2014 06 19 job analysis evaluation strategy
Prepared by : Yunus Triyonggo, HR Practitioner
Apa yang dimaksud dengan job analysis?
Apa manfaat dari job analysis ?
Metode job analysis ?
Pelaksanaannya dan masalah
Sekelompok posisi yang agak serupa dalam hal elemen-elemen pekerjaannya, tugas-tugas dan tanggung jawab yang dicakup oleh deskripsi pekerjaan yang sama.
Similar, but different concepts:
position: kombinasi kewajiban2 yang dibutuhkan oleh seseorang dalam menunaikan suatu pekerjaan.
occupation: kategori pekerjaan yang dijumpai pada perusahaan-perusahaan.
Job Analysis: Proses yang sistematis dari menghimpun informasi dari tugas, kewajiban dan tanggung jawab dari pekerjaan tertentu.
Job Description: pernyataan faktual dan terorganisasi perihal kewajiban dan tanggung jawab pekerjaan tertentu.
Job Specification: menunjukkan kualitas yang disyaratkan bagi pelaksanaan yang dapat diterima.
Job Evaluation: proses sistematik dan beruntun
untuk menentukan nilai suatu pekerjaanThe systematic process of
collecting relevant, work-related
information related to the nature
of a specific job.
Internal Consistency
Wage Setting
Job Evaluation
Standardizing Job Titles
Transfers and Promotions
Merit Rating
Adjustment of Grievances
- Machine Design and Changes
Almost all HR decisions
- Test Development
are based on job information
- Safety Engineering • Hiring Specifications • Training
Analisis penyusunan kepegawaian:
Analisis penyusunan kepegawaian: Informasi pekerjaan. Informasi pekerjaan.
Desain organisasi : menganalisis elemen,
Desain organisasi : menganalisis elemen, menyusun posisi org. menyusun posisi org.
Redesain pekerjaan : untuk
Redesain pekerjaan : untuk
meningkatkan metode pek., mengurangi
meningkatkan metode pek., mengurangi
kesalahan, eliminasi yang tidak perlu, kesalahan, eliminasi yang tidak perlu, perbaikan kinerja. perbaikan kinerja. Telaah dan Perencanaan Kerja
Suksesi Manajemen
Pelatihan dan pengembangan
Jalur karir
Kriteria seleksi
Evaluasi pekerjaan
Tingkat partisipasi karyawan dalam proses job analysis.
Pelaksanaan job analysis (rincian proses)
Waktu pelaksanaan job analysis
Keputusan penggunaan orientasi (tradisional / masa depan)
Keandalan (reliability) : Ukuran konsistensi
Validitas : ukuran akurasi Menghimpun data dari kary dan superv.
Tujuan analisis
Job Title
Describe Job
job content and worker characteristics
Task Data
describes actual work performed and the purpose of these tasks
Behavioral Data
behaviors expected of workers
Essential Job Duties
Who Collects the Data?
However, should be an experienced employee
Usually a new employee
familiar with the company and its jobs.
Who Provides the Data?
Job holders, Supervisors, Subordinates, Peers,
Analyst
Observation (Time and Motion Studies)
Analisis Pekerjaan Fungsional
Interviews
Questionnaires
Position Analyst Questionnaires (PAQ)
Diary/Log
Mengobservasi orang yang melaksanakan pekerjaan
Pekerjaan diasumsikan konstan sepanjang waktu.
Tujuan : untuk menganalisis persyaratan dari pekerjaan, bukan menilai.
The Department of Labor
Job analyst uses observation methods to gather information about an employee
Information organized into 3 categories
▪Data ▪
People ▪
Things
Work Functions
Data Orang Barang
4. Manipulasi
8. Melayani Skor ditemukan dengan melakukan observasi, nilai 0 untuk nilai tertinggi
7. Penanganan
7. Pelayanan
6. Pemberian
6. Pembicaraan
6. Pembandingan
5. Pemeliharaan
5. Pembujukan
5. Penyalinan
0. Pensintesaan
0. Penasihatan
4. Komputasi
3. Dorongan
3. Penyeliaan
3. Pengumpulan
2. Pengendalian
2. Instruksi
2. Analisis
1. Bekerja cermat
1. Negosiasi
1. Koordinasi
0. Penetapan
4. Peragaman
Ada 3 jenis ( inidividu, kelompok karyawan, kelompok supervisor)
Validitas tgt pada :
Penggunaan metode sistematik
Sampel yang diambil
Kelemahan : distorsi informasi
Diperlukan informasi tambahan.
Guidelines for conducting job analysis interviews Put the worker at ease; establish rapport.
Make the purpose of the interview clear. Encourage the worker to talk by using empathy creativity.
