Managing Human resources

Managing Human resources

The objective of the job analysis report is for you to become acquainted with the process of job analysis. In this portion of the team project you will learn how to design, conduct, and analyze the results of a job analysis. You will also learn how to report these results. Your job analysis report will constitute the basis for Phase II of the team project; for this reason, it is important that your job analysis be as complete and thorough as possible.

Where to start?
Your team is to gain access to at least three individuals (best mix is two incumbents and one supervisor) with the objective of analyzing the incumbent’s job. Although there are many ways to analyze jobs, I suggest that you use a task-oriented job analysis technique. This technique is relatively straightforward and yields good results. Note, however, that you are free to choose any method that you like.

What to include in the report?
Your job analysis report should contain the following sections:

The business chosen is BMO (Banque de Montreal)
My partner’s explanation:

I’ll post my actual final draft on Friday!

I work for Bank of Montreal. I am a service representative, in brief I work in an office and sit in front of a computer all day – working off a database I process customers transactions. I do not answer the phone.

This might help explain, I’ve illustrated the series of events that happen:

Customer calls the call center and makes a request to a BMO agent on the phone (example : report a lost debit card) — then, the BMO agent goes into the BMO database, opens up the customers file and writes up a small memo that explains the request — then I get the memo, and I complete the request (example : send the customer a new card)

As a service rep, I actually complete the request – this is called ‘processing’

Importance – Frequency : Task

5 – 5 : process incoming transactions in a timely fashion, maintaining the SLA

4 – 2 : keep up to date with news/changes that might affect our procedures or work flow

5 – 5 : be able to determine what work is priority (often my manager will tell you what is priority in the morning meeting so I don’t have to put much thought to it)

2 – 4 : contribute to morning meeting discussions pertaining to changes/upcoming projects

5 – 4 our priority is customers, going above and beyond our mandates in order to keep BMO customers satisfied

5 – 5 always looking to improve our work habits/knowledge, therefore increasing productivity and the ability to contribute to “getting stuff done”

LET me know if this is clear. Its always difficult to explain my job – everyday is a little different from the last!

My part is :

A description of the organization (approx. 1 page)
The purpose of this description is to provide the context within which the job in question is performed. In this section, you should provide as much detail as possible on the internal and, if possible, the external environment of the organization. Since this is an HR course, your focus should remain on HR-relevant issues (i.e., numbers of employees in the company, number of employees in that unit and in that job, any HR issues related to the job such as turnover, training, etc.).

A job description (approx. 1 page)
The job description is an overall written summary of your job analysis. The job description should capture the essential information of your job analysis. Because many people (e.g., HR managers, incumbents, supervisors, applicants, etc.) use the description, it is extremely important that your job description be clear, concise, and thorough. Examples of job descriptions can be found in most introductory HR books, including the one used in this course; you may use them as guidelines. Note that you should include the National Occupational Classification (NOC) code of your job on the job description; the NOC can be found online or in the Webster Library.

Partner’s part that could help:

Importance and Frequency Ratings

There were no problems with determining which tasks to include because the three

people we interviewed had very similar ideas of what the job required. As for dealing with

differences in the perceived importance and frequency, we decided to take the average of all

three ratings and use this number. A five-point scale was used for these two dimensions, as

described by the California Department of Human Resources. Because of the limited number of

tasks and because they are all either important or frequent, everything was included.

Task Importance Frequency

Process incoming transactions in a timely fashion, maintaining the


Keep up to date with news/changes that might affect procedures or

work flow

Determine what work is priority 5 5

Contribute to morning meeting discussions 2 4

Keepings customers satisfied by responding to them in a helpful and

timely manner

Improving work habits/knowledge 5 5

Answer telephone calls 5 5

Respond to inquiries 5 5

Resolve problems 4 5

Test new project/products 4 3

The dimension we chose was customer service because it included the most tasks and

because it is considered a priority. This included keeping the customer satisfied, answering calls

and questions, and resolving problems they may have. Second was the administrative dimension,

which includes the tasks related to computer work or that affects the daily work processes. The

final dimension was performance, that is to say any task that would improve the overall abilities

of the worker himself/herself.

Customer Service

Keepings customers satisfied by responding to them in a helpful and timely manner

Answer telephone calls

Respond to inquiries

Resolve problems


Process incoming transactions in a timely fashion, maintaining the SLA

Keep up to date with news/changes that might affect procedures or work flow

Determine what work is priority

Test new project/products


Contribute to morning meeting discussions

Improving work habits/knowledge


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