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22+ Job Analysis Examples

Job Analysis Examples

A job analysis is a process of identifying and determining in specifics the particular job duties and requirements, and the relative importance of these said duties for a given job. Job analysis is a name you call a process wherein everyone makes judgments about the data collected on a job. It’s important to be sensitive about that one detail in job analysis: it doesn’t seek to focus on the person doing the job, it focuses on the job being conducted. Although a job analysis can only be done through a series of interviews and questionnaires, the product of the analysis will still be a description or a specification of the job, not of the person.

Job Analysis Form Template

job analysis form template

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  • Editable PDF

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A job analysis will gather and analyze information about the content and the human requirements of a job, as well as the context in which the jobs are performed. You may also check out here  earned value analysis examples & samples . It is used to determine the placement of jobs. A job analysis will define the organization of jobs within a job family.

Free Job Analysis Example

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Job Analysis Gantt Chart Template

job analysis gantt chart template

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Job Analysis Report Template

job analysis report template

  • Apple Pages

Size: 29 KB

Job Safety Analysis Template

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Size: 26 KB

Job Task Analysis Template

job task analysis template

Size: 30 KB

Job Safety Analysis Spreadsheet Template

job safety analysis spreadsheet template

  • Apple Numbers

Size: 33 KB

Job Hazard Analysis Template

job hazard analysis template

Size: 52 KB

Financial Analysis Manager Job Description Template

financial analysis manager job description template

Size: 66 KB

Financial Planning and Analysis Manager Job Description Template

financial planning and analysis manager job description template

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Business Analyst Job Description Template

business analyst job description template

Job Analysis Document Example

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Community Church Job Analysis Example

community church job analysis example

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Things to Remember:

If you miss even one critical information, you could end up not paying an employee correctly, which can lead to employee discontent, or hiring someone who lacks an essential skill needed for performing the job. A job analysis will divide and slowly study each core function imperative for the success of the job.  You may also see  bowtie risk analysis examples . It is helpful in providing an overview of the fundamental requirements of any position in the company.

Furthermore, job analysis will provide

  • a list of the competencies needed to be assessed,
  • examples of behaviors that clarify the competencies,
  • suggestions as to the types of exercises that resemble job situations,
  • suggestions for problem content to be used in the exercises,
  • an indication of the level of proficiency required for the competencies,
  • standards for scoring applicant performance in the exercises, and
  • documentation of job-relatedness of the assessment process (for use in the event of a lawsuit).

In summary, a job analysis is the most comprehensive way to understand the specific “can do” and “will do” components of a job. With its help, you will know to accurately identify job candidates with the highest potential to become high performers. By using a job analysis to build a solid talent selection foundation, you can open your organization to many benefits such as higher customer satisfaction, higher revenue per call, and improved company culture.

Accounting Clerk Job Analysis Example

accounting clerk job analysis example

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Job Analysis Document Summary

job analysis document summary

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The Purpose of Job Analysis

The main purpose of a job analysis is to establish and document the  job relatedness of employment procedures in training, selection, compensation, and performance appraisal.

  • Determining training needs :  A job analysis can be used to analyze training content, assessment tests to measure the effectiveness of training, the equipment that will be used in delivering the training, and the methods of training (in small groups, computer-based, video, or classroom).
  • Compensation :  A job analysis will be used in compensation to identify or determine skill levels, compensable job factors, work environment (such as hazards, attention, and physical effort), responsibilities (such as fiscal or supervisory), and the required level of education (which is indirectly related to salary level).
  • Performance review :  A job analysis can be used in a performance review to identify or develop goals and objectives, performance standards, evaluation criteria, length of probationary periods, duties to be evaluated.

How to Perform a Job Analysis

There are certain steps that you need to follow to successfully create a job analysis. It includes the following:

1. Reviewing the job responsibilities of current employees. 

This step is crucial for you to effectively proceed with the whole process. You must ask actual employees who are doing the job about what they do on the job daily. You might be tempted to ask the HR management or some other senior department for this part, but you’d be surprised at how clueless these people are about the day-to-day functions of the other job positions in the company. You may also see  hazard analysis examples .

After all, we can’t expect them to be the expert in everything except in their jobs. They may see the external, big picture, but they are just as clueless as you are about what goes on in a job they are not handling. The only people who have an inkling about what the work actions and behavior go into the job are the employees who do them.

Once you’ve chosen the people who will be answering questions for you, make sure you make them understand the main purpose of the job analysis, and what exactly it is that you need them to do. Ask them to be thorough with the answers they provide, otherwise, the data you gather for the analysis will not be useful or effective. You may also see  failure analysis examples.

If they start saying job descriptions like “produce monthly reports,” cut them short and ask them exactly what types of reports they make, what technicalities are involved in the job, and what information they need to complete it. Delve deep into the answer given to you until you understand exactly what the employees of that particular job position are dealing with.

Imagine this: if an employee only talks about the superficial parts of his job, you may be inclined to think that whatever it is he does is easy and manageable enough that you start lowering your standards for that position. An applicant comes in, tries to apply, and you hire him without much thinking since you’ve embraced the idea that the job is a no-brainer, not knowing that you simply didn’t take all the information about it. Now, you have an incapable employee in your hands and a job that is far from being done. You may also see  business systems analysis examples.

This is the risk that comes with a job analysis that has been poorly executed. So make sure that you explain it well to your employee, and ask him to describe his daily duties sufficiently. Enough knowledge about it will give your company the right standards by which to judge and inspect the applicants for that position. You will only be able to hire the next qualified employee who has the real talent to do the job.

2. Doing internet research and viewing sample job descriptions online or offline.

Although we will never want to copy another company’s job descriptions, looking at a few of them will help write your own. Of course, even if you and a neighboring company are both in the same industry, and need the same qualifications in employees, it doesn’t necessarily mean that you have the same job descriptions or standards. You need to write it yourself, with only your company and its needs in mind. You may also see  vendor analysis examples.

However, for inspiration, you can find sample job descriptions by searching for “[Job Title] Sample Description” or you can look at job postings for positions companies are currently hiring. You can even reference LinkedIn to study how people describe their accomplishments in a job. This is done to give you an idea of how to phrase your sentences in a way that will be potent for your aim. It can also help make sure that you don’t forget about the tasks and responsibilities you may neglect to include.

3. Analyzing the work, duties, tasks, and responsibilities needed by an applicant for the job.

By doing this, you may discover that not every job in the company is optimized. You may find that some duties are undone and that some projects will do better if moved from one department to another. You may discover that there are some tasks that another job will be able to perform and achieve better, more flattering results. You may also see  training needs analysis examples.

When you’re doing a job analysis, make sure that you look at the needs of the company—always—and at any unassigned or illogical responsibility. Then, start working with the management to add the proper tasks to the proper job analysis. This way, you will be achieving more with your time.

4. Researching and sharing with other companies that have similar jobs.

Companies aren’t always competitors. Sometimes, they’d even be happy to share information about their job descriptions, or even compare your salaries with one another. These types of neighbors will be able to help you figure out what to include in your job description.

5. Articulate the most important outcomes or contributions needed from the position.

Sometimes, we focus too much on the responsibilities that the job entails that we forget to discuss the results we want to achieve from it. Of course, your employees aren’t only working because it’s their job. They are working because they are trying to aim for a result, a product. This is the reason why they have been hired by the company: because they are a means to an end. You may also see  product gap analysis examples.

The more information you can gather, the easier it will be for you to write the actual job description. There’s no need to worry about pretty language. Nobody is looking for a poet around here. You want a functional job description more than anything else. Make sure that it is clear and concise. To help you judge your writing, ask yourself the question “If somebody else read this, would they know what the person in this position does?” If you find yourself answering  yes to that, then you’ve done a great job. Otherwise, there’s still work for you to do.

