Job analysis is a systematic process that involves learning about a job and then providing a detailed description of it. The job analysis often includes information such as job duties, or tasks, and competencies identified as critical to successful performance on the job. A more formal definition follows: Show
Job analysis is the systematic identification and documentation of the tasks performed on the job and the competencies required to perform the tasks based on information/data provided by a representative group of job experts. Information in the job analysis must be sufficiently descriptive and detailed to provide an understanding of the job.
City of Los Angeles Personnel Department staff conducts job analyses by interviewing job experts, usually job incumbents and/or supervisors, and having them complete questionnaires. A formal observation of the job may also be conducted as part of the job analysis. In January 2010 the City instituted a Competency Modeling approach to job analysis. A Competency Bank was established. For each class for which Competency Modeling is conducted, those competencies that best separate superior from satisfactory job performance in that class are identified. In this sense, the Competency Model is said to "model" effective performance of the job. Two additional definitions follow:
Thus, although the Competency Modeling approach to job analysis is in many respects parallel to previously used job analysis methods, the final set of competencies in a Competency Model differ in format and content from those produced by job analyses conducted prior to January 2010. Included below is a link to the Competency Bank, which includes the full set of competencies from which each Competency Model is derived, although, as stated, additional competencies may be added for a given class. When reviewing the competencies you will no doubt note that most of them would be very desirable characteristics for performing most jobs. However, as previously mentioned, the goal of the Competency Modeling approach to job analysis is to identify the set of competencies that best distinguish those who perform a given job at a superior level from those who perform it at a satisfactory level, i.e., to "model" effective performance of the job. Also included below, in alphabetical order, are links to the job analyses for classes for which the City has conducted a recent job analysis. For each class you will find links to the tasks, competencies, and, in some instances, a Physical and Mental Activity Form (PAMF). Where included, the PAMF describes the job by indicating the extent to which various physical, mental, and emotional activities are required. This information helps guide medical staff in evaluating individuals for positions. Job Analysis is a systematic process used to identify and determine, in detail, the particular job duties and requirements and the relative importance of these duties for a given job. It allows HR managers to understand what tasks people actually perform in their jobs and the human abilities required to perform these tasks. Job analysis aims to answer questions such as:
A major aspect of job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. For HRM professionals, the job analysis process results feed job design, work structure and process engineering, as well as team and department structure. The data collected informs a multitude of HR policies and processes. For this reason, job analysis is often referred to as the ‘building block’ of HRM. Here are some examples of how the results of job analysis can be used in HRM:
Figure 3.1. This flowchart shows the process of conducting a job analysis. The Job as Unit of AnalysisAny job, at some point, needs to be looked at in detail in order to understand its important tasks, how they are carried out, and the necessary human qualities needed to complete them. As organizations mature and evolve, it is important that HR managers also capture aspects of jobs in a systematic matter because so much relies on them. If HRM cannot capture the job elements that are new and those that are no longer relevant, it simply cannot build efficient HRM processes. Take the job of university or college professor, for example. Think of how that job has changed recently, especially in terms of how professors use technology. Ten years ago, technology-wise, a basic understanding of PowerPoint was pretty much all that was required to be effective in the classroom. Today, professors have to rely on Zoom, Moodle, and countless other pedagogical platforms when they deliver their courses. These changes point to a profound change in the job. It is critical that this change be captured by the organization’s HR department in order for the organization to achieve their educational mission. With this information, departments can now select professors based on their level of technological savvy, develop training programs on various platforms, and evaluate/reward those professors who are embracing the technological shift, etc. Figure 3.2 – This infographic summarizes what the future of work looks like Infographic by Jacob Morgan, https://thefutureorganization.com/evolution-work-explained/While job analysis seeks to determine the specific elements of each job, there are many studies that have looked at how jobs are evolving in general. These mega trends (see Figure 3.2) are interesting because they not only point towards new characteristics of jobs but also towards an acceleration in the rate of change. For example, Artificial Intelligence (AI) has just begun to make its impact on the world of work. In the next decade, many tasks will be replaced and even enhanced by algorithms. Project yourself, if you can, 50 years from now. Do you think that transportation companies will rely on truck drivers? Autonomous vehicles are already a reality, this promises to be incredibly efficient. Do you think that customer service representatives will be required? We are already having conversations with voice-recognition automated systems without realizing it. Let’s push this to more sophisticated jobs: medical doctors. The diagnosis of illness requires a vast amount of knowledge and, in the end, judgment. Who would bet against the ability of computers able to process billions of bits of information per second not to outperform the average doctor? Bottom line: the AI revolution is not coming, it is already here. Determine Information NeededThe information gathered from the job analysis falls into two categories: the task demands of a job and the human attributes necessary to perform these tasks. Thus, two types of job analyses can be performed: a task-based analysis or a skills-based analysis. Task-based job analysisThis type of job analysis is the most common and seeks to identify elements of the jobs. Tasks are to be expressed in the format of a task statement. The task statement is considered the single most important element of the task analysis process. It provides a standardized, concise format to describe worker actions. If done correctly, task statements can eliminate the need for the personnel analyst to make subjective interpretations of worker actions. Task statements should provide a clear, complete picture of what is being done, how it is being done and why it is being done. A complete task statement will answer four questions:
When writing task statements, always begin each task statement with a verb to show the action you are taking. Also, do not use abbreviations and rely on common and easily understood terms. Be sure to make statements very clear so that a person with no knowledge of the department or the job will understand what is actually done. Here are some examples of appropriate task statements:
Competency-based job analysisA competency-based analysis focuses on the specific knowledge and abilities an employee must have to perform the job. This method is less precise and more subjective. Competency-based analysis is more appropriate for specific, high-level positions. Identify the Source(s) of DataFor job analysis, a number of human and non-human data sources are available besides the jobholder themselves. The following can be sources of data available for a job analysis. Figure 3.3.
Determine Methods of Data CollectionDetermining 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.
Evaluate and Verify the DataOnce obtained, job analysis information needs to be validated. This can be done with workers performing the job or with the immediate supervisor, for accuracy purposes. This corroboration of the data will ensure the information’s accuracy, and can also help the employees’ acceptance of the job analysis data. Using the Data to Yield a Job Analysis ReportOnce the job analysis has been completed, it is time to write the job description. These are technical documents that can be very detailed. For example, here is a job analysis report conducted in the US by the Federal Aviation Administration (FAA) within strategic initiatives focusing on four occupations with primary responsibilities for safety and risk data collection, analysis, and presentation: Operations Research Analyst, Engineer, Economist, and Mathematician. In a totally different category of work, here is another one describing the job of Amusement and Recreation Attendant. ReferencesHackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79. What are job analysis characteristics?Job analysis is the qualitative aspect of manpower requirements. It determines the demands of the job in terms of responsibilities and duties and then translates these demands into skills, qualities and other human attributes. It determines the quantum of work which an average person can perform on the job in a day.
What is questionnaire method in job analysis?The Job Analysis Questionnaire (JAQ) is a data collection instrument designed to gather specific information about duties, responsibilities, essential functions, and physical requirements of a particular job and not the person in the job.
Which of the following is a major advantage of the questionnaire method of job analysis?The major advantage of the questionnaire method is that information on a large number of jobs can be collected in a relatively short period of time.
Which of the following is included in a job analysis?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.
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