Help the worker to think and talk according to the logical sequence of the duties performed.
Ask the worker only one question at a time. Phrase questions carefully so that the answers will be more than just “yes” or “no”. Avoid asking leading questions.
Secure specified and complete information pertaining to the work performed and the worker’s traits.
Conduct the interview in plain, easy language. Consider the relationship of the present job to other jobs in the department. Control the time and subject matter of the interview. Be patient and considerate to the worker.
Kuesioner yang disesuaikan dengan aktivitas organisasi.
Informasi untuk membongkar tugas, tanggung jawab, kemampuan, standar kinerja pekerjaan.
Kuesioner : analisis kuantitatif
The information about a job is usually collected through a structured
questionnaire: JOB ANALYSIS INFORMATION FORMATYour Job Title_______________ Code__________Date_____________ Class Title_______________ Department_____________________ Your Name_________________ Facility___________________________ Superior’s Title______________ Prepared by_______________________
Superior’s Name____________ Hours Worked______AM______to AM____ PM PM
1. What is the general purpose of your job? 2. What was your last job? If it was in another organisation, please name it.
3. To what job would you normally expect to be promoted?
4. If you regularly supervise others, list them by name and job title.
5. If you supervise others, please check those activities that are part of your supervisory duties:
Hiring Coaching Promoting Orienting Counselling Compensating Training Budgeting Disciplining Scheduling Directing Terminating Developing Measuring Performances Other____________
6. How would you describe the successful completion and results of your work?
7. Job Duties – Please briefly describe WHAT you do and, if possible, How you do it. Indicate those duties you consider to be most important and/or most difficult:
(a) Daily Duties (b) Periodic Duties (Please indicate whether weekly, monthly, quarterly, etc.) (c) Duties Performed at Irregular Intervals
8. Education – Please check the blank that indicates the educational requirements for the job, not your own educational background.
No formal education required College degree Less than high school diploma Education beyond graduate High school diploma or equivalent degree and/or professional license. College certificate or equivalent List advanced degrees or specified professional license or certificate required.
Please indicate the education you had when you were placed on this job.
Position Analysis Questionaire (PAQ) menggambarkan pentingnya suatu unsur dasar.
PAQ menyajikan skor kuantitatif:
Informasi input
Proses mental
Output kerja
Relationship
Job contex
Employee activities in PAQ
1. Information Input: Where and how does the employee get the information he/she uses in performing his/her job.
Examples: Use of written materials. Near-visual differentiation.
2. Mental Processes: What reasoning, decision making, planning and information-
processing activities are involved in performing the job? Examples: Levels of reasoning in problem solving.
Coding/decoding
3. Physical activities: What physical activities does the employee perform and what tools or
devices does he/she use? Examples:
Employee activities in PAQ
4. Relationships with other people: What relationships with other people are required in
performing the job? Examples: Instructing.
Contacts with public, customers.
5. Job context: In what physical and social context is the work performed?
Examples: High temperature. Interpersonal conflict situations.
6. Other Job characteristics: What activities, conditions, or characteristics other than
those described above are relevant to the job? Examples: Specified work pace.
Pencatatan secara berkala tugas, aktivitas karyawan
Analisis yang membutuhkan waktu,
ketelitian yang tinggi dan biaya yang mahal. Berguna untuk menganalisis struktur
kerja, organisasi, persyaratan staff,
kebutuhan pelatihan. Ketakutan karyawan (ancaman pekerjaan, tingkat gaji, tingkat produksi).
Mengumpulkan informasi yang mutakhir.
Komitmen manajemen puncak
Keterlibatan serikat pekerja
Keterlibatan karyawan
Komunikasi yang efektif
Penugasan personalia untuk pelaksanaan
Penggunaan pakar
Pengumpulan data
Penggunaan alat dan teknik yang tepat. Penggunaan komite untuk pengawas.
General Format of a Job Description
Job Title
General Summary of Job
Essential Job Duties and Responsibilities
Knowledge, Skills, and Abilities Required
Working Conditions
Dates and Approvals
Disclaimer Statement
Avoid jargon and “inflationary” adjectives
Use the most descriptive verb possible to describe job tasks and activities
Knowledge, skills and abilities listed must be specific, realistic, and justifiable
Indicate the intensity, frequency and duration for physical or mental effort
Accurate, legally defensible JD’s are a necessity!
Title Compensation manager
Code HR/2310 Department Human Resource Department Summary Responsible for the design and administration of employee compensation programmes.
Duties Conduct job analysis.
Prepare job descriptions for current and projected positions.
Evaluate job descriptions and act as Chairman of Job Evaluation Committee.
Insure that company’s compensation rates are in tune with the company’s philosophy.