Legal Assistant Job Analysis Example

legal assistant job analysis example

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Administrative Accounting Job Analysis Example

administrative accounting job analysis example

Size: 514 KB

Job Analysis Formal Document

job analysis formal document

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Job Analysis of a CEO

job analysis of a ceo

Size: 112 KB

Job Analysis Methods

Determining the tasks that each employee performs is not easy. The observer’s perception usually influences direct observation, and this subjectivity can only have a terrible effect on the results of the analysis. The most effective technique, therefore, is to collect information directly from the most qualified incumbents using two preferable methods: direct observation and a structured questionnaire. The following describes the most common job analysis methods:

  • Open-ended questionnaire :  Job incumbents and sometimes their managers fill out questionnaires necessary for the job. The HR department will compile the answers and publishes a composite statement of job requirements. This method will help produce reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources. You may also see  situation analysis examples.
  • Highly structured questionnaire :  These questionnaires will only allow specific responses that are aimed at determining the frequency with which specific tasks are performed, their importance, and the skills they require. The structured questionnaire will also help define a job objectively, which can be useful when analyzing with computer models.
  • Interview :  A face-to-face interview is also a great way for the interviewer to obtain the necessary information he needs from the employee. He will be using predetermined questions with additional follow-up questions based on the employee’s response. This method will work best for professional jobs.
  • Observation :  Employees are directly being observed performing their job tasks, although not always consciously. Observation proves itself a realistic view of the job’s daily tasks and activities and works best for short-cycle production jobs.
  • Work diary or log :  A work diary or log is an anecdotal record that the employee can maintain. It will include the frequency and timing of tasks. He can keep it for an extended period to make sure that enough data is gathered on the subject. The HR department will analyze the logs, identify the patterns so that he can translate them into duties and responsibilities. This method can provide an enormous amount of data. Unfortunately, much of it is difficult to interpret, not job-related, and difficult to keep up-to-date.

Printable Job Analysis Template

printable job analysis template

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Job Task Analysis Example

job task analysis example

Now that you know what a job analysis is and how it can be performed in a company, make sure that you do. It will help open up new opportunities for your company in terms of employee talents and manpower. They are, after all, your greatest resources.

One can never have enough good supply of them. You may also see  cost analysis examples. With the help of the templates that are mentioned in this article, you can make the best analysis you need for your job. Try it out now!

General FAQs

1. what is a job analysis.

A job analysis can be defined as a procedure to identify the content of a job in terms of its activities involved and its attributes. It shows the job requirements needed to perform activities. Job analysis provides information on organizations that helps to determine which applicant/employee is the best fit for specific jobs.

2. Why is Job Analysis important?

It is a process used to collect information about the duties, skills, outcomes, etc. of a particular job. It helps in recruitment and selection, job evaluation, job designing, deciding salaries and compensation, benefits packages, performance appraisal, etc. Most importantly, it assesses the worth of a job and increasing personnel and organizational productivity.

3. What are the benefits of using a Job Analysis?

The benefits of using a job analysis are as follows:

  • Helps managers determine the appropriate compensation package
  • Analyze and decide on benefits and allowances for a job
  • Helps in distributing responsibilities
  • Informs about the hazards involved in a job
  • It makes others aware of where the company stands in the market.

4. Why is a Job Analysis used?

A job analysis aims to study the processes, simplify the methods and establishing time standards for doing work. It also provides information regarding compensation and other benefits, hence improving personnel activities like recruitment, selection, training, etc. This way, you understand where you stand and what you can do to make your company better.

5. What are the components of a Job Analysis?

The following are the components of job analysis:

  • Title of the analysis
  • Job summary and description of each job available
  • Tasks and responsibilities of the employees and other working in the organization
  • Qualifications and skills required
  • Working conditions of the company
  • Salary, benefits and other incentives.

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Performing Job Analysis

This toolkit reviews how job analysis can be used to identify the knowledge, skills and expertise required to effectively perform job assignments, establish criteria for selection and promotions, design objectives for training and development programs, develop the standards for the measurement of performance, and assist with the determination of pay classification levels.

Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents.

Job analysis is often confused with job evaluation, but the two activities are quite different. Job evaluation is the process of comparing a job to other jobs within the organization to determine the appropriate pay rate and is not addressed in this toolkit. See Performing Job Evaluations .

Examples of how an organization may use job analysis data:

  • Workforce planning.
  • Performance management.
  • Recruitment and selection.
  • Career and succession planning.
  • Training and development.
  • Compensation administration.
  • Health, safety and security.
  • Employee/labor relations.
  • Risk management.

Information Collection

Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help make distinctions between jobs:

  • Knowledge, skills and abilities (KSAs) needed.
  • Work activities and behaviors.
  • Interactions with others (internal and external).
  • Performance standards.
  • Financial budgeting and impact.
  • Machines and equipment used.
  • Working conditions.
  • Supervision provided and received.

If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis process by identifying the job family, job duties and tasks of related work. For example:

  • Job family. Grouping of related jobs with broadly similar content.
  • Job. Group of tasks, duties and responsibilities an individual performs that make up his or her total work assignment.
  • Task. A specific statement of what a person does, with similar tasks grouped into a task dimension (i.e., a classification system).

A technical service job family, for example, could be identified as follows:

  • Job family.   Technical Service.
  • Job.  Technical service representative.
  • Task.  Provides technical support to customers by telephone.

Job Analysis Methods  

Determining which tasks employees perform is not easy. The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. The following describes the most common job analysis methods.

  • Open-ended questionnaire Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job. HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources.  See   Job Analysis Questionnaire  and  Job Analysis Template .
  • Highly structured questionnaire These questionnaires allow only specific responses aimed at determining the frequency with which specific tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models.  See   O*NET Questionnaires .
  • Interview In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee's response. This method works well for professional jobs.
  • Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for short-cycle production jobs.
  • Work diary or log A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date.  See   Job Analysis: Time and Motion Study Form .
  • A team of senior managers identifies future performance areas critical to the organization's business and strategic plans.
  • HR assembles panels composed of individuals who are knowledgeable about the organization's jobs (i.e., subject matter experts). These groups may be employees, managers, supervisors, trainers and others.
  • A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on the jobs.
  • The facilitator develops detailed descriptions of each identified competency, including descriptive phrases for clarity.
  • HR rates the competencies, and panel members identify KSAs required to meet them.
  • HR identifies performance standards for each job. The organization must develop and implement selection, screening, training and compensation instruments, or processes that focus on competencies. 

Use of Job Analysis Data

  • Job descriptions and specifications HR uses the job analysis output to develop a job description and job specifications. The job description summarizes and organizes the information for the organization's job-related actions. Generally, the job description and specifications are combined but compartmentalized to enable independent updating as needed. See  How To Develop a Job Description  and  Sample Job Descriptions .
  • Compensation decisions In relation to employee pay practices, job analysis has two critical uses: It establishes similarities and differences in job content, and it helps determine the internal equity and relative worth of like jobs. If jobs have equal content, then the pay established for them will likely be equal. If, on the other hand, job content is perceptibly different, then those differences, along with the market rates, will become part of the rationale for paying certain jobs differently.
  • Selection assessments Job analysis information can also be used as a basis for selecting or developing employment assessments that measure the most critical tasks or KSAs. Some assessments involve work samples that simulate job tasks and require candidates to demonstrate that they can perform these tasks effectively. HR uses job-oriented or task-based job analysis data as a basis for developing these types of assessments because they focus directly on assessing how well job candidates can perform critical work tasks. Other assessment methods focus on measuring KSAs that are required to perform job tasks effectively, such as various mental abilities, physical abilities or personality traits, depending on the job's requirements. See  SHRM Talent Assessment Center .

