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- Are You Ready For Job Analysis?
- Major Questions to Ask
- What is the purpose of the Job Analysis?
- How will the results be used?
- What technique will be employed?
- What data will be collected?
- What resources are available?
- Who will perform the Analysis?
- Purpose of the Job Analysis
- Why is the organization performing the job analysis?
- Is it for:
- Job Descriptions & Classifications
- Selection Procedures
- Worker Mobility
- Training & Development
- Compensation
- Performance Management
- How will the results be used?
- A job analysis is not complete until it is applied to some context
- Who will do this and how will it be applied?
- What Technique Will Be Employed?
- What job analysis technique will be employed and why?
- Job Analysis Interviews
- Observation
- Critical Incident Technique
- Position Analysis Questionnaire
- What data will be collected?
- What type of data will be collected?
- Observations
- Interviews
- Performance Data
- Is this data readily available to the organization?
- What resources are available?
- Is the necessary documentation available to the organization?
- Is the necessary skills required to perform the analysis present within the organization?
- Who will perform the analysis?
- Has someone been identified and released to perform the analysis?
- Is training required?
- Are external providers required?
Before undertaking a job analysis, it is important to understand the advantages and disadvantages of each method and also ascertain whether your organization is ready for job analysis.
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Purpose Served
- How can the data be used?
- Versatility
- Can the same method be used to capture information on a variety of jobs?
- Standardization
- Can the data be readily compared with data collected from other techniques?
- Criteria for Assessing Job Analysis
- User Acceptability
- Do users accept this method as a reliable method of collecting information?
- Training Required
- Is the method easy to use or will training be required? If so, how much and at what cost?
- Sample Size
- What sample size will be required to obtain an adequate analysis of the job?
- Criteria for Assessing Job Analysis
- Off-the-shelf
- Can the method be applied off-the-shelf or does it need to be customized?
- Reliability
- Will the technique generate reliable data?
- Time to Complete
- How long will it take to analyze a job?
- Cost
- How much will it cost to employ the technique?
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Position Analysis Questionnaire
- Amount of Time
- Does not apply or is very incidental
- Under 1/10 of the time
- 1/10 to 1/3 of the time
- 1/3 to 2/3 of the time
- Over 2/3 of the time
- Almost continually
- Position Analysis Questionnaire
- Possibility of Occurrence
- Very limited
- Limited
- Moderate
- Fairly high
- High
- Position Analysis Questionnaire
- Applicability
- Does not Apply
- Does Apply
- Position Analysis Questionnaire
- Advantages
- Can be used to determine the hierarchy of jobs and related compensation structures
- Categorizes jobs into areas which can aid succession or career planning
- Assists in appraising performance
- Identifies the important dimensions of jobs
- Provides validity for ability tests
- Position Analysis Questionnaire
- Disadvantages
- High Level of Reading Ability Required
- Assessing Job Analysis Methods
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- PAQ Areas - Job Context
- The physical and social in which the work is performed
- Stressful Environment
- Personally Demanding Environment
- Hazardous Situations
- PAQ Areas - Relationships With Others
- The relationships with individuals that are necessary to perform the job
- Communicating judgments
- Supervisor related activities
- Exchanging job related information
- Personal contact
- PAQ Areas - Other Job Relationships
- These include
- Non Typical V’s Daily Schedule
- Salary V’s Variable Basis
- Irregular V’s Regular Schedule
- Business Situation
- Job Demanding Events
- Unstructured V’s Structured Work
- Being Responsive to Changing Situations
- PAQ Scales
- Position Analysis Questionnaire
- Extent of Use
- Does not apply
- Nominal/Very Infrequent
- Occasional
- Moderate
- Considerable
- Very Substantial
- Position Analysis Questionnaire
- Importance to the Job
- Does not apply
- Very Minor
- Low
- Intermediate
- High
- Extreme
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Position Analysis Questionnaire (PAQ)
- Six Main Areas
- Information Input
- Work Output
- Mental Process
- Job Context
- Relationships with Others
- Other Job Characteristics
- PAQ Areas - Information Input
- Where and how the employee gets the information required to perform the work
- Interpreting what is sensed
- Using various sources of information
- Watching devices/materials
- Evaluating/judging what is sensed
- Being aware of environmental conditions
- Using various senses
- PAQ Areas - Work Output
- The physical activities, tools and devices that are employed to perform the work
- Using machine/equipment
- General body movements
- Controlling machines/processes
- Skilled/technical activities
- Manual related activities
- Miscellaneous equipment
- Handling activities
- General physical coordination
- PAQ Areas - Mental Processes
- Reasoning, planning, and decision-making activities that are involved in performing the work
- Making decisions
- Processing information
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Collection
- The respondent is requested to describe an incident (usually within the last twelve months) which they did or did not meet their business objective
- They are then asked to describe the background to the incident
- Collection
- The respondent is then asked to describe whether what they did was effective or what was ineffective
- The respondent is then asked for an indication as to when the incident occurred
- Collection - Record Sheet
- Analysis & Categorization
- Themes are identified that are represented by the incidents
- Other individuals are then requested to sort these incidents into content dimensions
- Translation exercises then help to identify incidents that represent different dimensions of the behavior under consideration
- Interpreting & Reporting
- These dimensions are then reported based on the purpose of the analysis
- Critical Incident Technique
- Advantages
- Very Flexible
- Identification of Important Task Components
- Identification of Training Needs
- Critical Incident Technique
- Disadvantages
- Time Consuming
- Incompleteness
- Expert Analysis Required
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- What is a Critical Incident?