Relate salary to the performance of each employee.
Conduct periodic salary surveys.
Develop and administer performance appraisal programme.
Develop and oversee bonus and other employee benefit plans.
Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week. Report to Director, Human Resource Department.
Job specification: it offers a profile of human characteristics (knowledge,
skills and abilities) needed by a person doing a job.Specimen of job specification
Education MBA with specialisation in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology.
A degree or diploma in Labour Laws is desirable.
Experience At least 3 years’ experience in a similar position in a large manufacturing company. Skill, Knowledge, Abilities Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems.
Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factors The position may require upto 15 per cent travel.
An assessment of the relative worth of various jobs on the basis of a consistent set of job and personal factors, such as qualifications and skills required.
According to Kimball and Kimball, “Job evaluation represents an effort to determine the relative value of every job in a plant and to determine what the fair basic
The objective of job evaluation is to
- determine which jobs should get more pay than others. Gather information and data relating to job
- description, job specification and employee specifications of various jobs in the organizations. To determine the hierarchy/Rank based jobs >in the organization. To determine duties, responsibilities and
Job evaluators often assess jobs based on these
factors:
Five Job Evaluation are most commonly used :
- Ranking • Classification • Point Evaluation • Factor Comparison • Market Comparison
- expensive approach to job evaluation. Jobs are arranged in order form from highest to
- lowest based on their relative value to your organization.
Advantages Simplicity is the main advantage
- in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand.
Disadvantages Ranking jobs is subjective. Jobs
- are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be reranked to accommodate the new position.
The general purpose of job classification is to create
and maintain pay grades for comparable work across
your organization. Universities, government, employers and agencies,- and other large organizations with limited resources typically use job classification systems.
Advantage Job classification is simple once you
- establish your categories. You can assign new jobs and
jobs with changing responsibilities within the existing
system.
Disadvantages Job classification is subjective, so
jobs might fall into several categories. Decisions rely
on the judgment of the job evaluator. Job evaluators must evaluate jobs carefully because similar titlesmight describe different jobs from different work sites.
In a point evaluation system, you express the value of a
- particular job in monetary terms. You first identify compensable factors that a group of jobs possess. Based on these factors, you assign points that
numerically represent the description and range of the
job. Examples of compensable factors are skills required, - level of decision-making authority, number of reporting staff members, and working conditions.
Advantage This method is often viewed as less
- biased than other methods .
Disadvantages Subjective decisions about
Job evaluators rank jobs that have similar
- responsibilities and tasks according to points assigned to compensable factors. The evaluators then analyze jobs in the external
labor market to establish the market rate for such
factors. Jobs across the organization are then compared to- the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries.
Advantage :This method results in customized job-
- ranking.
Disadvantage: Compensable factor comparison is
Job evaluators compare
compensation for your organization's
jobs to the market rate for similar jobs. This method requires accurate market-pricing surveys.1. To determine what positions and job responsibilities are similar for purposes of pay, promotions, lateral moves, transfers. assignments and assigned work, and other internal parity issues.
2. To determine appropriate pay or salary grades and decide other compensation issues.
3. To help with the development of job descriptions, job specifications, performance standards, competencies, and the performance appraisal system.
4. To assist with employee career paths, career planning or pathing and succession planning.
5. To assist the employee recruiting process by having in place job responsibilities that assist in the development of job postings, the
assessment of applicant qualifications, suitable compensation
and salary negotiation, and other factors related to recruiting employeesIs responsible for developing:
A fair compensation plan.
A successful job evaluation system which can help in making the organization's pay system equitable, understandable, legally defensible, approachable, and externally competitive.
No centralized job catalog.
For many organizations that may or may not have conducted formalized job evaluations their results are often stored in excel
spreadsheets that are shared between HR professionals as needed.
The task of managing and updating these files becomes unmanageable. No standard approach for evaluation of jobs.
Many organizations conduct ranking that is based on salary or a somewhat subjective measure that is often not repeatable.
Maintenance of catalog and expenses:
If an organization elects to conduct formalized job evaluation the process usually requires a consultant to come in and use a specialized methodology that will allow the organization to get an accurate analysis of their job structure. .
Problems During Job Evaluation
Corporate governance.
This is a problem more and more companies are facing as
they take their businesses into the global marketplace. How do you account for dramatic differences in job requirements based on geography, and who should be in charge of updating and managing those differences?
Salary surveys
If your organization participates in salary surveys how do you gain the comfort level that the comparison you are making between your jobs and the industry is accurate?
Workflow
Managing the workflow of a job evaluation. To conduct an
accurate evaluation requires input from multiple sources,
how do you keep track of where you are at in any given