Module 1

UNIT -1
JOB ANALYSIS
Dr.Prakash S Alalageri-B.I.E.T-MBA-2019
Recruitment and Selection
 Recruitment is a process of searching out the potential
applicants and inspiring them to apply for the actual or
anticipated vacancy.
 Selection is a process of hiring employees among the
shortlisted candidates.
 Recruitment is the process of finding and placing the
right candidate for the vacant post.
 Selection means picking up the best candidate from

the list of applicants for the job.
The activities involved in the recruitment
 Analyzing job requirement
 Advertising the vacancy
 Attracting candidates to apply for the job
 Managing response
 Scrutiny of applications
 Shortlisting candidates
 Making decisions regarding selection
Activities involved in Selection
 Screening
 Eliminating unsuitable candidates
 Conducting the examination like aptitude test,
intelligence test, performance test, personality test etc.
 Interview
 Checking References
 Medical Test
Basis Recruitment Selection
Meaning It is an activity of establishing It is a process of picking up more

contact between employers and competent and suitable employees.
applicants.
Objective It encourages large number of It attempts at rejecting unsuitable

Candidates for a job. candidates.
Process It is a simple process. It is a complicated process.
Hurdles The candidates have not to cross Many hurdles have to be crossed.
over many hurdles.
Approach It is a positive approach. It is a negative approach.
Sequence It proceeds selection. It follows recruitment.
Economy It is an economical method. It is an expensive method.
Time Less time is required. More time is required.

Consuming Dr.Prakash S Alalageri-B.I.E.T-MBA-2019
Job description
 Job Description is basically a list of duties &
responsibilities required to perform a particular job. It
generally contains the following information.
 Job title
 Department /location where the job is to be based
 Who the job-holder is responsible to
 Who they are responsible for
 Job summary (the overall purpose of the job)
 Main duties and tasks
Job Specification
 Job Specification is a statement which tells us minimum
acceptable human qualities which helps to perform a job. It is a
written statement of educational qualifications, specific
qualities, level of experience, communication skills required to
perform a job.
 A job specification has the following components
 Total Experience: It includes the total number of years of
experience required to perform the job.
 Education Qualification: It includes what degree, training or
certification required for the job.
 Required Skills: This section includes physical, emotional,
technical, and communication skills required performing a job
and also including responsibilities involved in a job.
 A job specification describes the knowledge, skills,
education, experience, and abilities you believe are
essential to performing a particular job.
 Job description and job specification are two integral
parts of job analysis. They are the written documents
helps both employer & employee to understand the job
requirement. These documents are very important to
find the best FIT for the available job.
JOB DESCRIPTION
Post Title: Director/Service/Sector Office Use

