JOB ANALYSIS

Siwi Dyah Ratnasari, SE.,MM.,CPTM.,CAAC.,CPHR

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DEFINE JOB ANALYSIS

1. Process to identify and determine in detail

the particular job duties and requirements
and the relative importance of these duties
for a given job.

2. Job Analysis is a process where judgments are made

about data collected on a job. .

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THE ACTIVITIES IN JOB ANALYSIS

1. Reviewing the job responsibilities of current

employees,
2. Doing Internet research and viewing sample
job descriptions online or offline highlighting
similar jobs,
3. Analyzing the work duties, tasks, and
responsibilities that need to be accomplished
by the employee filling the position,
4. Researching and sharing with other companies
that have similar jobs,
5. Aarticulation of the most important outcomes
or contributions needed from the position.

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THE ACTIVITIES IN JOB ANALYSIS
WHY USE JOB ANALYSIS?

1. For measure candidates about

the most appropriate person for
a job
2. The right man on the right job

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THE PROCESS OF JOB ANALYSIS

1. Identify purpose of job analysis

2. Selecting the analysts
3. Selecting the appropriate method
4. Train the analysts
5. Preparation
Selecting of job analysis
the analysts
6. Collecting data
7. Review and verify
8. Develop a job description and job
specification

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THE METHODS OF JOB ANALYSIS

1. Direct observation
is a method of job analysis to observe and record behavior / events /
activities / tasks / duties while something is happening.
2. Work methods analysis
is used to describe manual and repetitive production jobs, such as
factory or assembly-line jobs. Work method analysis includes time
and motion study and micro-motion analysis.
3. Critical incident technique (CIT model)

is a method of job analysis used to identify work

behaviors that classify in good and poor performance.
4, Interview Method
is a useful tool of job analysis to ask questions to both
incumbents and supervisors in either an individual or a group setting.

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OTHER METHODS
5. Task Inventory; is a list of the discrete activities that make up
a specific job in a specific organization.
6. Job element method; This method is same the critical
incident technique. It focuses on work behaviors and the
results of this behavior rather than more abstract
characteristics. Job element method developed by Ernest
Prim off.
7. Diary method; This method is a useful tool of job
analysis to ask worker maintaining and keeping daily
records or list of activities they are doing on every day
8. Checklists and rating scales; Checklist is job analysis method
base on an inventory of job elements. You can ask question
about purpose of position; key responsibility areas;
organization; relationships; decision making; authority; Skills,
knowledge, experience; working conditions
OTHER METHODS
9. Competency profiling; Competency
modeling is the activity of determining
the specific competencies that are
characteristic of high performance and
success in a given job. Contents of
competency modeling include skills,
knowledge, abilities, values, interests,
personalities.
10. Examining Manuals/reference materials;
Manuals/reference materials such as
quality manual, human resource manual,
procedures, instruction, forms, job
description…are useful for analyst in job
analysis.
11. Technical conference; is a useful tool of
OTHER METHODS

12. Threshold Traits Analysis System (TTAS model); is

a method of job analysis, was developed in 1970
by Felix Lopez. Threshold traits analysis system
include a standard set of 33 traits: ability traits are
can do a‖ factors and attitudinal traits are willing
to do a‖ factors.
13. Combination of methods; In process of job
analysis, analyst can use and associate all methods
to collecting job information. For example, when
you use direct observation, then you always do
interview method.

