HRM (UNIT-2)



✋Job analysis  

A job analysis is a systematic tool for assessing the roles, duties, obligations, and working conditions associated with a job, as well as the experience, skills, abilities, and other characteristics needed to perform that job.







✋Job Description 

A job description is a document that provides job seekers a summary of the key duties and responsibilities of the position for which they are applying.

The definition is usually written by the person in charge of overseeing the role's selection process, often with the assistance of the company's HR department and/or an external recruiter.


👉There are numerous advantages to a successful expected set of responsibilities. Here are only a portion of its key employments: 


To give the representative the assumptions that are expected of them in the job 

To give sufficient detail to assist the applicant with evaluating on the off chance that they are reasonable for the position 

To help the enrollment group during the determination interaction 

To help figure inquiries for the screening 

To permit the planned representative to decide their job or remaining inside the construction of the association 

To help with framing a legitimately official agreement of work 

To help set objectives and focus for the representative after joining 

To help in the assessment of the representative's work execution 

To help figure preparing and advancement plans.

✋Job specification

Another aspect of job analysis is the job specification. It outlines the specific working conditions encountered on the job and describes the type of employee required (in terms of skill, experience, and special attitude, as well as various types of test scores).

It's essentially a list of requirements for the people who will be working on the job. A brief job summary is included in the job specification (in its standard form) to give the recruiter a sense of the job and to set the stage for more detail.

How to Develop a Job Description

Step 1: Perform a Job Analysis

This process of gathering, reviewing, and interpreting data about the job's tasks would provide reliable job information, allowing an organization to work more efficiently. 

The following are the measures involved in performing a work analysis:

  • Employees are interviewed to discover precisely what roles they are performing.
  • Keeping track of how things are done.
  • Employees are asked to complete questionnaires or worksheets.
  • Using other outlets for work info, such as wage surveys and the Occupational Outlook Handbook.


The current employee in the position—along with his or her supervisor—should record and review the results for any improvements in the position's expertise, skills, abilities, physical attributes, environmental conditions, and credentials/experience.

Step 2: Establish the Essential Functions

When a job's performance level has been developed, the position's essential functions must be specified. This would make it easier to evaluate demands for accommodations under the Americans with Disabilities Act (ADA). The following measures are involved in defining the critical functions:

  • Review to see whether the tasks assigned as part of the work role are actually necessary or needed to complete the job.
  • Determine how soon a task is completed or how much time it takes to complete a task.
  • Determine whether failing to execute the role will be harmful to the employer's operations or result in serious consequences.
  • Determine if the tasks can be redesigned or performed in another manner.
  • Determine if the tasks can be reassigned to another employee.
After defining the essential functions, the employer can decide whether they are essential or marginal. The term "essential function" should be included in the job description, and it should specify how an individual will perform the job. This information will be useful in determining whether the job can be done with or without accommodations in the future.

Step 3: Organize the Data Concisely

The construction of the set of working responsibilities may differ from one organization to another; notwithstanding, all the sets of expectations inside an association ought to be normalized with the goal that they have a similar appearance. 

The accompanying subjects ought to be incorporated: 

Occupation title—the name of the position. 

Arrangement—absolved or non-exempt under the Fair Labor Standards Act (FLSA). 

Pay grade/level/family/range—pay levels, gatherings or pay ranges into which occupations of the equivalent or comparable worth are put, including least and most extreme compensation groups. 

Reports to—title of the position this work reports to. 

Date—the date when the expected set of responsibilities was composed or last checked on. 

Synopsis/objective—outline and by and large goals of the work. 

Fundamental capacities—fundamental capacities, including how an individual is to perform them and the recurrence with which the undertakings are played out; the errands should be important for the work and genuinely essential or needed to play out the work. 

Competency—information, abilities, and capacities. 

Administrative duties—direct reports, assuming any, and the degree of management. 

Workplace—the workplace; temperature, clamor level, inside or outside, or different variables that will influence the individual's working conditions while playing out the work. 

Actual requests—the actual requests of the work, including bowing, sitting, lifting, and driving. 

Position type and anticipated long stretches of work—all day or low maintenance, ordinary work hours and movements, long stretches of the week, and whether extra time is normal. 

Travel—the level of movement time expected for the position, where the movement happens, for example, locally or in explicit nations or states, and whether the movement is for the time being. 

Required training and experience—instruction and experience-dependent on prerequisites that are work-related and reliable with business needs. 

Favored instruction and experience—favored schooling and experience-dependent on prerequisites that are work-related and predictable with business need. 

Extra qualification capabilities—extra necessities like confirmations, industry-explicit experience, and the experience working with certain gear. 

Governmental policy regarding minorities in society plan/equivalent work opportunity (AAP/EEO) proclamation—clause(s) that diagrams bureaucratic project worker prerequisites and rehearses as well as equivalent boss freedom explanation.

Step 4: Add the Disclaimer

It's a good idea to provide a disclaimer specifying that the job description is not intended to cover or include a complete list of the employee's tasks, duties, or responsibilities. Duties, duties, and tasks are subject to change or addition at any time, with or without warning.


Step 5: Add the Signature Lines

The value of signatures invalidating the job description cannot be overstated. They demonstrate that the job description has been accepted and that the employee is familiar with the position's qualifications, basic duties, and responsibilities. The supervisor's and employee's signatures should also be included.

Step 6: Finalize

For review and approval, a draft of the job description should be submitted to upper management and the position supervisor. Before the final job description is accepted, a draft allows you to review, add, or delete some detail.
The final work descriptions should be stored securely, with copies used for job postings, interviews, accommodation requests, and salary reviews.



✋Competency-based job analysis


Defining work in terms of the visible and measurable behavioral competencies that an individual must acquire in order to perform well. Develop a work description that is based on skills rather than obligations. Instead of stressing what an employee should do, it emphasizes what he or she is capable of.


3 Reasons to Use Competency-Based Analysis:

  1. Traditional job descriptions can backfire, particularly if the aim is to build a high-performance work system with free-moving employees.
  2. Defining the job in more strategic terms = a business with a strategic goal of being valued for its quality service and cleanliness may emphasize these characteristics, and so on.
  3. Support the employer's performance improvement process = preparation, appraisals, and incentives should all be focused on cultivating and rewarding the skills and competencies gained in order to achieve certain objectives. (Keep in mind that every specified competency must begin with a verb.)














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