- A Critical Incident:
- “The incident must occur in a situation where the purpose or intent of the act seems fairly clear to the observer and where its consequences are sufficiently definite concerning its effects”
- Critical Incident Technique
- General Aims & Objectives
- Identification of the Specific Aim of the Analysis
- Decide whether Observed Behavior relates to the Specific Aim
- Planning
- Determine who will Perform the Observations
- Familiarity with the Activity Observed (e g , Supervisors)
- Training
- Planning
- Groups
- Location & Time
- Person & Conditions
- Behaviors
- Type of Activity & Behaviors
- Relevance & Importance to General Aim
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Observation - Three Main Forms
- Direct Observation
- Behavior Observation
- The Observation Interview
- Direct Observation
- Choose the Job Category that you wish to analyses
- Record Everything
- Direct Observation
- Advantages
- Provides a moderate overview to what a job involves
- Reference Documentation
- Disadvantages
- No indication of the importance of any task
- Not informative on the level of task difficulty
- Behavior Observation
- More specific than direct observation in that it primarily designed to examine the behavior of the jobholder than particular content areas
- Checklist driven outlining critical behaviors to be observed by the analyst
- Behavior Observation - The Checklist
- Categories of behavior to include:
- Meaningfulness to the jobholder being observed
- Degree of Differentiation - distinct behavior categories
- Potential for Change - the extent to which the behavior can be changed in the future through interventions
- Observability - the ability to reliably observe the behavior
- End-driven - the behavior observed should directly relate to the achievement of the purpose of the task performed
- Behavior Observation - Advantages
- Provides a moderate overview to what a job involves
- Reference Documentation
- Behavior Observation - Disadvantages
- No indication of the importance of any task
- Not informative on the level of task difficulty
- The Observation Interview
- Mix between direct observation and interview
- Analyst takes notes or directly asks the jobholder for more information or clarification on aspects of the task that they are performing
- The Observation Interview
- Advantages
- Provides a more detailed overview to what a job involves
- Better indication of the importance of any task and level of task difficulty
- Disadvantages
- Analyst may require training
- Switching between approaches may limit the quality of the data being collected
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
- Duties & Tasks
- Base units of a job is the performance of specific tasks
- Frequency
- Skill
- Complexity
- Duration
- Relationships & Requirements
- Need for Supervision
- Knowledge/Skills/Abilities
- Need for Training
- Minimum Requirements for the Performance of the Task
- Tools & Equipment
- Relationship between the performance of a task and the tools and equipment being employed to perform the task successfully
- State of Equipment
- Availability of Tools
- Protective Clothing
- Environment
- Working Conditions
- Legislation
- Hazardous Material
- Job Analysis Interview
- Structured Interview
- Definite Set of Prepared Questions
- Set the Purpose of the Interview
- Pre-set Questions follow the sequence of activities with which the jobholder’s performs
- Probing Questions by Interviewer to Expand
- Un-Structured Interview
- No Set of Prepared Questions
- Set the Purpose of the Interview
- Ask Interviewee About the Job they Perform
- Probing Questions by Interviewer to Expand
- Advantages
- Very Flexible
- Not Necessarily Job or Task Dependent
- Convenient
- Provides a good overall understanding of a particular job or task
- Disadvantages
- Some Interviewer Training Involved
- Interviewer may not appreciate the sensitivity of some of the information discussed
- Cannot be used effectively for new jobs
- Problems arise in data collation
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
Job
Analysis is the process of examining a job in detail in order to identify its
component tasks. The detail and approach may vary according to the purpose for
which the job is being analyzed.
- Job Descriptions & Classifications
- Selection Procedures
- Job Duties to be performed by candidates
- Minimum Education Requirements
- Interview Questions
- Use of Selection Tests
- Worker Mobility
- Identification of skill levels to perform a particular task
- Identification of skill levels present within existing workforce
- Development of Task-Person Fit Model
- Training & Development
- Identification of skill levels
- Measure the effectiveness of training interventions
- Identify training methods to be employed
- Small Group
- On-the-Job Training
- Computer Based
- Compensation
- Skill Levels
- Compensable Job Factors
- Roles & Responsibilities
- Performance Management
- Identification of clear goals and objectives
- Performance Metrics and Standards
- Evaluation Criteria
- Job Analysis Methodologies
- Four Main Types of Job Analysis
- Data Collected
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
