Job Analysis

Job analysis is systematic process of collecting information about the tasks,

responsibilities and contexts of a job. It helps in analysing the resources and establishing the
strategies to accomplish business goals and strategic objectives. Specifically, the data collected
includes: job information (e.g. identification of the job, job objectives), job duties, skills,
knowledge and competencies required, terms of employment and work conditions. Some job
analysis methods include questionnaires, interviews, observations and critical incident
techniques (CIT). The outcomes of job analysis process are: Job Description and Job/Person
Specification.

Job description- specifies the purpose, task and scope of the job. The
preparation of a job description is relevant before a vacancy is advertised as it
describes the necessary qualifications required, the responsibility relationships,
and nature of duties. Some of its benefits include assisting in manpower
planning, job evaluation and performance appraisal.
Job/Person Specification- explains the minimum acceptable human qualities
required to help perform the job and helps in hiring the appropriate person for the
appropriate position. The approach is founded on two concepts: relevance and
measurability. As such, the six-factor formula can be used as an alternative
model for person specification: (i) skills, knowledge & competencies, (ii)
personality characteristics (iii) level of experience, (iv) certification qualification,
(v) physical characteristics (vi) development potential of candidate.

There are four contemporary and interrelated issues which justify reflection. These include:
a. The debate about the value of comprehensive and detailed job description in
rapidly changing organizations
b. Job Analysis only provides a snap-shot of the job at one point in time
c. Tension between the need for record-keeping and evidence of job description
and person specification for organizational purpose - validating policies
d. Issues of corporate culture are difficult to address in formal job descriptions and
person specifications
HOW DOES JOB DESCRIPTION AND JOB SPECIFICATION IMPACT THE ORGANIZATION?

Employee Retention- Labour Turnover Rate

Employee turnover refers to how long an employee stays within an organization and how often
the organization may have to replace them. High labour turnovers usually occur in geographical
regions where there are low employment rates and numerous alternative jobs are available.
Replacement individuals bring new ideas and new blood to the org. as well as new and valuable
competencies that can add value to the business.
The main problems of labour turnover are the costs associated with replacement of an effective
employee and the availability of suitable potential employees in the market.
Costs of Labour Turnover: These costs include processing resignation, recruitment and
selection of replacement, induction, administration associated with starting employees, training,
temporary employees while position is unfilled and organization-related costs. HR business
partners are to identify these key factors and develop models for more accurate costs of labour
turnover therefore adding value to the org.
Availability of Potential Employees: This will be determined by the current labour market
conditions. Numerous orgs experience recruitment difficulties due to skill shortages, lack of
experienced applicants and pay levels. Recruiting inappropriate candidates who are appointed
without the ability to do the job, overselling the job or providing inadequate induction or training
can contribute to increased labour turnover because new employees will leave and impact on
the reputation of the org.

Retention Strategy

Given the issues of labour turnovers, organizations may implement retention strategies and in
order to do such, they need to identify why people leave. The reasons for leaving are analysed
and identified by the push and pull factors. Push factors are the less desirable dimensions of the
job that gear people towards new jobs and it includes lower pay levels, nature of supervision,
limited progression, lack of training opportunities and communication and limited flexibility at
work. In contrast, pull factors are the attractive dimensions to alternative employers and it
includes desirable working environment, convenient location and range of benefits. The main
aim is to enhance the less attractive push factors and counterbalance the attractive pull factors
while understanding that some reasons may be unavoidable.
Why leave? An exit interview can provide info. as to why an employee is leaving and identify the
push and pull factors that are exerting influence on employee retention. The main driver to leave
is the level of job satisfaction, with those leaving experiencing low satisfaction levels. Key
reasons employees leave: perceived shortcomings in promotion, change of career, retirement,
lack of opportunities and pay levels.
Why stay? This information can be collected through a regular staff survey that enables the org.
to identify the key factors that successfully retain employees.

HRIS