2. DURING THE DEAL:
Communication plan:
HR develops a clear and consistent communication strategy to keep employees informed about the
M&A process and address their concerns
 CONTI….

Change management:

• HR implements change management strategies to help employees adapt to the new organizational
structure, processes, and culture
Talent retention:

• HR develops and implements strategies to retain key employees and mitigate the risk of talent
attrition during the uncertainty of the M&A process
3. POST-DEAL (INTEGRATION):
 CONTI….
Organizational restructuring:
HR facilitates the restructuring of the organization, including changes to reporting structures, roles, and responsibilities.
Cultural integration:
HR leads efforts to integrate the cultures of the two companies, fostering a cohesive and harmonious work environment.
Hr system integration:
HR ensures that the HR systems of the two companies are integrated effectively.
Talent management:
HR develops and implements talent management strategies to ensure that the combined organization has the right people
in the right roles.