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How To Conduct an Effective Job Task Analysis in 8 Easy Steps

job analysis assignment example

Identify and interview subject matter experts (SME)

A subject matter expert (SME) is an employee at your company who has been in the role and can understand the industry best practices involved with performing at a high level. This person might be the current employee in the role, the employee’s manager, or someone who started in the role and advanced to a higher position successfully. Ideally, you’ll be able to talk to a few people to understand what the day-to-day activities of the role look like. 

In this phase, simply create a list of primary sources with whom you’d wish to speak. You’ll want to conduct your own research and observations before meeting with these SMEs. 

Observe the job

The next step of the job task analysis is to observe the role yourself. If this role is currently filled, shadow the employee for a day to get a sense of their activities for yourself. What job tasks does the person do during working hours? 

This step may not be possible if your company is working remotely. If you can’t physically shadow someone, ask them to share their calendar with you or if you can attend some of their virtual meetings. Watch for tasks or activities that an employee is performing that they may not be aware are part of the job duties. For instance, if you see someone taking notes in a meeting, but that’s not listed in their job description, record that observation for future reference. 

List the known duties of the role

Responsibilities are broad categories of essential duties that a role requires. Responsibilities can be broken down into job tasks. For instance, “Fulfilling customer orders” is a responsibility; critical tasks within that category include things like printing out shipping labels or packaging orders for shipment. Try to get as granular as possible when it comes to listing job tasks. Keep your statements clear and concise. Highlighting these specific tasks makes it easier to identify knowledge requirements, specify any physical demands, and create a clear picture later on in your job description. 

Create questionnaires for employees

Continue to illuminate the job’s requirements by creating a structured questionnaire for employees to complete. These questionnaires can be used to find out how often someone performs a task, or to assess if there is something in the job description that is irrelevant. 

Alternately, ask your existing employees to complete a skill assessment. Skill assessments are typically used to screen candidates, but current employees can also participate. 

By designing a series of questions from Vervoe’s library of over 300 validated assessments , HR teams can understand which skills are pertinent and relevant to the day-to-day tasks. Use a job title to generate one from scratch using our builder and be prompted with the right skills and questions to use.

Vervoe's popular assessment library

Interview specific workers

Before you start reaching out to your SMEs, review previous job descriptions, onboarding materials, and similar roles advertised at other competitive businesses. This should give you some perspective as to what questions to ask . 

When the time comes to question your SMEs, ask things like: 

  • What are your main 3-5 job responsibilities?
  • How would you describe the successful completion of your daily duties?
  • Tell me about the opportunities for advancement in this role.
  • Do you perform duties that aren’t listed in your job description?
  • How does management support you in this job?
  • Which departments do you regularly communicate with for your duties?

Try to understand how regular or how frequent some of the tasks the SME lists is required. Often, interviews provide a snapshot in time: if your SME is currently experiencing a busy holiday rush, for instance, you may find they’re reporting a specific task more frequently than they would the rest of the year. 

Define tasks and responsibilities

Next, finalize the position’s job tasks and responsibilities. Use the job analysis data from the questionnaires as well as qualitative data from your firsthand observation and SME interviews. Refer to existing documentation, but don’t get too rooted in what already exists. Remember, the goal is to evolve your job descriptions and provide more detail than a candidate would typically see in an employer-branded job posting. 

Verify your findings with current employees

Review your findings with your SMEs and hiring managers to ensure that everyone is aware of how the role has evolved over time. Some managers may not realize, for instance, that in the past an employee in this role took on more responsibility than they should have. 

What may have originally started as an entry-level role in your job descriptions may have since become a more technical one. Likewise, your job analysis may show that more than one person is needed to complete all the duties and responsibilities assigned to the role. Make sure all stakeholders are in alignment with your findings.  

Finalize the job task analysis

The final step in your job analysis is to take the information you have and begin to translate it into meaningful action. Define your employee selection criteria and refine your job descriptions. 

Speak to existing employees about training programs and see if there’s interest in futher skill development. Revisit your compensation and performance evaluation benchmarks to ensure  people are being paid fairly for the work performed. 

A job task analysis can also illuminate new ways to hire. For instance, a skill assessment can be a better predictor of success when task analysis has been completed. Questions in the skill assessment can be designed to replicate specific tasks and responsibilities listed in job descriptions, evaluating whether a candidate is truly capable of doing the job.

Skills assessment question types

[Read more: How Skills Based Hiring Can Transform Your Company ]  

Depending on the availability of your existing employees, as well as whether or not you use an automated skill assessment as part of the questionnaire step, a job task analysis can take as little as three to four days. The time and cost of a job task analysis depend on the complexity of the position. By one estimate, for lower complexity positions, costs range from $6,500 – $25,000 . 

A job task analysis may seem expensive and time-consuming; but, when you consider the costs of making a bad hire or the lost resources that come with high employee turnover, this exercise can prove to be invaluable. By gaining a deeper understanding of the job tasks each employee is responsible for, your organization will be better positioned to create a culture of recognition, productivity, and growth.

Emily Heaslip

Emily Heaslip

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Job Analysis: Meaning, Importance, Components, Methods, Process

Job Analysis: Meaning, Importance, Components, Methods, Process

Job Analysis is an essential part of human resource management. It determines the skills, ability, duties, authority, and accountabilities a job should have. Let’s learn and understand job analysis’s meaning, components, methods, tools, processes, and uses in HRM.

Meaning of Job Analysis

Job analysis is the process of determining and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks that comprise the job and the skills, knowledge, abilities, and responsibilities required of the holder for successful job performance.

Job analysis is studying and collecting information relating to the operations and responsibilities of a specific job.

The information thus collected is analyzed, and the facts about the nature of job working conditions and qualities of an employee can be easily known.

Job analysis defines the jobs within the organization and the behaviors necessary to perform these jobs.

Job Analysis is a systematic exploration, study, and recording of a job’s responsibilities, duties, skills, accountabilities, work environment, and ability requirements.

It also involves determining the relative importance of a job’s duties, responsibilities, and physical and emotional skills.

Definition of Job Analysis

Job analysis gathers and analyzes information about job content, human requirements, and the context in which jobs are performed.

Dessier (2005) defines job analysis as the procedure through which a job analyst determines the duties of different positions of an organization and the characteristics of the people to hire them.

Dale Yoder (1983) defines job analysis as “a process in which jobs are studied to determine what tasks and responsibilities they include, their relationships to other jobs, the conditions under which work is performed, and the personnel capabilities required for satisfactory performance.”

In the opinion of Strauss and Sayles (1977), job analysis consists of two parts, a statement of work to be done (Job description) and the skills and knowledge which must be possessed by anyone filling the job (Job Specification)”.

According to Gary Dessler, “Job analysis is the procedure for determining the duties and skills requirements of a job and the kind of person who should be hired for it.”

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting information relating to the operation and responsibilities of a specific job.”

Job analysis is a systematic way to gather and analyze information about the content and the human requirements of jobs and the context in which jobs are performed.

Job analysis involves collecting data about the performance of the job in an organization.

However, this definition is probably too simplistic when all of the different types of information that must be collected are considered.

For example, the data collected should clearly describe what is required to perform a specific job.

This should include the:

  • Knowledge: Knowledge is the degree to which a job holder must know specific technical material.
  • Skill: Skill is defined as adequate performance on tasks requiring tools, equipment, and machinery.
  • Abilities: Abilities refers to the physical and material capabilities needed to perform tasks not requiring the use of tools, equipment, and machinery. Further, where the job is completed must be considered.

Types of information to be collected by a job analysis are shown below:

  • Work activities.
  • Work-oriented activities.
  • Machines, tools, equipment, and work aids are used.
  • Job-related tangible and intangible.
  • Work performance.
  • Job context.
  • Personal requirement.