Grade: Workplace: JE ref:
HRMS ref:
Responsible to: Date: Manager Level:
Job Purpose:
Resources Staff
Finance
Physical
Clients
Duties and key result areas:
The duties and responsibilities highlighted in this Job Description are indicative and may vary over time. Post holders are expected to undertake other duties
and responsibilities relevant to the nature, level and extent of the post and the grade has been established on this basis.
Work Arrangements
Transport requirements:
Working patterns:
Working conditions:
c
 Job analysis is “identification of the specific activities
performed in a job and the characteristics of the person,
the work situation, and the materials or equipment
necessary for performing the job effectively.”
 It is the “systematic collection and recording of information
concerning the purpose of a job, its major duties, the
conditions under which it is performed, the contact with
others that performance of the job requires, and the
knowledge, skills and abilities needed for performing the
job effectively.” It, thus, identifies contents of the job (job
description) and characteristics of the persons (job
specifications) who will perform those jobs
Job description example
 Job title :Waiter
Location :Davanagere
 Reports to :Restaurant manager
Responsible for :Waiting staff
 Job summary
 To deliver excellent customer service to all customers both face-to-face
and on the telephone
 Job tasks
 To provide excellent service to all customers in line with company
standards
 To take orders and look after the needs of the customers showing a ‘can
do’ attitude at all times
 To process all orders to the kitchen and bar
 To serve the required food and drink to the customers
 To provide accurate bills and take correct payment for the tables you are
serving
 To work as part of a team with all staff to meet the department objectives
 To take responsibility for own personal development in line with the
annual performance objectives
Job description for marketing manager
 Experience
 •10 years of progressively more responsible positions in MARKETING ,
preferably in a similar industry in two different firms.
 •Experience supervising and managing a professional staff of seven.
 Education
 Bachelors Degree in Marketing or a related field required.
 •Masters in Business or Marketing preferred .
 Required Skills, Knowledge and Characteristics
 These are the most important qualifications of the individual selected as the
marketing manager.
 •Strong effective communicator.
 •Highly developed, demonstrated teamwork skills.
 •Ability to coordinate the efforts of a large team of diverse creative employees.
 •Demonstrated ability to increase productivity and continuously improve
methods, approaches, and departmental contribution. Commitment to
continuous learning.
 •Expert in Internet and social media strategy with a demonstrated track record.
 Demonstrated effectiveness in holding conversations with
customers, customer evangelism, and customer-focused product
development and outreach.
 Demonstrated ability to see the big picture and provide useful
advice and input across the company.
 Ability to lead in an environment of constant change.
 Experience working in a flexible, employee empowering work
environment. Structured or large company experience will not
work here.
 Familiarity and skill with the tools of the TRADE in
MARKETING including PR, written communication, website
development, market research, product packaging, Microsoft
software suite of products, visual communication software
products, and creative services.
 Experience managing external PR and communication consulting
firms and contractors.
 Experience in the global marketplace is a plus.
 High Level Overview of Job Requirements:
 The selected marketing manager must be able to perform
effectively in each of these areas:
 Researching and evaluating new product opportunities, demand
for potential products, and customer needs and insights.
 Overall marketing strategy and execution of plans for the existing
products.
 Working with product development teams to manage new
product development.
 Managing launch campaigns for new products.
 Managing distribution channels for products.
 Ensuring effective, branded marketing communications
including the company website, print communication, and
advertising.
 Managing media and marketing staff and external PR agencies.
 Analysis of the effectiveness of all marketing efforts.
Job analysis aims to answer questions such as:
 Why does the job exist?
 What physical and mental activities does the worker
undertake?
 When is the job to be performed?
 Where is the job to be performed?
 How does the worker do the job?
 What qualifications are needed to perform the job?
JOB ANALYSIS
 Definition : The process of studying the job in order to
gather, analyse, synthesis and report information about the
job requirements.
 A purposeful, systematic, process for collecting
information on the important work related aspects of a job.
 Job Analysis is a systematic exploration, study and
recording the responsibilities, duties, skills,
accountabilities, work environment and ability
requirements of a specific job.
 It also involves determining the relative importance of the
duties, responsibilities and physical and emotional skills
for a given job.
 Breaks the job in to duties and tasks
 Work related aspects includes :
 Work activities – what worker does, how, why and
when these activities are conducted.
 Tools and equipment's used in performing work
activities
 Context of the work environment, such as work
schedule or physical working conditions Requirements
of personnel performing the job such as knowledge ,
skill and abilities (KSA’S), or other personal
characteristics.
What Does Job Analysis Involve ?
 The process of job analysis involves in-depth investigation in
order to control the output, i.e., get the job performed
successfully.
 Determining particulars about a job including job title, job
location, job summary, duties involved, working conditions,
possible hazards and machines, tools, equipment and materials
to be used by the existing or potential employee.
 These include establishing the levels of education, experience,
judgment, training, initiative, leadership skills, physical skills,
communication skills, responsibility, accountability, emotional
characteristics and unusual sensory demands.
Importance of Job Analysis
 The details collected by conducting job analysis play
an important role in controlling the output of the
particular job.
 To create and establish a perfect fit between the job
and the employee.
 Job analysis also helps HR managers in deciding the
compensation package and additional perks and
incentives for a particular job position.
 The process forms the basis to design and establish the
strategies and policies to fulfil organizational goals
and objectives.
 The managers get to know whom to hire and why.
They can fill a place with the right person.
Purpose of Job Analysis
 Whereas the job description focuses on the activities
involved in carrying out a job,
 Job specification looks at the qualities of the person
performing the job.
A job specification is a list of the knowledge, skills,

