Job analysis and job evaluation

Job analysis and job evaluation

Operation of job analysis

Job analysis is a highly technical, complex and detailed process It is not easy to do a good job; you must have full understanding and preparation. The operation steps mainly include four stages:

The first is the preparation stage. This stage is mainly about designing the investigation plan and stipulating the scope, objects and methods of the investigation. The specific methods are as follows:

1. Based on the overall goals and tasks of the job analysis, conduct a preliminary understanding of the current status of various positions in the company, master relevant basic data and information, and design the job investigation time and investigation plan; < /p>

2. Do a good job in ideological work of employees, preach the purpose and significance of job analysis, and gain employees' understanding, trust and cooperation.

3. Develop a plan, break it down according to the tasks and procedures of the job analysis so that they can be completed one by one, and train the job analysts so that they can master the content of the job investigation and the specific implementation steps and methods.

The second is the investigation stage. The main task at this stage is to conduct careful and detailed investigation and research on each position according to the investigation plan. Investigations are usually face-to-face interviews and questionnaire surveys, and can also be combined with data analysis, on-site observation, key events, work diaries, group discussions and other methods to collect various data and information about job work extensively and in-depth.

The third is the analysis and sorting stage. This stage is a key link in job analysis. It is an in-depth analysis of the results of the job survey and a preliminary job description. Job analysis is not a simple and mechanical collection and accumulation of certain information, but a comprehensive investigation of the characteristics and requirements of each position with correct, open and innovative ideas and concepts, and creatively put forward the main components and key elements of each position. factors, and put forward a job description based on in-depth analysis and careful summary.

The fourth is the feedback summary stage. This stage mainly provides feedback and corrections to the preliminary results of the job analysis, and finally forms a complete job description. The content of the job description must undergo constant feedback and revision to minimize work errors. Some companies tend to ignore this stage of work, resulting in loopholes or unreasonable content in the job description, which can easily lead to confusion in other tasks and employee dissatisfaction. Since all subsequent aspects of human resources management are based on this, if the job description is hastily completed for the sake of simplicity and time saving, it will be like a building whose foundation has not been laid solidly. It is very dangerous and must be caused. enough attention. At the same time, attention should be paid to summarizing the problems and experiences in the job analysis and investigation work so that adjustments and corrections can be made at the appropriate time.

Preparation of job description and its misunderstandings

(1) Preparation of job description

Job description, also called job description or job description, is the basis of job analysis As a result, it is also one of the important personnel documents of the company. It is a written record of the job analysis work. The core content is the job description and qualification requirements. The job description part addresses what personnel in this position must do; the qualification requirements part addresses the conditions that personnel engaged in this position must possess. However, job descriptions do not have a fixed format and content. The format can be a table or a text description; in addition to the two core parts, the content can also be supplemented by other information, such as the name and number of the position, the department to which it belongs, the department to which it belongs, the relationship between superiors and subordinates, assessment methods, and the size of the responsibility. and the impact of its mistakes, etc. In short, the job description should be concise, practical and focused.

Taking management positions as an example, the content of the description can generally be divided into five parts:

1. Basic information part. It includes the position name, nature of the position (such as management positions), department, department, position number, etc. You can also add salary grade, salary level, number of employees, etc., depending on the specific situation.

2. The relationship between up, down, left and right. Including three aspects: direct superior, direct subordinate and parallel coordination relationship. Some companies also include this part in the basic information part.

For the sake of clarity, it is better to separate them.

3. Job responsibilities. That is, the job content of the job holder is listed item by item. This part is the focus of the job description. Some also add a column to explain the relative importance of this position's responsibilities in the company and the impact of mistakes, and quantify them.

4. Assessment methods part. Including assessment indicators and their weights, promotion and transfer positions, etc. Some companies have omitted this part because they have introduced specific assessment methods. In order to allow employees to clearly understand their job responsibilities and the goals of their efforts, they should try to explain them here.

5. Qualifications section. It can be subdivided into three aspects: first, the ideological, psychological, physical, knowledge, ability and other quality requirements of the candidate; second, the minimum academic qualifications, working years, work experience (positions held), and professional title requirements required by the candidate etc.; The third is the training requirements required by the incumbent (the content, method, time, etc. of the training should be explained). In addition, a column for remarks can be added to facilitate the needs of individual positions.

(2) Misunderstandings in writing job descriptions

1. Only focus on results and not on process. The preparation of job descriptions is not only a process of implementing job responsibilities and determining qualifications, but also a process of decomposing organizational goals. A people-oriented organization must respect its employees, understand their needs and characteristics, and allow employees to develop together with the company. While the organizational goals are achieved, personal goals are also satisfied. The process of writing job descriptions can enable employees to clarify their job responsibilities and their role in the company. It is also a good opportunity for companies to understand their employees' work conditions and work expectations. It is a pity that many department heads complete the job hastily and do not take the opportunity to communicate with employees. In the future application process of job descriptions, it is easy for employees to not understand, use, and implement the job descriptions, making the job descriptions Become a dispensable decoration.

2. The human resources department is responsible for the preparation of job descriptions. The job description should be mainly the responsibility of the heads of each department, with the Human Resources Department providing the format and methods and providing appropriate guidance and review. If the human resources department does it on its behalf, the original intention of writing a job description will be lost to a certain extent.

3. Once and for all, never change in the long run. With the progress of the times and the development of enterprises, the functions of departments in enterprises and the work content of corresponding positions will continue to change, especially in emerging industries in the Internet era. If the value of job evaluation can be revised in time, it will become outdated very quickly. Generally speaking, it should be revised at least every 1 to 2 years. Therefore, the format of the job description is required to be concise and practical, with focused points and not too many projects. When describing job responsibilities, you should pay attention to the wording being both clear and general, and the content should be appropriately detailed. Do not write too detailed, nor be too simple. Practicality shall prevail.

4. The job description shall be subject to the current personnel. Job analysis focuses on jobs, not people. The job description can only describe the characteristics of the position itself and has nothing to do with the person holding the position. Many enterprises, especially some old state-owned enterprises, often formulate job responsibilities and qualification standards based on the situation of existing personnel, causing the job description to deviate from its own characteristics and lack objectivity and fairness. Therefore, when writing job descriptions, you should not include too many references to current job holders. Generally, it should be written according to the requirements of the position itself. In order to avoid the problem of "difficulty in execution", a little consideration should be given to the situation of the existing incumbents (mainly some old employees). For example, for employees who cannot meet academic requirements, you can stipulate what kind of work experience they must have, or what requirements their training content, method, and time should meet, etc.

The value of job evaluation

The value of job evaluation Job evaluation, also known as job evaluation or job evaluation, is based on the job analysis, the size of the job's responsibilities, work intensity, The process of evaluating characteristics such as required qualifications to determine the relative value of a position. It has three major characteristics: First, it is "appropriate to the matter, not the person", that is, the object of job evaluation is the objectively existing position in the enterprise, not the person holding the position; second, job evaluation measures the relative value of the position, not the absolute value.

Job evaluation is to measure, compare, and evaluate the main impact indicators of the job one by one based on predetermined measurement standards, thereby obtaining the value of each position, so that there is a basis for comparison between positions; third, job evaluation is the first step Jobs with the same nature are evaluated and then divided into different levels based on the evaluation results.

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