Features of Job Analysis

From the definitions in the preceding section, we can list the features of job analysis as follows:

  • Job analysis is gathering relevant information about various aspects of a job and identifying tasks required to be performed as part of it.
  • It approaches systematically defining the role, context, conditions, human behavior, performance standards, and responsibilities of a job.
  • It helps in establishing the job’s worth to an organization. In other words, it measures a job’s value and contribution to the organization’s growth.
  • It establishes job-relatedness, which is crucial for HR decisions involving recruitment, selection, compensations, training, health, and safety.

9 Purpose, Uses, or Objectives of Job Analysis

A sound human resource management practice  dictates that a thorough job analysis should be done, as it may provide a deeper understanding of the behavioral requirements of jobs.

This, in turn, creates a solid basis on which to make job-related employment decisions.

Organizational structure and design

Human resource planning, work simplification, setting up of standards., support for personnel activities, job description, job specification, job classification system, job evaluation and compensation.

By clarifying job requirements and interrelationships among jobs, responsibilities at all levels can be specified, promoting efficiency and minimizing overlap or duplication.

Job analysis is the foundation of forecasting the needs for human resources and plans for such activities as training, transfer, or promotion.

Job analysis information is incorporated into a human resource information system.

Job analysis provides information related to the job, and this data can be used to make the process or job simple.

Work simplification means dividing the job into small parts, i.e., different product lines or process operations, improving production or job performance.

Standard means minimum acceptable qualities, results, performance, or rewards regarding a particular job.

Job analysis provides information about the job, and each standard can be established using this information.

Job analysis supports various personnel activities like recruitment, selection, placement, training and development, wage administration, performance appraisal , etc.

A job description is a job profile that describes the job’s contents, environment, and condition . It is prepared based on data collected through job analysis. It provides information about the activities and duties to be performed in a job.

Job description differentiates one job from another by introducing unique characteristics of each job.

A job specification is another notable objective of job analysis. It includes information about the requirements of skills and abilities to perform a specific task.

It states the minimum acceptable qualifications an incumbent must possess to perform the assigned duty successfully.

The job specification statement identifies the knowledge, skills, and abilities needed to perform that task effectively .

Selection, training, and pay systems are often key to job classification.

Without job analysis information, it is impossible to determine the relationships among jobs in an organization reliably.

Job analysis also provides the required information that is necessary for evaluating the worthiness of jobs.

After preparing the job description and job specification statements, it assists in evaluating actual performance against the predetermined standard. Then the deviation (if any) is found that has taken place during action.

Moreover, it helps establish the value of different jobs in a hierarchical order, comparing jobs to one another.

These, in turn, are valuable in helping managers identify the kinds of employees they should recruit, select, and develop and provide guidance for decisions about training and career development, performance appraisal, and compensation administration.

Strategic Choice of Job Analysis

The following strategic guidelines should be examined when deciding whether to conduct a job analysis;

  • The primary purpose for conducting a job analysis should be specified (such as establishing wage rates or recruiting) to help ensure that all relevant information is examined.
  • The primary purpose of conducting a job analysis should be to input the types of information collected (for example, work activities, machines & tools used, or job context).
  • The purpose of the job analysis, the types of information required, the time & cost constraints, the level of employee involvement & the level of detail desired should be specified before choosing one or more of the available data collection methods .
  • Managers should follow or include the following steps when conducting a job analysis.
  • Determine the purpose of the job analysis.
  • Identify the jobs to be analyzed.
  • Determine the data collection method.
  • Explain the process to employees & involve them.
  • Collect job analysis information.
  • Process the job analysis information.
  • Review & update frequently.
  • The job analysis should be designed so that job descriptions & job specifications can be derived easily.
  • Managers should communicate all relevant information to employees concerning the job analysis to prevent unnecessary uncertainty & anxiety.
  • If major organizational changes occur, managers should consider conducting a job analysis.
  • If major organizations are anticipated, managers should consider conducting a more future-oriented job analysis.

Purposes of Job Analysis

The data collected from the job analysis can be used for three purposes.

Job Description

Job specification, job evaluation.

Job descriptions describe the duties, responsibilities, working conditions, and activities of a particular job. Job descriptions vary in terms of the level of detail provided.

However, several components are present in virtually every job description—for example, the job title, type of summary, and worker requirements.

One valuable source for locating standardized job descriptions is the Dictionary of Occupational Titles (DOT), published by the US Department of labor, providing more than 12,000 occupations. Managers can adapt the standardized job descriptions from the DOT to the specific jobs within their firm.

Job specifications detail the knowledge, skills, and abilities relevant to a job, including the education, experience, specialized training, personal traits , and manual dexterity required. The job specification is important for several reasons.

First, certain jobs have the qualifications required by law.

For example, airline pilots, attorneys, and medical doctors must be licensed. Another type of job specification is based on professional tradition.

For example, university professors must usually hold a Ph.D. or equivalent degree if they are in a tenure track position.

Finally, job specifications might involve establishing certain standards or criteria for successful performance.

The information gathered during a job analysis can be used as input for the organization’s job evaluation system. The job evaluation determines the worth of a particular job to the organization .

This information is primarily used to determine the pay for the job. Thus, employees should be paid more for working more difficult jobs.

7 Components of Job Analysis

A job can be broken into several components and arranged into a hierarchy of work activities. This hierarchy is depicted in the following figure;

Components Of Job Analysis

The smallest practical unit into which any work activity can be subdivided.

An identifiable unit of work activity is is produced by applying a Composite of methods, procedures, and techniques.

An individual performs several distinct tasks to complete a work activity for which he or she is responsible.

The combination of all the duties required of one person performed a job.

A group of positions that are the same enough or their job elements tasks and others to be covered by the same job analysis.

Jobs are combined across organizations based upon the skills, exhaustion, and responsibilities required by the jobs.

A category in which similar cocoons are grouped.

6 Steps or Stages of Job Analysis Process

There are six steps in doing a job analysis process. Let’s look at each of them. The steps are shown in the following figure:

Steps In Job Analysis Process

  • Decide how we will use the information.
  • Review relevant background information
  • Select representative positions
  • Analyze the job
  • Verify the job analysis information.
  • Develop a job description and job specification

Step 1: Decide how we will use the information.

Decide how we will use the information since this will determine the data and how we collect them. Some data collection techniques – like interviewing the employee and asking what the job entails – are good for writing job descriptions and selecting an employee for the job.

Other techniques, like the position analysis questionnaire , do not provide qualitative information for a job description.

Instead, they provide numerical ratings for each job: these can be used to compare jobs for compensation purposes.

Step 2: Review relevant background information

Review relevant background information, such as organization charts, process charts, and job descriptions.

Organization charts show the organization-wide division of work , with titles of each position and interconnecting lines that report to and communicate with whom.

A process chart provides a more detailed picture of the workflow. A process chart shows the flow of inputs to and outputs from the job we analyze in its simplest form.

Finally, the existing job description usually provides a starting point for building the revised job description.

Step 3: Select representative positions

Select representative positions. There may be too many similar jobs to analyze them all. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

Step 4: Analyze the job

Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods.

Step 5: Verify the job analysis information.

Verify the job analysis information with the worker performing the job and with his immediate supervisor. This will help confirm that the information is factually correct and complete.

This review can also help gain the employee’s acceptance of the job analysis data and conclusions by giving that person a chance to review and modify our description of the job activities.

Step 6: Develop a job description and job specification

Develop a job description and job specification.

The job description is a written statement describing the job’s activities and responsibilities and its important features, such as working conditions and safety hazards.

Job specification summarizes the personal qualities, traits, skills, and background required to complete the job. It may be in a separate document or the same document as the job description.

7 Job Analysis Methods

An organization uses different methods to collect information and conduct job analysis.

Observation method

Job performance, work sampling, individual interview, structured questionnaire, critical incident method, diary method.

In this method, the observer observes a worker or a group of workers doing a job. He lists all the duties performed by the worker and the qualities required to perform those duties.

It is a direct method. Direct exposure to jobs can provide a richer and deeper understanding of job requirements than workers’ descriptions of what they do.

