JOB ANALYSIS AND PROFILE MATCHING

DR. KALAGI SHAH

INTRODUCTION

• Job Analysis helps us to examine a job and then prepare the job description and job specification.
• In recruitment and selection process, job analysis helps to prepare the desired profile structure of the
candidates, who can match or fit with the job.
• Job analysis also helps in managing human resources, improving quality and productivity, and in
designing the compensation and benefits programme.
• In organizations job analysis is done through observation and data collection. This can only give us
closely similar job profiles.
• For job analysis we also require defining the jobs in specific terms.
• Several tools like job sculpting, position analysis questionnaire (PAQ), common metric questionnaire
(CMQ), work profiling systems (WPS) etc. are now used for better understanding of the job profiles
and then taking recruitment decisions.
PROCESS OF JOB ANALYSIS

Information Gathering

Job- Specific Competency

Determination

Developing a job description

Developing a job Specification

JOB DESCRIPTION
◼ A job description is a written statement of the duties,
responsibilities, required qualifications and reporting relationships
of a particular job

◼ Most contain sections that cover:

◼ Job identification
◼ Job summary
◼ Responsibilities and duties
◼ Authority of incumbent
◼ Standards of performance
◼ Working conditions
◼ Job specification (the human requirements of the job)
JOB SPECIFICATION

◼ A job specification is a written statement of the minimum

acceptable qualifications, knowledge, skills, traits and physical
and mental characteristics that an incumbent must posses to
perform the job successfully.

◼ A list of the skills and aptitudes sought in people hired for the
job.
EXAMPLE OF JOB DESCRIPTION
PROFILE MATCHING

• Profile matching is employee selection process based on certain pre-determined attributes for a job
position.
• Profile matching is done matching with the personality characteristics.
• Profile matching is also done in congruence to desired multi-traits for a job position.
• Thus profile matching is a technique used in personnel hiring where Job applicant's characteristics
are compared with the ideal or typical employee in the position they are applying for.
• Each characteristics is assigned weights to each job characteristic using a defined scale.
PROFILE MATCHING

• Template for Characteristics of a desired job profile of a HR manager can be as under:

Characteristics/competencies Level of importance Points

Assigned
Leadership High 5

Communication Ability High 5

Interpersonal Relations High 5

Adaptability to change Above Average 4

Decision making ability High 5

Strategic planning Below Average 2

PROFILE MATCHING

• For assessing to what extent the candidate’s profile matches with the template we need to come
out with questionnaire (using 5 point scale for each set of competencies)
• Thus include the points obtained by the prospective candidate for assessing the degree of
compatibility.

Characteristics/com Level of Points obtained by

petencies importance Points Assigned Mr. Sharma

Leadership High 5 5
Communication
Ability High 5 5
Actual points obtained by
Interpersonal
Relations High 5 4 Mr. Sharma
Adaptability to
change Above Average 4 5
Decision making
ability High 5 5

Strategic planning Below Average 2 1

POSITION ANALYSIS QUESTIONNAIRE (PAQ) AND OTHER
JOB ANALYSIS METHODS

• Position Analysis Questionnaire (PAQ) can quantify the job analysis.

• PAQ can study as much as 195 job elements, including human behaviour requirements, and thus
is capable to match human characteristics with job characteristics in more comprehensive
manner.
• Human behaviour involved in work activities are first categorized into six types, and then for each
category separate questionnaire are developed and responses are measured by the analyst on a
scale of 0 to 5.
• Such categories are; information input, mental process, work output, interpersonal relationships,
work situation and job context, and other job characteristics.
THE COMMON METRIC QUESTIONNAIRE (CMQ)
• It is defined as worker oriented job analysis instrument and applicable for different nature of jobs.
• This questionnaire has different set of questions on job characteristics under five major sections.
• These sections are background, physical and mechanical activities, work setting, contacts with
people and decision making.
• For each questionnaire items, responses are measured in terms of frequency, criticality,
consequences of error, etc.
FLEISHMAN JOB ANALYSIS SURVEY (F-JAS), FUNCTIONAL
JOB ANALYSIS (FJA) & THE MOSAIC

Job Analysis Survey (F-JAS), commonly known as ability requirements scales helps us in
understanding a job
It measures 52 cognitive, physical, psychomotor, and sensory abilities.
This scale actually measures or rates the level of ability as functioning requirements for a job.