abilities, and other characteristics (KSAOs) that an
individual must have to perform the job.
 Job specifications should reflect the unique requirements
of the job.
Methods of job analysis
1) Job analysis questionnaire
2) Job analysis interviews,
3) Task analysis inventory,
4) Position analysis questionnaire,
5) Subject expert workshops,
6) Critical incident technique,
7) F1eisclumann job analysis survey,
8) Functional job analysis,
9) Job element method,
10) Repertory grid.
JOB ANALYSIS METHODS.
 JOB ANALYSIS INTERVIEWS:
 Consists of a trained analyst asking questions about
the duties and responsibilities, KSAs required and
equipment and conditions of employment for a job or
a class of jobs.
 Job analysis data is collected through interviews are
typically obtained through group or individual
interviews with incumbents or supervisors.
 A key assumptions of the method is that participants
are thoroughly familiar with the job being studied.
 Interview may be structured or unstructured.
 Reasons for interview :
 To collect job information like; job tasks that will
serve as basis for developing other job analysis
measures like questionnaire.
 Means for clarifying or verifying information collected
previously through other job analysis methods.
 To serve as a method for collecting relevant job data
for developing a selection system.
 Does and don'ts
JOB ANALYSIS INTERVIEW QUESTIONS INCLUDES
QUESTIONS AS FOLLOWS:
1. Interview information
• Name of Employee:
• Job Title:
• Job Analyst:
• Department:
• Date:
2. Job introduction
• Describe: location of job and, if necessary or appropriate.
3. Job purpose:
• What is the essence of work in your position? What is the job’s overall
purpose?
4. Job duties
• What are the main duties and responsibilities of your position?
• Describe your duties in the following categories: daily duties, periodic duties,
duties performed at irregular intervals
• How long do they take?
• How do you do them?
• Are you performing duties not presently included in your job description?
Describe.
• Do you use special tools, equipment, or other sources of aid? If so, list the
names of the principal tools, equipment, or sources of aid you use.
• Describe the frequency and degree to which you are engaged in such activities
as: pushing, throwing, pulling, carrying, sitting, running, kneeling, crawling,
reaching, climbing…
5. Job criteria / results
• How would you define success in your work?
• Have work standards been established (errors allowed, time taken for a
particular task, etc.)? If so, what are they?
• Describe the successful completion and/or end results of the job.
6. Records and Reports
• What records or reports do you prepare as part of your job?
• Who do you have to send these reports?
7. Supervisor
Limitations of job analysis interview
 Lack of standardisation
 Limited possibilities for large number of respondents.
 If covering the wide geographical area.
 Skill and procedures used by the analyst determine the
utility
 Great deal of time and cost
 High skilled interviewer
 Distortion of the information
 Not to be relied as the sole method.
Job Analysis Questionnaire
 Handles some of the problems of job analysis
interview
 Questionnaire administered where the respondents are
required to judge the information given in the
questionnaire
 The questionnaire lists the job information such as;
 Activities, tasks, tools equipment used to perform the
job, working conditions, KSA’s
 JAQ PURPOSE AND INSTRUCTIONS

University Of Houston
Job Analysis Questionnaire
The purpose of the study is to obtain current information on your job based on a review of job duties and
responsibilities.
Because you know your duties and responsibilities better than anyone else, we need your help to get an
accurate description of your job. We are asking you to complete this questionnaire that asks for
information about your job duties. The questionnaire does not ask about your job performance; only what
your job requires you to do.
Please complete this questionnaire as honestly, completely and accurately as you can. Base your
answers on what is normal to your current job, not special projects or temporary assignment duties,
unless these tasks are a regular part of your job. This questionnaire needs to cover many jobs, so the
questions are not specifically about your job. However, you should be able to compare your job duties to
the examples given. If two answers seem to fit your situation, just check the one that works best. When
answering the questions, imagine you are describing what you do to a neighbor, friend or to someone just
hired for your position.
Your supervisor and manager will also be asked about your job, but they will not be allowed to change
your answers. We appreciate your active participation in this important study. If you have questions,
please feel free to ask your supervisor or division administrator.
Please return this questionnaire to your supervisor.
A. EMPLOYEE DATA (PLEASE PRINT):

Your Name: Division or College:
Employee ID: Department:
Your Job Title: Job Code:
How long have you been in your current position: years months
Work Telephone Number:
Supervisor's Name: Supervisor's Title:
B. GENERAL PURPOSE OF POSITION