Observations alone may reveal little useful information if the work in question is primarily mental.

With this approach, an analyst does the job understudy to get firsthand exposure to what it demands.

With this method, there is exposure to actual job tasks and the jobs’ physical, environmental, and social demands. It is suitable for jobs that can be learned relatively quickly.

Its main limitation is that the employee becomes conscious when the employee’s work is observed. This method is inappropriate for jobs that require extensive training or are hazardous.

Under this method, a manager can determine the content and pace of a typical workday through a statistical sampling of certain actions rather than through continuous observation and timing of all actions.

A manager or job analyst visits each job site and talks with employees performing each job. A standardized interview form is used most often to record the information.

Frequently, both the employee and the employee’s supervisor must be interviewed to understand the job completely. In some cases, a group of experts conducts the interview.

They ask questions about the job, skill levels, and difficulty levels.

They ask questions and collect information, and based on this information, job analysis is prepared.

This method can provide information about standard and non-standard activities and physical and mental work.

In short, the worker can provide the analyst with information that might not be available from any other source. Its main limitation is that workers may be suspicious of interviewers and their motives.; interviewers may ask ambiguous questions.

Thus, the distortion of information is a real possibility.

A survey instrument is developed and given to employees and managers to complete.

The main advantage of this method is that information on many jobs can be collected inexpensively in a relatively short time. This method is usually cheaper and quicker to administer than other methods.

Questionnaires can be completed off the job, thus avoiding lost productive time. Its main limitation is that it is time consuming and expensive to develop.

The rapport between analyst and respondent is impossible unless the analyst is present to explain and clarify misunderstandings.

Such an impersonal approach may have adverse effects on respondent cooperation and motivation .

In this method, the employee is asked to write one or more critical incident that has taken place on the job .

The incident will explain the problem, how it is handled, the qualities required, difficulty levels, etc. The critical incident method gives an idea about the job and its importance.

A critical means important, and an incident means anything which takes place on the job . This method focuses directly on what people do in their jobs, and thus, it provides insight into job dynamics.

But this method takes much time to gather, abstract, and categorize the incidents.

It may be difficult to develop a profile of average job behavior as this method describes particularly effective or ineffective behavior.

Under this method, companies can ask employees to maintain log records or daily diaries, and job analysis can be done based on information collected from the record.

A log record is a book in which employee records /writes all the activities performed by him on the job.

The records are extensive and exhausted and provide a fair idea about the duties and responsibilities in any job.

In this method, the worker does the work himself, and the idea of the skill required, the difficulty level of the job, and the efforts required can be known easily.

Job Analysis Tools

Job Analysis supports all other management activities, including recruitment and selection , training and development need analysis, performance analysis, and appraisal, job evaluation, job rotation, job enrichment and enlargement, the right job-individual, creation, and regulation of entry and exit of talent in an organization.

There are various tools and techniques, such as the O-Net model. PAQ model. FJA model.

F-JAS model and competency model help HR managers to develop genuine job description and job specification data.

Though not very new, a few high-profile organizations use these specialized tools and techniques.

Not very common in use, but once understood, these systematic approaches prove extremely useful for measuring the worth of any job in an organization.

O*Net Model

F-jas model, competency model.

The beauty of this model is that it helps managers or job analysts in listing job-related data for a huge number of jobs simultaneously.

It helps collect and record basic and initial data, including educational, physical, and mental and emotional requirements to some extent.

It also links the compensation and benefits, perks, and advantages to a prospective candidate for a specific job.

FJA stands for Functional Job Analysis and helps collect and record job-related data to a deeper extent. It is used to develop task-related statements.

The technique developed by Sidney Fine and his colleagues helps determine the complexity of duties and responsibilities involved in a specific job.

This work-oriented technique works based on the relatedness of job data, where the complexity of work is determined on a scale of various scores given to a particular job.

The lower scores represent greater difficulty.

PAQ represents the Position Analysis Questionnaire . This well-known and commonly used technique analyzes a job by getting the questionnaires filled by job incumbents and their superiors.

Designed by a trained and experienced job analyst, the process involves interviewing the subject matter experts and employees and evaluating the questionnaires on those bases.

Representing Fleishman Job Analysis System is a basic and generic approach to discovering common elements in different jobs, including;

  • verbal abilities,
  • reasoning abilities,
  • idea generation,
  • quantitative abilities,
  • attentiveness,
  • spatial abilities,
  • visual and other sensory abilities,
  • manipulative abilities,
  • reaction time,
  • speed analysis,
  • flexibility,
  • emotional characteristics,
  • physical strength,
  • perceptual abilities,
  • communication skills,
  • coordination, and
  • movement control abilities.

This model discusses employees’ competencies in knowledge, skills, abilities, behaviors, expertise, and performance.

It also helps understand what a prospective candidate requires at the time of entry into an organization at a particular designation in a given work environment and schedule.

The model also includes basic elements such as qualifications, experience, education, training, certifications, licenses, legal requirements, and a candidate’s willingness.

This technique defines personality dynamics and suggests an ideal job model.

However, it does not discuss the individual competencies, such as intellect, experience, or physical and emotional characteristics of an individual required to perform a specific job.

Different tools can be used in different situations. The selection of an ideal job analysis tool depends upon job analysis needs and objectives and the amount of time and resources.

8 Key Factors in Job Analysis

Task identity, responsibility, working environment, interaction with others, recognition and support, outcomes and performance measures.

Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end, visible to the employee and others.

Employees must see the work results they have produced either independently or as a part of a team .

Employees, who perform repetitive tasks, which offer no challenge, may lose interest and become bored and dissatisfied.

Greater variety can improve interest, challenge, and commitment to the task. Variety means more than simply adding an extra but similar task.

For example, processing different forms would not make the work more meaningful as there would be no extra challenge.

Too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount of variety will differ from person to person and could depend on the level of the position.

Employees need to feel responsible for a significant part of the work they perform, either individually or as part of a team.

Work should be identified, enabling employees to see that they are personally responsible for the successes and failures of their actions.

This goes hand in hand with responsibility. Employees should have some areas of decision-making within the framework of their job.

Autonomy means giving more scope to employees to regulate and control their work.

A job should provide a safe and healthy working environment that is free from discrimination and harassment. It is also important to consider the types of work aids and equipment required to perform the role.

Employees need to understand their reporting relationships.

For example, employees must know to whom they report. It is important to identify the level of interaction that is required with key internal and external customers.

Employees need jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and supervisors.

Jobs should permit relationships between individuals and encourage teamwork; otherwise, the employee can feel isolated, resulting in negative feelings about their work and work environment.

Employees need to know their particular targets and how they relate to the organization’s overall operation. This will involve identifying the outcomes required of the position.

The standard of performance also needs to be identified, along with performance measures. This feedback will provide employees with an equitable capacity for ongoing learning and advancement.

Guidelines for Performing Job Analysis

Before actually analyzing the job, using one or more of the tools we turn to in the following section, keep four practical guidelines in mind.

  • Make the job analysis a joint effort by a human resources specialist, the worker, and the supervisor. The human resource manager might observe the worker doing the job and have the supervisor and worker fill out job questionnaires. The specialist lists the job duties and required human traits based on all that. The supervisor and worker then review and verify the HR manager’s list of the job’s activities and duties.
  • If several employees are doing the same job in different departments, collect job analysis information from employees in different departments, not just one. The way someone with a particular job title spends his time is not necessarily the same from department to department.
  • Make sure the questions and processes are clear to the employees. (For example, some might not know what we mean when we ask about the job’s “mental demands.”) Catch problems early.
  • Use several different tools for job analysis. Generally, try not to rely on a questionnaire but perhaps supplement the survey results with a short follow-up interview. The problem is that each tool has potential drawbacks.