Functional Job Analysis (FJA) suggests seven scales to measure what workers need to do in a
job.
These are;
(1) Things, (2) Data, (3) People, (4) Worker Instructions, (5) Reasoning, (6) Math, and (7)
Language.
Each scale has multiple levels indicating specific behavioural statements and tasks.
FLEISHMAN JOB ANALYSIS SURVEY (F-JAS), FUNCTIONAL
JOB ANALYSIS (FJA) & THE MOSAIC

The MOSAIC (Multipurpose Occupational Systems Analysis Inventory-Closed Ended) collects

data on tasks and competencies.
Tasks are measured in terms of importance, while competencies are measured in terms of
importance and entry-level requirement.
JOB QUESTIONNAIRE

◼ It is a special tool for consolidating job information

◼ It is a printed form in which all essential information about the job may be listed either by
employee or by his supervisor
◼ The major advantage is that it uses the knowledge of those who are proximate to the job.
◼ It also gives each employee an opportunity to participate & contribute by giving responses
to the questionnaire which facilitates immediate compilation of job information.
◼ Information compiled from job questionnaire can be used for job descriptions.
JOB SCULPTING

✔ Traditionally organizations performed job fit analysis based on the profile education, experience of
the new recruits.
✔ Job fit expects that the employee will fit into the job in this process.
✔ Job sculpting is opposed to the concept of job fit analysis.
❖ Job sculpting, instead of job-fit analysis suggests designing of job profile in line with the interests of
the employees.
❖ Butler & Waldrop suggested the need for job sculpting so that people unnecessarily do not require to
leave their jobs as the jobs are not in line with their interests.
❖ In many organizations people leave their jobs despite being well paid, enjoying good work
environment, good career development opportunities, opportunity for work-life balancing and good
quality of work life.
❖ Creating a job profile through job sculpting helps the employees to sensitize their deeply held
interests, which they even try to fulfill through their jobs. It is like feeling satisfied while doing jobs.
Butler suggested 8 different interest of the employee of which presence of at least 3 in jobs can make the job more
interesting.
These are presented below:
CULTURE JOB-FIT
✔ Success of recruitment and selection largely depends on congruity of culture of the
employers or the organizations and the new hires.
✔ Cultural similarities of employers and the employees can be understood in terms of shared
tastes, experiences, leisure pursuits, and self presentation styles. With high degree of
similarities employees will prefer job offers from such organizations.
✔ Recruitment and selection is a social closure. Culture and recruitment fit can be best
achieved with employee hiring matches with the organizational characteristics, job demands,
and skills of the job seekers.
✔ Culture-job fit can be achieved when we find congruence between the norms and values of
the organization and those of the person.
✔ For culture-person fit for recruitment, it is necessary for organizations to have their own
clarity about their culture and values. Such understanding of the culture of organizations
would be possible when we analyze the way they work.
PERSONALITY-BASED JOB ANALYSIS

• Personality-based job analysis (PBJA) can be used along with other traditional job
analysis instruments for better understanding of a job.

• The purpose of PBJA is to divide the job into several smaller units, and then
documenting job-specific characteristics, which are essential for successful execution
of a job.

• PBJA can also help us to pre-decide the personality traits required for execution of a
job or jobs, and in the process can make our selection process more foolproof.
PERSONALITY AND RECRUITMENT

• In recruitment and selection, individual personality is important because personality of individual

employees consists of their dynamic mental structures and coordinated processes of the mind, which
determine their emotional and behavioural adjustments to the organization.

• Personality is dynamic because mental structures of individual employees continuously develop over
their lifetime. Personality and individual behavioural pattern of employees become an important
construct to adjust and succeed in work situations.

• Organizations make use of personality tests in selection and recruitment decisions.

MEASUREMENT OF PERSONALITY TRAITS

Best known essential trait approaches that we follow in measuring personality traits are:
• Murray 1938 (20+ ‘needs’)

• Cattell (16 traits): 16 personality factors questionnaire

• Eysenck (3 traits): Eysenck Personality Questionnaire (EPQ)— Extraversion, Neuroticism
and Psychoticism
• Costa and McCrae (5 traits): Extraversion, and Openness to Experience, Agreeableness
and Conscientiousness
• MBTI & Big five Model
VALIDITY AND RELIABILITY OF THE SELECTION TESTS
 

• Validity of a selection test depends on how the characteristics of the measurements relate to the selection
test for the given job requirements.
• We consider selection test scores as valid, when there is a link between the test score and job
performance.
• Reliability, on the other hand, tells us to what extent our test measure is reproducible, when we conduct a
retest.
VALIDITY AND RELIABILITY OF THE SELECTION TESTS
 

• For selecting employees, we use validity on three counts: criterion-related, content and construct.