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THE CONCEPT OF COMPETENCY

1. Predictive competency ; testing the

characteristics and aptitudes that are likely to
differentiate superior performers.
2. Organizational core competencies - i.e. aggregates
of capabilities, where synergy is created that has
sustainable value and broad applicability for an
organization.
3. Proven competence - i.e. a real and demonstrated
ability to successfully carry out some activity which
is totally identified.
4. Adaptive competence - i.e. 'met competence' or
the ability to read a new situation and
adapt/apply appropriate competences.
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DEFINE COMPETENCY
The Competency-Based Approach is a research-supported
approach based on the primary goal of defining the critical
behaviors needed for effective and superior individual and
organizational performance. Simply defined, a competency is
a set of related behaviors that:
(1) impact job performance;
(2) can be measured against established standards; and
(3) can be improved through training and development.
Competencies are always described as observable,
measurable behaviors, but they are not simply concrete
actions that are easily imitated. Instead, competencies can be
manifestations of some underlying intent-driven by a person‘s
basic motivations, personality, attitude, values, or self-concept.
HOW COMPETENCY IS ALIGNED WITH BUSINESS STRATEGY?

The Competency-Based Approach is widely used today by

many successful organizations and for good reason. It works.
However-n order for this approach to work for your
organization, you have to align your competency model with
your business strategy or objectives. In order to do this, you must
take the time to determine which major themes of behavior or
competencies.
e.g., innovation, customer engagement, action orientation-needs
to be demonstrated across your organization in order for your
business strategy to work. Every organization will have its
own -competency model‘ that includes the critical behaviors
necessary for success in that culture. In Think Wise, we have
defined a core set of leadership and organizational
competencies necessary to drive company strategies.
HOW CAN WE USE A COMPETENCY-BASED APPROACH?

Using a Competency-Based Approach

links our business strategy to a set of
critical competencies

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HERE ARE EXAMPLES OF THE BUSINESS PROCESSES THAT CAN BE COMPETENCY-
BASED AND STRATEGICALLY ALIGNED IF YOU USE THIS APPROACH:

1. Structured interviewing to improve

selection and placement decisions for
both internal and external candidates.
2. Assessment surveys for identifying
candidates with higher likelihood of
success in our organization.
3. Succession planning by assessing
competencies to identify and develop
future leaders.
4. Talent mapping to assess the current
workforce for gaps in critical
competencies needed for organizational
(and individual) success.
5. Training and development program HRP
investments targeted on addressing the
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HERE ARE EXAMPLES OF THE BUSINESS PROCESSES THAT CAN BE COMPETENCY-
BASED AND STRATEGICALLY ALIGNED IF YOU USE THIS APPROACH:

7. Performance management processes including

performance appraisal and performance
feedback and coaching.
8. Multi-source (360-degree) assessment for
development planning.
9. When a Competency-Based Approach or a
particular competency model is used in
multiple applications within an organization,
they can serve as a unifying framework for all
your organizational practices.
WHAT ARE LIMITATIONS TO THIS MODEL?

 The limitation to this model is that there

may be certain competencies at the functional
level that may not be shared at the
organizational level
 e.g., sales can have critical competencies—
interpersonal effectiveness, customer
engagement , that may not be evident in the
overall organization‘s business strategy or
vision.
COMPETENCY MODELING APPROACHES
1. The best approach depends on the strategic
goals of the organization and applications
for which competency models will be used.

2. The advantage of using an organizational

level model is that it provides a common
language of success across all applications,
easily assures that all workforce performance
management practices will be tied to this
shared competency model, and that everything
clearly aligns to the organization‘s vision and
strategy.

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WHY USE A COMPETENCY-BASED APPROACH?

The Competency-Based Approach supports the

integration of various workforce performance
management activities: selection, training,
performance management, career development,
because all are derived from a common
competency model.
1. It serves two complementary objectives:it is
directed to the: accomplishment of the
organization’s goals;
2. individual’s development.

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USING A COMPETENCY-BASED APPROACH HAS

1. Selection benefits; by defining one

candidate as more effective and
superior than another thus creating a
better fit;
2. Provides performance benefits; by
clarifying and raising the bar on what
is expected; and
3. Provides developmental benefits:
by setting individual goals that
employees can strive to reach that
are aligned with the business strategy.

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CASE STUDY JOB ANALYSIS

1. What is the method Job Analysis is uses for your

company. You can explain and you can reason it
2. What is the different from Job descriptions, Job
classification, Job evaluation and Job design

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