8 Reasons Why Job Analysis In Important For HRM

Planning and organizing of program, obtaining current information, conducting needs research, establishing priorities, collecting job data, preparing job description, developing job specification, maintaining and updating the job description and job specification..

The first step is to plan and organize the job analysis program. Planning is done before gathering data from the employees. It is important to identify the objectives of the job analysis.

Top management support is needed to make job analysis a success . A person is designated as in charge of the program, and required authority and responsibility are assigned.

The schedule of the program and budget estimation is prepared.

Current job design information is collected, and the analyst studies job descriptions, job specifications, processes used, manuals, and organization flow charts.

The analyst determines which manager, the department requires the job analysis.

Research is conducted to determine the purpose of the job analysis and the method used to gather relevant information.

With the help of various related department managers, an HR manager will identify and prioritize the jobs to be analyzed.

The next step is collecting the data related to the job selected for the analysis as they are being performed in the organization.

Using job information obtained from job analysis, a job description is prepared.

It states the full information about the job, including the working conditions, nature of the job, processes, machines, and materials used.

Job specifications are developed using the information given in the job description.

A job specification is a statement regarding the human qualities required to perform a particular job. Such information is used to select the person matching the job requirements.

Once a job description and job specification have been completed and reviewed, a system must be developed to keep them current.

Job and employee requirements may change over time, and accordingly, job descriptions and specifications need to be adapted.

Conclusion: Job Analysis is an essential prerequisite for the effective management

Employee turnover is a severe problem in most industries.

Turnover is harmful because it causes serious inconveniences, high costs, wastage of trained workforce, and reduces morale and motivation. It occurs mainly due to frustration for the following reasons:

  • A mismatch between expectation and reality, like work,
  • A mismatch between the requirements of the job and capabilities,
  • A mismatch between responsibility and compensation.

This mismatch has arisen because the work has not been properly defined, designed, and disclosed.

This leads to the concept of job analysis. F.W. Taylor, the father of Scientific Management , also emphasized conducting and studying each part of the job scientifically to develop the best way of doing a task.

Let us now define a job.

Organizations consist of positions that have to be staffed by the right person.

A job is defined as a collection of duties and responsibilities given to an individual employee. Jobs are important to individuals.

They help determine living standards, places of residence, status, and even one’s sense of self-worth. Jobs are important because they are the vehicles through which work is accomplished.

Job analysis is an essential prerequisite for the effective management of the human resources of an organization . It is the process of gathering relevant information about a job. It specifies the tasks involved in a job and the factors that influence the performance of that job.

As a process, it can produce results with great practical relevance for human resource management .

Job analysis has applications in almost all the HR activities of an organization .

It acts as the basis for decisions involving human resource planning, recruitment and selection, training and development, compensation fixation, job evaluation, performance evaluation , career management , and the health and safety of employees.

The end product of a job analysis is a written description of the actual requirements of the job.

You now have an idea about job analysis. Read through our detailed resources for learning human resource management .

  • How to Measure HR Effectiveness [12 Tools HR Experts Use]
  • Human Resource Planning: Definition, Factors, Process, Barriers
  • Creative Compensation: Non-Monetary, Non-Traditional Compensation
  • Human Resource Management: Meaning, Evolution, Objectives, Philosophy
  • Training and Development: Similarities & Differences in HRM
  • 11 Principles of Human Resource Management
  • Functions of Human Resource Management
  • Recruitment Process: 4 Steps of Recruiting Best Talents
  • 12 Features of Human Resource Management
  • 10 Professional Tips To Write Eye-Catching Resumes
  • HRM Models: 13 Types of Human Resource Management Models
  • Incentives: Types of Short-Term & Long-Term Incentives
  • 12 Common Rating Errors in Performance Appraisals
  • 26 Essential Qualities of a Good Interviewer
  • Green HRM: Definition, Advantages, Green HRM Practices, Policies

What Are The Six Steps Of Job Analysis And Examples?

What Are The Six Steps Of Job Analysis And Examples?

Where should employees be placed to make the most of their abilities and talents ? How can you figure out if your company needs new employees? How can you get rid of positions that aren't needed? How can realistic performance measuring standards be established? How do you identify job openings and make a plan to fill them? A proper and detailed job analysis , on the other hand, can efficiently accomplish all of this.

Managers face the same issues in the day-to-day operations of their companies, where they must successfully and efficiently meet the organizations criteria for human resource recruitment , selection, performance, and satisfaction, as well as reduce and add extra tasks and duties (Juneja, 2021). And there is no way for them to avoid the possibility of being wrong. For them, an efficient and correct procedure of analyzing a specific project is a huge relief. It enables them to keep high-quality staff, measure their performance against realistic benchmarks, analyze their training and development needs, and boost productivity (Juneja, 2021). Lets take a look at the job analysis process and see how it works.

What is Job Analysis?

Job analysis is the rigorous process of acquiring information about a jobs needed duties and the human traits required to perform those duties correctly. The work products of job analysis are job descriptions , which explain the job, and position specifications, which specify the type of person to hire for the job. Job analysis is the process of gathering data about many aspects of a job. It collects and analyses data about job descriptions and specifications. Job analysis could be considered the foundation of human resource management because it serves as the foundation for many HR programming duties. Job analysis is used for:

  • Recruitment - Provides details about the jobs nature to help with recruitment .
  • Selection - Provides information on the knowledge, skills, and abilities needed by those who can do the job well.
  • Training - Provides information on the tasks to be completed and the skills and expertise needed to assist the construction of training programs.
  • Performance evaluation - Provides data on the level of proficiency required for various tasks to set performance criteria.
  • Compensation - Provides the data needed to assess the jobs internal value and compare it to positions in the relevant labor market to determine acceptable compensation and benefit levels.
  • EEO Compliance - Establishes the foundation for deciding whether or not employment practices and choices are relevant to the job.
If, for now, you are at the stage where homework assignments are more pressing than job analysis, or you need extra time on your hands, delegate academic papers to a  essay writing service  with professional academic writers. Experts that are working here help graduate and undergraduate students for years, turning writing challenges into viable solutions. Don't be afraid of deadlines and extensive writing load — delegate your tasks and free time for better job analysis.

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The Job Analysis Steps

The Job Analysis Steps

1. Determine the purpose of conducting job analysis

The purpose should be connected to the organizations success and strategic goal. The fact that jobs are significantly more dynamic than they have ever been is a common justification for performing employment analysis initiatives. The nature of the job is frequently changed by technology and the needs of a competitive environment, necessitating reevaluation. Rapid organizational expansion often necessitates the creation of new types of positions, which require the creation of job descriptions. Other indicators of the necessity for job analysis initiatives could include high turnover or low work satisfaction.

High turnover could imply that positions are underpriced in comparison to the external job market. Because pay decisions are based on job analysis, prior job analysis results may need to be changed (Pearson, 2005). Boring or monotonous work is frequently the cause of low job satisfaction. Job analysis can help you develop new methods to design tasks that are more engaging and demanding.

2. Identify the jobs to be analyzed

After the purpose has been determined, it can be determined which jobs should be included in the job analysis . Time and resource constraints, on the other hand, frequently limit the overall number of jobs that can be included in the process. For example, if the company has a high turnover, the data should be reviewed to determine which divisions are suffering the most problems. The projects direction is determined by this analysis. The same is true if the company is expanding or changing dramatically in only a few places. These are the kind of jobs that are best suited for job analysis.

When a significant number of people are assigned to the same job, it is necessary to decide how many will be included in the project. If the number is large, statistical sampling may be acceptable.

This is also the point in the project when employees and supervisors begin to communicate. They should be informed about the projects goal and given a general overview of the procedure.

3. Review relevant background data

A successful and effective job analysis typically builds on previous work and previously updated data. Examining current job descriptions and organizational charts will supply you with the foundational knowledge you'll need to get started on the project. Understanding the jobs responsibilities and how they fit into the overall work process is aided by workflow analysis .

