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Compensation & Benefits Analyst Role
The overall focus of this unit is to develop your understanding of the principles and practice of job analysis and job design and how they fit within the broader professional area of organization design. The unit provides an introduction to the knowledge and skills required in the use of several methods of conducting job analysis and will specifically help you to communicate the purpose of breaking down jobs into parts (i.e., job analysis) to provide the foundation for several broader HR practices with a focus on the principles of job design and the use of job analysis data in the practice of job design. It is also designed to cover additional ways job analysis is used, including but not limited to recruitment and selection, job evaluation, and equal pay.
The learning outcomes for this unit are that you will:
Job Analysis Learning Outcome[/caption]
Your task (AC 1.1, 1.2, 2.1, 2.2, 2.3) (1000 words)
Identify a new role in your organization (or one you are familiar with), and undertake a job analysis. The role can alternatively be an existing one that has undergone significant change since it was first introduced. The investigation is to establish the critical components required for the job so that the Head of the Department can write a job description and personal specifications.
The following activities should be undertaken:
Please note that you are not asked to write or revise the job description or person specification.
Critical Learning Summary and Development plan (AC 3.5 DEP)
Reflect on any learning from your assessment and broader study of the unit and putting together your assignment (including attendance at the workshop) and the progress of your development plan objectives. You should then allocate appropriate time to complete the Key Learning Summary reflection.
You should also identify any learning points for the future, add to your Development Plan accordingly, and give minor updates on any ongoing objectives in the right-hand column (using a different font color or other visual indicators that links with your KLS color).
You should submit your Key Learning Summary and Development Plan as a separate document to Moodle with your proposed assessment by the assessment deadline date.
Throughout the assessment, you should refer to best practices and relevant legislation and include references to appropriate literature sources to demonstrate your more extensive reading. Showing evidence of broader reading through proper referencing will improve your answer and increase the likelihood of your work achieving a 'Pass.'
Submission checklist
Employers must provide benefits and pay salaries that are equitable and competitive to keep and attract competent employees. Compensation and benefits analysts evaluate proposed and existing jobs and categorize them based on their significance and level of responsibility to the employer (Landau & Rohnert, 2017). They research the benefits given elsewhere and what comparable jobs pay and create practical benefits and salary structures. Consequently, they ensure that a description of a job accurately mirrors the task being performed by incumbents. Work evaluation organizes information for a position, such as abilities, skills, knowledge, and responsibilities. It is an activity that the human resource department must continuously handle since it is the basis for a job specification, giving data essential for work development and forming the basis for human resource planning. Therefore, compensation and benefits analyst plays a critical role in job analysis by assessing job positions and investigating job requirements to ensure an organization is competitive in employee benefits and salaries.
A job analysis is a systematic inquiry to determine the necessary duties in an occupation. It also defines the competencies (abilities, skills, knowledge areas) needed for performing the tasks successfully (Stewart & Brown, 2020). The information gathered helps to identify qualifying factors, such as training, education, and experience possessed by candidates for specific professions.
Human resource managers need job analysis to forecast future requirements for employees. Recruitment requires data formwork evaluation to define recruits’ skills and knowledge. Likewise, selection requires vibrant statistics on the duties and tasks of a given job to determine the best candidate for the position. Decisions on discharge and discipline are often centered on the question a worker has efficiently conducted their obligations. An employer cannot have a sound compensation system without practical job analysis because compensation relies heavily on information concerning the significance of an occupation. A network of performance assessments cannot objectively evaluate job performance until it classifies what a company expects an individual to do on that job (Stewart & Brown, 2020). Finally, any efficient training program should start by outlining the skills needed to conduct a job competently.
There are a vast number of approaches that facilitate the process of job analysis. Some examples include interviews, questionnaires, and observation. The mentioned techniques have various similarities and differences. First, they are similar in that they assist in recording and determining all the relevant data concerning a job, including the skill set and knowledge needed and the tasks involved (Stewart & Brown, 2020). Conversely, unlike questionnaires or interviews, direct observation enables the compensation and benefits analyst to gain first-hand information concerning the job under analysis. The interviews offer information concerning observable responsibilities that cannot be explained by direct observation. Lastly, compared to the interview or observation, the questionnaire is inexpensive to create and easy to dispense to different individuals faster.
