Job Analysis Form

[ORGANISATION NAME HERE]

JOB ANALYSIS FORM

INTRODUCTION

[Organisation Name] and both XXX and XXX trade unions have adopted a
participative approach to this Job Analysis and Evaluation exercise and all
documentation has been mutually agreed. This process is about collecting and
analysing information about jobs not people; completing this form is the first step in
the process. The form is designed to reflect the key factors used in evaluation and
will be used to help an analyst prepare for a detailed interview with you about your
job. Whatever you write here will be treated in confidence and will not be seen by
anyone not part of the process.

The purpose of the form is to give the job analyst an idea about your job, please
consider all aspects of your job, making sure that all elements are captured. That
will allow the analyst to plan an interview with you which aims to analyse the
demands of the job and the various tasks that you undertake in detail. From that
interview the analyst will prepare a factual report on the job (a role profile) which you
and your line manager will see. You will both be given the chance to comment on
and change the report if information is wrong or incomplete. The agreed report will
then be used to carry out the evaluation.

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[ORGANISATION NAME HERE]

JOB ANALYSIS FORM

GUIDANCE ON COMPLETING THE FORM

You should familiarise yourself with the content of the [Organisation Name]
Job Evaluation and Grading Support Guidance Booklet prior to completing
this form.

Your line manager should allow you sufficient time to complete the form.

You may prefer to begin thinking about your responses away from your
desk, so that you are not interrupted. Consider booking a time slot in your
diary.

If you do not understand, or cannot answer, a section, do not worry or spend

more time on it that you can spare. The contents of the form will be
discussed in depth at your interview.

You must return the form BY E-MAIL to a member of the XXXX team by the
stated deadline.

Whatever you write on this form will be treated in confidence and will not be
seen by anyone who is not part of the evaluation process.

Please remember when completing the form that job evaluation is

about analysing jobs, not the people who carry them out. The
questions refer to your job and not to you.

If you have difficulty in completing the form you can contact XXXX XXXX on
023 123 456.

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[ORGANISATION NAME HERE]

JOB ANALYSIS FORM

PERSONAL DETAILS

Name: Tel No:

Division: Branch:

Official Address:

Job Title:

Length of time
in
present post

PLEASE READ THE REMAINDER OF THE FORM

BEFORE COMPLETING IT

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YOUR POSITION WITHIN [ORGANISATION NAME]

Please construct a simple organisation chart showing your position on it. Include
your line manager(s), confirming officer, work colleagues and staff. Alternatively,
you may already have an organisation chart that you can “cut and paste”. A blank
chart has been inserted below, together with basic instructions.

 To add text to a shape , right-click the shape, click Edit Text, and type the text. Text
cannot be added to lines or connectors in organization charts.
 To delete a shape , right-click on the edge of the shape, click Delete
 To add a shape , select the shape you want to add the new shape under or next to, click
the arrow on the Insert Shape button on the Organization Chart toolbar, and then
click one or more of the following:
Co-worker (Peers / Colleagues).
This places the shape next to the selected shape and connect it to the same Supervisor shape.

Subordinate (Staff that report to you)

This places the new shape below and connect it to the selected shape.

Assistant (e.g. admin support – not within the reporting chain)

This places the new shape below the selected shape with an elbow connector.

PURPOSE AND OBJECTIVES

Please give a brief statement of the purpose of your job role and list your key work
objectives.

     

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MAIN WORK ACTIVITIES

Please list your main work activities as far as possible, placing them in order of
importance. Indicate the frequency of each activity (daily, weekly, monthly) and the
average percentage of time spent on each activity.

Complete as many or as few boxes as necessary.

Any group of related minor activities can be listed together with an appropriate
combined percentage of time.

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KNOWLEDGE AND SKILLS

The knowledge and skills required to do a job come from a combination of

educational qualifications and experience. The aim of this section is to identify the
range of educational qualifications, experience and level of applied skills the role
requires.

Think about writing an advert for your post assuming you are being directly recruited
into your post from outside the Civil Service and answer the following questions:

a) What level of education do you think you would need to do the job effectively
(e.g. GCSEs, BTEC, NVQ, Degree, MBA etc.)?

     

b) What experience would you need, both in terms of the length of time spent, and
the type of work needed to have been done?

     

c) Are there any particular skills and knowledge that you need for the post? Please
also include any specific training which you feel is relevant. For example, must
you be able to type, have 5 years experience in the agency, have excellent
communication skills, organisational skills etc?)

     

CONTACTS AND COMMUNICATIONS

This section covers the contacts and communications that you have with people
inside and outside [Organisation Name] in order to carry out your job effectively. It
includes all business-related communications or interaction, whether conducted face

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to face, by telephone or in writing and is relevant to the job. It examines the
frequency and the purpose of the contact.

You should think about the people you have dealt with over the past twelve months.
We are not concerned about the names of the people that you contact, but their
'level' and the broad reasons for that contact.

The Levels should be categorised as follows:

1. Clerical Administrative Support - (Including individual members of the public)
2. Middle Management - EO to SEO or broadly equivalent in outside
organisations
3. Senior Management - Grade 6 & 7, or broadly equivalent in outside
organisations e.g. Lawyers).
4. Top Management - Senior Civil Service staff, Chief Executive, or equivalent in
outside organisations.