4. Plan and execute the job analysis project

Planning is the key to a successful venture. A project action plan with project activities and deadlines must be designed and the most applicable data-gathering methodologies. The next part discusses data collection methods.

5. Write the job description and job specifications

Textual work outputs, job descriptions, and job specifications must be developed after the data has been collected and analyzed. Before these documents are finalized, a representative sample of affected employees and their managers should review them. If any changes to the documents are necessary, they should be made, and the required final approvals acquired.

6. Periodic review

Engaging in a systematic periodic evaluation of job descriptions and job specifications is good HR practice . Many companies employ a rotating process, in which a component of the organization is reviewed each year, with the entire organization being reviewed once every three, four, or five years. Managers in the organization section that is being reviewed are required to verify the accuracy of the job descriptions and job specifications during the evaluation. If managers identify that job descriptions are out of date, the job analysis assessment includes those descriptions. In addition, for review, a random sample of employment is supplied.

What to Collect during Job Analysis?

  • Job Content
  • Job Context
  • Job Requirements

a. Job Content

It offers details about the numerous job tasks that are part of a specific job. It is a detailed list of tasks that an employee must complete during their employment. A job analyst will need to gather the following information:

  • Duties of an employee
  • What an employee does
  • Machines, tools, and equipment to be used while performing a specific job
  • Additional tasks involved in a job
  • Desired output level (What is expected of an employee?)
  • Type of training required

The content varies depending on the job type of a certain division or department. A factory workers job content, for example, would be completely different from that of a marketing professional or HR employee.

b. Job Context

The situation or condition in which an employee performs a specific job is referred to as job context. The following information will be gathered:

  • Working Conditions
  • Risks involved
  • Whom to report
  • Who all will report to them
  • Physical and mental demands

Data collected in this category, like job content, can change depending on the type of position in a particular division or department.

c. Job Requirements

These are the basic yet specific qualifications that an applicant must meet to be considered for a certain position. The following information is to be gathered:

  • Basic information or knowledge required to complete a job properly
  • Communication skills, IT skills, operational skills, motor skills, processing skills, and so on are all examples of specific talents.
  • Aptitude, thinking, manipulative talents, handling abrupt and unexpected events, problem-solving ability, mathematical abilities, and so on are all examples of personal abilities.
  • Degrees, diplomas, certifications, and licenses are examples of educational qualifications.
  • Personal characteristics include adaptability to various environments, endurance, willingness, work ethic, passion to learn and understand things, behavior toward coworkers, subordinates, and seniors, sense of belonging to the organization, etc.

The specifications would differ depending on the job. The type of employment, title determines them, pay grade, and obligations and hazards associated with the position.

Milton Jack is a Business Consultant at Industrial Psychology Consultants (Pvt) Ltd, a business management and human resources consulting firm.

LinkedIn: linkedin.com/in/milton-jack-9798b966

Phone: +263 242 481946-48/481950

Mobile: +263 774 730 913

Email: [email protected]

Main Website: www.ipcconsultants.com

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Job Analysis of the Office Manager - Assignment Example

Job Analysis of the Office Manager

  • Subject: Human Resources
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What are the six steps of job analysis and examples?

MILTON JACK

Where should employees be placed to make the most of their abilities and talents? How can you figure out if your company needs new employees?

How can you get rid of positions that aren’t needed? How can realistic performance measuring standards be established?

How do you identify job openings and make a plan to fill them? A proper and detailed job analysis , on the other hand, can efficiently accomplish all of this.

Managers face the same issues in the day-to-day operations of their companies, where they must successfully and efficiently meet the organization’s criteria for human resource recruitment , selection, performance, and satisfaction, as well as reduce and add extra tasks and duties (Juneja, 2021).

And there is no way for them to avoid the possibility of being wrong. For them, an efficient and correct procedure of analysing a specific project is a huge relief.

It enables them to keep high-quality staff, measure their performance against realistic benchmarks, analyse their training and development needs, and boost productivity (Juneja, 2021). Let’s take a look at the job analysis process and see how it works.

What is Job Analysis?

Job analysis is the rigorous process of acquiring information about a job’s needed duties and the human traits required to perform those duties correctly.

The work products of job analysis are job descriptions , which explain the job, and position specifications, which specify the type of person to hire for the job.

Job analysis is the process of gathering data about many aspects of a job. It collects and analyses data about job descriptions and specifications.

Job analysis could be considered the foundation of human resource management because it serves as the foundation for many HR programming duties. Job analysis is used for:

Recruitment – Provides details about the job’s nature to help with recruitment .

Training – Provides information on the tasks to be completed and the skills and expertise needed to assist the construction of training programs.

Performance evaluation – Provides data on the level of proficiency required for various tasks to set performance criteria.

Compensation – Provides the data needed to assess the job’s internal value and compare it to positions in the relevant labor market to determine acceptable compensation and benefit levels.

EEO Compliance – Establishes the foundation for deciding whether or not employment practices and choices are relevant to the job.

The Job Analysis Steps

1. determine the purpose of conducting job analysis.

The purpose should be connected to the organisation’s success and strategic goal. The fact that jobs are significantly more dynamic than they have ever been is a common justification for performing employment analysis initiatives.

The nature of the job is frequently changed by technology and the needs of a competitive environment, necessitating reevaluation.

Rapid organisational expansion often necessitates the creation of new types of positions, which require the creation of job descriptions.

Other indicators of the necessity for job analysis initiatives could include high turnover or low work satisfaction.

High turnover could imply that positions are underpriced in comparison to the external job market.

Because pay decisions are based on job analysis, prior job analysis results may need to be changed (Pearson, 2005).

Boring or monotonous work is frequently the cause of low job satisfaction. Job analysis can help you develop new methods to design tasks that are more engaging and demanding.

  • Identify the jobs to be analysed

After the purpose has been determined, it can be determined which jobs should be included in the job analysis .

Time and resource constraints, on the other hand, frequently limit the overall number of jobs that can be included in the process.

For example, if the company has a high turnover, the data should be reviewed to determine which divisions are suffering the most problems.

The project’s direction is determined by this analysis.

The same is true if the company is expanding or changing dramatically in only a few places. These are the kind of jobs that are best suited for job analysis.

When a significant number of people are assigned to the same job, it is necessary to decide how many will be included in the project. If the number is large, statistical sampling may be acceptable.

This is also the point in the project when employees and supervisors begin to communicate. They should be informed about the project’s goal and given a general overview of the procedure.

3. Review relevant background data

A successful and effective job analysis typically builds on previous work and previously updated data.

Examining current job descriptions and organisational charts will supply you with the foundational knowledge you’ll need to get started on the project. Understanding the job’s responsibilities and how they fit into the overall work process is aided by workflow analysis .

  • Plan and execute the job analysis project

Planning is the key to a successful venture. A project action plan with project activities and deadlines must be designed and the most applicable data-gathering methodologies.  The next part discusses data collection methods.

5. Write the job description and job specifications

Textual work outputs, job descriptions, and job specifications must be developed after the data has been collected and analysed.

Before these documents are finalised, a representative sample of affected employees and their managers should review them. If any changes to the documents are necessary, they should be made, and the required final approvals acquired.

  • Periodic review

Engaging in a systematic periodic evaluation of job descriptions and job specifications is good HR practice .

Many companies employ a rotating process, in which a component of the organization is reviewed each year, with the entire organisation being reviewed once every three, four, or five years.

Managers in the organisation section that is being reviewed are required to verify the accuracy of the job descriptions and job specifications during the evaluation. If managers identify that job descriptions are out of date, the job analysis assessment includes those descriptions. In addition, for review, a random sample of employment is supplied.

What to Collect during Job Analysis?