Job Analysis Plan
Information for the job analysis was obtained through observation, electronic surveillance, and a questionnaire. The cameras worked better because the participants forgot about the presence of cameras after a few minutes and acted frequently. Cameras recorded participants’ routines over several days with minimum human maintenance (Birnstill, 2016). However, when recording the observation, it was challenging to understand the objective of given activities and how they are connected to job performance. Consequently, it was necessary to supplement the observation with the questionnaire.
The questionnaire divided possible responsibilities, duties, and tasks into categories and where the job holders responded to their classes. The Positional Analysis Questionnaire (PAQ) was used as a standardized form. It asked questions in the following six primary areas: other information required, overall job context, association with other staff needed for the work, the work done, the mental processes necessary to perform the duty, and basic information required to do the job (Müller, Shehadeh, Schröder, Richert, & Jeschke, 2017). PAQ enabled the compensation and benefits analyst to utilize it to help develop compensation packages.
The job analysis activities consisted of five steps. The first one entailed classifying the use to which the data will be put because this helped to determine the category of information to be gathered and how to collect them. As a data collection technique, the questionnaire helped write job descriptions and decide on the recruits for the job (Brace, 2018). The second stage involved evaluating pertinent background statistics, such as work descriptions, progression charts, and business charts. Thirdly, considering many similar occupations, choosing the representative point to be evaluated was essential. Fourthly, the role was analyzed by collecting information on the human abilities and traits required to perform the task. In brief, the step also involves collecting data on working conditions, expected employee behaviors, and job activities.
The last step entailed verifying the job analysis data with the incumbents and their immediate supervisors. The key findings from the mentioned activities are that job analysis helps to find information about aspects, such as work activities, which indicate when, why, and how employees conduct them (Stewart & Brown, 2020). Lastly, it categorizes job contexts, which entails data concerning work schedules and physical working conditions.
The human resource manager can utilize the facts attained through the job analysis to generate job specifications and descriptions. In the former, the management should list the responsibilities, duties, and tasks of a given occupation. At the same time, it should include information concerning how the job fits into the overall organization, which the staff reports to, and the location of the post (Stewart & Brown, 2020). Converseln, a company should list the abilities, skills, and knowledge essential for a given profession in the person specification. Concerning learning and development needs, the management should consist of career planning by matching the aspiration and abilities of an individual with opportunities that may become or are available in the company.
In summary, job analysis impacts nearly all other components of human resource management. The data for a job analysis can be obtained from many sources. For example, it can be acquired from questionnaires, interviews, and observation—the work analysis results in job specifications and job descriptions, two vital documents. The planning of the personnel is centered on the mentioned documents, whether part of the organization’s annual preparation or strategic human resources planning. Work evaluation can perform various functions, making it one of the most vital activities of human resource management. A proactive or regular job analysis practice assists in categorizing aspects that shape job satisfaction and motivation of employees. All in all, the information from job analysis is used in various areas, including recruitment and selection, compensation, training, and performance appraisal.
Brace, I. (2018). Questionnaire design: How to plan, structure, and write survey material for effective market research. London: Kogan Page Publishers.
Birnstill, P. (2016). Privacy-respecting intelligent video surveillance based on usage control enforcement. Karlsruhe: KIT Scientific Publishing.
Landau, K., & Rohmert, W. (2017). Recent developments in job analysis. Florence: Taylor and Francis.
Müller, S. L., Shehadeh, M. A., Schröder, S., Richert, A., & Jeschke, S. (2017). An overview of work analysis instruments for hybrid production workplaces. Ai & Society, 33(3), 425–432. DOI: 10.1007/s00146-017-0757-9
Stewart, G. L., & Brown, K. G. (2020). Human resource management: Linking strategy to practice. Hoboken, NJ: John Wiley & Sons, Inc.
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Published On: 01-01-1970