Part(s) of [Organisation Level Frequency Purpose of Contact

Daily, weekly or
Name] you contact monthly etc.
Exclude contacts with
immediate work colleagues
and managers or staff in your
line management chain.

Other Government Level Frequency Purpose of Contact

Departments or daily, weekly or
monthly etc.
Agencies you contact

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External Contacts Level Frequency Purpose of Contact

For example, the press, the public, daily, weekly or
other (non-government) monthly etc.
organisations, etc.

PROBLEMS
In this section we would like you give examples of the type of problems and issues
you have to deal with. Include those which are predominant in your work, of
secondary importance and those only occurring occasionally. Briefly describe the
problem; explain why it is or was a problem and how you worked out solutions.

For example, ‘I am responsible for photocopying. The machine sometimes breaks

down. When this happens I ring the resources team to get if fixed, then depending
on how quickly it can be repaired and how urgent the photocopying is, I either wait,
or go to an external printers'

     

DECISIONS
This section looks at the decision-making aspects of your job role and involves both
the decisions you actually make and the advice you give to others, which allows
them to make decisions. Both are equally important.

OWN DECISIONS
What kind of decisions does the job involve? Are decisions straightforward with a
few choices and clear outcomes, or complex and significant decisions that involve
considering a number of options? Please give four or five examples of the sorts of
decisions you can make and how often this happens. For example, “As a team
leader, I can decide daily how to prioritise and allocate work on my section. If a
member of staff is absent I decide how that work will be covered (occurs weekly on
average).

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ADVICE TO OTHERS (CONTRIBUTIONS YOU MAKE TO DECISIONS MADE BY OTHERS)

The provision of what kind of advice does the job involve, not including advice to
your own staff? Do you provide advice to your line manager, other sections of MCA,
or the Public? Please give four or five examples of the sorts of advice you give and
how often this happens.
For example, 'I advise my line manager on a daily basis about any work
outstanding, such as filing and photocopying. Or
I advise the Chief Executive on key decisions relating to how new legislation will be
implemented. This advice is given monthly, on average.

     

AUTONOMY
This section relates to the level of independent action required of you, assessing the
extent to which you follow clearly defined procedures in carrying out your work, or
operate within broad parameters to achieve results. It will be necessary to establish
just how far the content is defined, whether it is monitored and guided, or if you
operate more independently with broad guidelines.

What guidance is available to you from:

a) Senior officers and specialist advisers?

     

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b) policies and procedures?

     

c) instructions and manuals?

     

d) precedents and practice?

     

MANAGEMENT OF RESOURCES
This section relates to your responsibility for delivering business objectives through
the management of people, finances and other resources.

a) Financial Resources (money and equipment)

What financial resources are you required to manage and control? To what extent
do you have any discretion in managing these resources? Please briefly describe
your main role(s) in managing and controlling financial resources.
For example, “I am responsible for making effective use of my time by prioritising
and planning my work. I am also responsible for making accurate and cost effective
claims for travel and subsistence.”

     

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b) Leadership and Teamworking

This section relates to your responsibility as a team member or leader. Please

describe your responsibilities within the team in which you work.
For example, “I work as part of a small team. I assist others when I can and
participate in team discussions by contributing ideas.” Or
“I am a team leader responsible for motivating my team, encouraging team working
and improving its performance.” Or
“I manage an office that has a number of teams within it. I encourage effective
communications and co-operation between the teams and ensure that they are
focused on delivering business objectives.”

     

c) Nature of Management Role

This section relates to your responsibility for managing or supervising people within
the office or organisation. Please briefly describe your responsibilities for managing
people.
For example, “I do not have any responsibility for staff. I am responsible for my own
area of work.” Or
“I manage and supervise a team of x (number) people. I am responsible for their
staff development, performance appraisal etc.” Or
“I manage x (number) staff across a large geographical area. I am required to
monitor and make improvements to the standards achieved.”

     

IMPACT
Any action or decision is likely to have some impact on [Organisation Name]. This
section examines what impact decisions or actions taken by you will have on the
performance of the agency. It looks at all aspects of performance, including the
impact on [Organisation Name]’s objectives and on any external relationships, such
as those with the public and other organisations. The aim is to assess the overall
level of impact, not extremes, and to focus on the impact of your actions rather than
the decision-making responsibilities which were dealt with earlier.

Please give some examples of ways in which your decisions or actions can usually
impact on your section's and/or [Organisation Name]’s ability to achieve - or exceed
- its aims.
For example, 'If I filed important papers incorrectly then I could cause serious work

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delays whilst I searched for the papers or obtained new copies'. Or
I improve the efficiency and effectiveness of my department / team by drafting
comprehensive procedural guidance which is used by the whole team.

     

ADDITIONAL INFORMATION
Make full use of this space if there are any aspects of your job role which you
consider have not been covered elsewhere in the questionnaire.

     

AVAILABILITY FOR INTERVIEW

In order to assist the planning process, please indicate here any dates on which you
will NOT be available for interview.

Thank you for taking the time and trouble to complete this Job Analysis Form
which is essential to the effective evaluation of the post.

Once completed please e-mail this form to a member of the XXXX Team

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