  • Job Content
  • Job Context
  • Job Requirements

a. Job Content

It offers details about the numerous job tasks that are part of a specific job. It is a detailed list of tasks that an employee must complete during their employment. A job analyst will need to gather the following information:

  • Duties of an employee
  • What an employee does
  • Machines, tools, and equipment to be used while performing a specific job
  • Additional tasks involved in a job
  • Desired output level (What is expected of an employee?)
  • Type of training required

The content varies depending on the job type of a certain division or department. A factory worker’s job content, for example, would be completely different from that of a marketing professional or HR employee.

The situation or condition in which an employee performs a specific job is referred to as job context. The following information will be gathered:

  • Working Conditions
  • Risks involved
  • Whom to report
  • Who all will report to them
  • Physical and mental demands

Data collected in this category, like job content, can change depending on the type of position in a particular division or department.

c. Job Requirements

These are the basic yet specific qualifications that an applicant must meet to be considered for a certain position. The following information is to be gathered:

  • Basic information or knowledge required to complete a job properly
  • Communication skills, IT skills, operational skills, motor skills, processing skills, and so on are all examples of specific talents.
  • Aptitude, thinking, manipulative talents, handling abrupt and unexpected events, problem-solving ability , mathematical abilities , and so on are all examples of personal abilities.
  • Degrees, diplomas, certifications, and licenses are examples of educational qualifications.
  • Personal characteristics include adaptability to various environments, endurance, willingness, work ethic, passion to learn and understand things, behavior toward coworkers, subordinates, and seniors, sense of belonging to the organisation, etc.

The specifications would differ depending on the job. The type of employment, title determines them, pay grade, and obligations and hazards associated with the position.

Milton Jack is a business consultant at Industrial Psychology Consultants (Pvt) Ltd, a business management and human resources consulting firm.

LinkedIn: linkedin.com/in/milton-jack-9798b966

Phone: +263 242 481946-48/481950

Mobile: +263 774 730 913

Email: [email protected]

Main Website: www.ipcconsultants.com

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HUMAN RESOURCE MANAGEMENT - Sample Job Analysis Report

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Job analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job. The main purpose of conducting job analysis are:

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Job Analysis Assignment

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The merger of Interclean and Envirotech has brought on a new outlook and perspective for the industrial cleaning service industry. The merger will reveal a new strategic plan and change the focus for Interclean. These changes will require changes in job assignments and well as changes in job descriptions. There will be six new positions to fill by someone from Interclean or Envirotech. The positions available are: Vice President of Sales, sales manager, and outside sales representatives.

These positions will have detailed job descriptions. The positions will be filled using some of the selection methods discussed in Chapter 7 Managing Human Resources. The different methods will help the hiring team choose the individual who will be the best fit for the position. “Job analysis is the foundation for forecasting the need for human resources as well as plans for such activities as training, transfer, or promotion” (Cascio, 2005). Training for employees requires a well staffed and job knowledgeable human resources team. The teams will be in charge of making sure all aspects of the jobs are outlined.

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Jobs change every day so it is up to the human resource staff to keep the descriptions up to date. In chapter five Cascio makes a statement, “What you learn today you’ll use on the job tomorrow” was used to say training an employee can be very costly to the company. Paying attention to what is being taught will be very valuable to the individual when released from training. The human resources team is also in charge of creating and planning the career path for positions within the company or organization. According to the reading without an understanding of the jobs available and how they relate to other obs, creating a career path is impossible. Human resources have to make sure the company is in compliance with the ADA and EEOC. This is important when creating different jobs writing the description. “A job description clarifies work functions and reporting relationships, helping employees understand their jobs” (HR Guide to the Internet, 2000). Having detailed job descriptions will help the individual have a better understanding of what their job requires. This will let the applicant know what skills they need to acquire and what to expect for the job available. Writing a proper job description is important.

There are some items that should be included to make the description clear and concise. All job descriptions should include: position identification, position summary, primary duties, supervision, job requirements, physical requirements, and work environment (Wick, 2007). Each of the items listed will guarantee a detailed job description. According to Casey Wick, “Position identification begins with the title. ” The title should be very simple not to imply the position is something more than what it is. The position summary gives a brief overview of the job and the duties required for the position.

The primary duties cover the work that should be completed for a specific job. Supervision exercised will basically state the individual will work under supervision. According to Wick this will be mentioned in the job description section. There are two different types of job requirements, minimum requirements and preferred requirements. “The minimum qualifications define the lowest level of qualifications necessary to perform primary duties” and “preferred qualifications are additional skills, knowledge, and abilities which would make and individual ideal for a position” (Wick, 2007).

The work environment must be acknowledged prior to hire as required by law. The employee should know about all work conditions. The selection process for choosing the best fit for the company is very important. There are several different ways to help make this decision easier. Chapter seven discusses common methods used by businesses to help choose the new hire. Common methods used are applications, interviews, drug testing, assessment testing, and resumes. All of these methods will help the employer get to know the individual better. The selection methods used at Interclean are applications, interviews, and drug testing.

At Interclean, six positions are available. Since the merger some changes have been made with organization. These six positions will be filled by current employees at Interclean and Envirotech. The first position is VP of Sales. Jim Martin will remain in this position because he is going to work hard to help the company achieve its new vision. He will be a great team leader because he puts the customer first to make sure all of their needs are met. He is very knowledgeable about the cleaning services industry and does whatever it takes to complete sales. The sales manager is going to be Tom Gonzalez.

Tom has excellent leadership skills. He has been in the industry for 25 years and he knows what customer loyalty is. Tom has created relationships with his customers that are long term. This shows how hard he works to make sure everyone is satisfied. This is the type of dedication needed at Interclean. Susan Burnt has been selected for one of the outside sales representative position. She is familiar with the work ethics of Interclean. She has worked under the supervision of David Spencer. She has been very successful with all sales accounts she has worked. She has been cross trained in all areas of the company.

She is aggressive and closes all sales with excellent customer service. Eric Borden will receive an outside sales representative position also. He has great customer service skills and has proved to be a hard worker. He has been a team leader and will assist with any task. He works well with coworkers and is very knowledgeable and up to date with the cleaning industry. The fourth position of outside sales will be filled by Ving Hsu. Ving is very knowledgeable when it comes to the cleaning industry. He knows how to relay the updates to the employees so that everything is understood.

He is a trainer to his colleagues and a problem solver for the customers. He has built a strong customer base, and they if there is a problem, Ving will solve it. He is highly respected at Envirotech and will contribute all of his knowledge and at Interclean. The last position of outside sales will be filled by Terry Garcia. Terry has some of the same qualities as Ving. She is very educated and a good communicator. She has the ability to be cross trained in other areas of the company. This company is going to be in compliance with all laws to ensure we are operating properly.

The company is going to be well rounded and diverse. References Cascio, Wayne F. (2005). Managing Human Resources Chapter 5. Retrieved from University of Phoenix. Cascio, Wayne F. (2005). Managing Human Resources Chapter 7. Retrieved from University of Phoenix. HR Guide to the Internet (2000). Job Analysis: Job Descriptions. Retrieved November 25, 2008, from http://www. job-analysis. net/Go51. htm Wick, C. (2007, July). Setting the Stage: Writing Job Descriptions that Work. Executive Housekeeping Today, 29(7), 9-11. Retrieved November 30, 2008, from Business Source Complete database.

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  1. Job Analysis: A Practical Guide [Free Template]

    The job analysis process is about breaking down the job into smaller work units, including duties, tasks, activities, and elements ( Morgeson, Brannick & Levine, 2020 ), as in the job analysis example in the table below. Then, it's about identifying the building blocks of the job based on these smaller units of work.

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  4. What Is Job Analysis (With Importance and Example)

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    Finalize the job task analysis. The final step in your job analysis is to take the information you have and begin to translate it into meaningful action. Define your employee selection criteria and refine your job descriptions. Speak to existing employees about training programs and see if there's interest in futher skill development.

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