• Criterion validity shows the correlation or other statistical relationships between the selection test
score (predictor) and job performance (criterion).

• Content validity indicates content of the test reflects some important job-related behaviour and the
measurement of knowledge and skill for the said job-related behaviour.

• Construct validity measures constructs or abstract job characteristics, which are crucial for the
performance of the job.

• In most of the psychological tests used for selection, criterion-related validity is considered.
TEST OF INTELLIGENCE AS EMPLOYABILITY TEST

Intelligence is not merely book learning or a narrow academic skill. It reflects a broader and deeper capability for
comprehending our surroundings.
Intelligence quotient (IQ) test is popular However alternative theories of intelligence suggest that intelligence
results from independent capabilities that uniquely contribute to human intellectual performance.
After conducting IQ tests, we can obtain two separate IQ scores for a person. These are: verbal IQ and
performance IQ with individual scores for each subset within the verbal and performance categories.
• Digit symbol: Mental flexibility with random symbols
• Picture completion: Ability to notice differences between two pictures
• Block design: Mentally construct printed designs in your head
• Picture arrangement: Arrange pictures in a logical order
• Object assembly: Place the correct part in relationship to a whole
Both of these scores (verbal + performance) can then be combined to give an overall IQ score.
EMOTIONAL INTELLIGENCE (EI)
• Emotional dimensions of behaviour of people are gradually being recognized as important in
recruitment and selection.
• In organizations, we integrate emotional intelligence, personality, and intelligence quotient for
recruiting the right fit.
• Emotional intelligence is the `capacity for reorganizing our own feelings and those of others, for
motivating ourselves, for managing emotions well in ourselves and in our relationships.’
• Our rational thinking alone cannot predict success. Even with high intelligence quotient (IQ),
people may fail. Obviously for this reason, organizations always endeavour to develop leadership
skills and competencies among employees for enhancing their emotional intelligence.
• Emotional intelligence embraces two aspects of intelligence; understanding self, goals, intentions,
responses, behaviour, and understanding others and their feelings
THE FIVE DOMAINS OF EQ
Goleman identified the five 'domains' of EI as follows:
THE JOHARI WINDOW AND PERSONALITY AND
TRAINING ON PERSONALITY

Feedback

Known to Unknown to
self self

Open
Known to
Area Blind
others
Disclosure

Area

Unknown Hidden Unknown

to others Area Area
1. Open Area contains things that are openly known and
talked about - and which may be seen as strengths or
weaknesses. This is the self that we choose to share with
others. One can and should increase the size of this region
by Exposure and Feedback Solicitation. E.g.: your
name, your hair colour,

2. Blind area contains things that others observe that we

don't know about. Again, they could be positive or
negative behaviours, and will affect the way that others act
towards us. E.g.: your own manners, feeling of other
persons about you.
3. Hidden area contains aspects of our self that we
know about and keep hidden from others. E.g.: your
secrets, hopes, desires, likes and dislikes.

4. Unknown area contains things that nobody knows

about us - including ourselves. This may be because
we've never exposed those areas of our personality,
or because they're buried deep in the subconscious.
E.g.: your values, beliefs
◼ Main objective is to increase the size of the open are so that
both you and you colleagues are aware of your perceptual
limitations.

◼ This is partly accomplished by reducing the hidden area and

through Disclosure - informing others of your beliefs, feelings
and experiences that may influence the work relationship.

◼ The open area also increases through Feedback from others

about you behaviors. This information helps you to reduce
your blind area, because co-workers often see things in you
that you do not see.
PERSONALITY ASSESSMENT

Assessment of individual personality constructs is important to map the differences in terms of certain
measurable dimensions. Some methods of personality measurements are:
1. Interview Method: This consists of the formal method in which organized questions are asked face to
face and the informal method which is used when obtaining information for maladjusted people.
2. Rating Scales: This is the useful method for learning what impression an individual has made on persons
with who he comes into contact in respect to some specified trait as honesty, punctuality and emotional
stability.
3. Questionnaire: It represents a list of statements which are to be answered by checking one of several
possible answers. There are personal questions, attitude questions and interest questions.
4. Projective Techniques: This technique represents an ambiguous situation into which the individual reads
his own wishes fears and fantasies.