Job Analysis is the procedure through which you determine the content (purpose, duties, competences, responsibilities) the relationships, the necessary infrastructure and expected competencies of a job.
It answers the questions below:
- What kind of tasks is the job made up of?
- How do the tasks of the job relate to each others and to other functions in the organization?
- What kind of competencies belong to the different tasks of the job?
- What are the responsibilities?
- Who does the employee normally have to interact with? (interfaces of the different positions)
(All this information can be found in the job description that is based on the job analysis)
- What kind of job related knowledge, work experience, competencies does the new employee have to demonstrate to live up to the organizational expectations? (The Job specification, the competency catalogue, the expectation profile, the performance appraisal and compensation all depend on this last group of information) First and last: -the job analysis serves as a base for the job description, the competency catalogue, the expectation profile, the job evaluation, the recruitment, the performance appraisal, the compensation and the development plan.
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<!--[endif]--> What are you searching for while making the job analysis?
- <!--[if !supportLists]-->Job elements that are suitable to identify the job
- The name of the job and its position in hierarchy and how it fits in the overall organization
- <!--[if !supportLists]-->The purpose of the job
- To what extent the job contributes to the achievement of the company goal
- <!--[if !supportLists]--><!--[endif]-->The content of the job
- Work activities belonging to the job
- <!--[if !supportLists]-->Features of the activities belonging to the job
For example: Does the job involve independence, creativity, problemsolving skills, the ability to follow the rules strictly, monotony endurance etc.? - <!--[if !supportLists]--><!--[endif]-->Competence belonging to the job
- <!--[if !supportLists]-->Responsibilities
- Does the job involve creating a network?(Within and outside the organization)
- <!--[if !supportLists]--><!--[endif]-->Conditions that could cause setbacks
- Possible physical and/or psychological burdens: noise, cold/warm, work aloft, stress…etc…)
- <!--[if !supportLists]-->Competencies
- The expectations the new employee should meet (from the viewpoint of the profession and personality,too)
- <!--[if !supportLists]-->Performance considerations
Quantity and quality criteria of the performance. - Environment and equipment needed to achieve high performance
Machines, tools, equipment and work aids used
Steps of the job analysis
- Decision how the organization want to use the results
- Selecting the analysts
- Decision: do we have the human resource to do the task, or do we involve consultants
- Selecting the appropriate method
- Decision: How to communicate the project in the organization
- Train the analysts
Using internal analysts you have to teach them how to use the selected methods. - Inform your associates
Share with them the goals, the whole process and the applied methodology - Allocate the tasks.
- Execution: analyzing the selecting jobs, and preparing the documentation.
- Consolidating the results.
- Implemeting the results into the company procedures according to the goal-setting.
- Job analysis actualization
As changes happen in the organization you have to renew your job analysis.
Methodology- Document-analysis
Analyze the documents of the organization concerning the job. (Organization chart, process chart)
- Interview
In case you are analyzing an existing job you should run structured interview with peoples who are experts: (employees who are working in that position, line managers, those who have a close relationship to the job.
In case your task is to create a new job you have to interview the line manager.
Notice: all interviews should exactly know the goal of the analyses and how the result will be used in the organization later on. Hopefully that way you may expect less distortion.
The interview give flexibility from the one hand, but needs careful preparation from the other hand. - Critical Incident Technique
A technique that identifies those exceptions of job related actions that are the key success and failure factors.
You can combine the technique with the interviews easily. - Questionnaire
We use it when there are many similar jobs in the company and you would like to obtain information from a large number of employees.
We suggest creating a structured checklist, containing closed questions or multiple choice items, because the quality of the answers of an open ended question is not assured. - Observation
- Workday activity log
You observe the worker on the job during a complete work cycle, and you takes notes of all the job activities you observe indicating the time each activity needs.
It is the most helpful when jobs consist mainly observable physical activity.
Be aware about the likely distortion. The employee observed might manipulate his/her job the way, that it seems to be more difficult or more time consuming that it is in the reality.
- Observing the behavior
Above the performance you have to judge the quality of work, and the level of commitment as well. - Participant Diary /Logs
Daily listings made by workers of every activity in which they engage along with the time each activity takes.
By using the method you have to aware of that the employee might exaggerate some activities and underplay others.
As you see, it is better to install several different methods, to make sure a high quality result.
You can use each or one of the suggested technique. There is only one thing you have to keep in mind. Whatever you do, you have to record it.
See you our template:
Job analysis form 1
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