Indicate in one or two sentences the general purpose of the position (or why this job exists). This statement should be a
general summary of the responsibilities listed in the next section.
Categories of the job analysis questionnaire
 Tailored questionnaire: Prepared by the organisation or
by the consultant for the specific job.
 Prefabricated of existing questionnaire : Generic
questionnaire designed for the various jobs. It consists
of pre established set of items describing aspects of
job. Generally rating questions are used.
Task Analysis Inventory
 Popular type of tailored job analysis.
 100 or more tasks are listed
 Respondents are required to rate
 Nature of task inventory analysis
 Contains three major categories
 Background information of the respondents
 Listing of job tasks with associated rating scales.
 Other miscellaneous
 TA
Advantages
 Efficient means for collecting the data from large
number of incumbents in geographically dispersed
locations.
 As it provides the quantitative data for analysing the
jobs and determining the core components.
Position Analysis Questionnaire
 One of the leading off the shelf or prefabricated measure.
 Developed to measure the wide spectrum of jobs.
 Focuses on generalised the work behaviours describing how the
work is done
 Contains 195 items
 Out of which 187related to work activities and work situations.
 7 related to compensation issues
 1 related to exempt or non exempt status of the positions being
analysed.
 Rating scale is used
 Since it is generic in nature applicable to both private and
public sector jobs.
 PAQ
 What is the PAQ?
 The Position Analysis Questionnaire (PAQ) is a form
that asks detailed questions about the work performed
for each position.
 Remember, the PAQ is about a position and the work
that the position is responsible for, not about job
performance.
 If you complete the PAQ, focus on what you do, not
how well you do it.
195 items to represent
 Work behaviors
 Work conditions
 Job characteristics
PAQ divisions
 1 Information input - Where and how a worker gets a
information needed to perform the job.
 2. Mental process – The reasoning , decision making, planning
and information processing activities that are involved in
performing measuring the job.
 3. Work output – The physical activities , tools and devices used
by the worker to perform the job.
 4. Relationships with other persons – The relationships with the
other people that are required in performing the job.
 5. Job context – The physical and social context in which the
work is performed.
 6. Other job characteristics’- The activities , conditions ,
characteristics other than those already described that are
relevant to the job.
 PAQ is for;
 Predicting the aptitude requirements for a job
 Evaluating jobs and setting compensation rates
 Classifying jobs
 Also used for
 Grouping the jobs in to families
 Developing the personal information system
 Predicting stress associated with various jobs
 Career planning programmes.
 PAQ should not be addressed with the respondents
below graduate.
 PAQ scores the basic work behaviours rather than
specific tasks of job.
 But
 PAQ provides the standardised means for collecting
quantitative job data across wide variety of jobs
 Provides more reliable and valid job data
 Application of the PAQ is four step sequence
activities.
 Selecting and training agents to analyse jobs
 Selecting persons to provide the job information
 Analysing the job selected.
 Analysing PAQ data
Job dimensions of PAQ
 PAQ measures 32 specific and 13 overall dimensions of the job.
 Specific dimensions:
 Division :1 : Information output
 1.Interpreting what is sensed
 2. Using various sources of information
 3. Watching devices/ material for information
 4. Evaluating / judging what is sensed
 5. Being aware of environmental conditions
 6. using various senses
 Division 2 : Mental process
 7. Making decisions
 8. Processing information
 Division 3: Work output
 9. Using machines and tools
 10. Performing activities requiring general body movements
 11. Controlling machines / processes
 12. Performing skilled / technical activities
 13. Performing controlled manual / related activities
 14. Using miscellaneous equipment / devices
 15. Performing handling / related manual activities
 16. General physical coordination
 Division 4: Relationship with other persons
 17. Communicating judgements/ related information
 18. Engaging in a general personal contacts
 19. Performing supervisory / coordination / related activities
 20. Exchanging job related information
 21. Making public/ related personal contacts
 Division 5 : Job context
 22. Being in a stressful./ unpleasant environment
 23. Engaging in a personally demanding situations
 24. Being in hazardous job situations
 Division 6 : Other job characteristics
 25. working non typical versus day schedule
 26. Working in a business like situations
 27. Wearing optional versus specified apparel
 28. Being paid on a variable versus salary basis
 29. Working on regular versus irregular schedule
 30. Working under job demanding circumstances
 31. Performing structured versus unstructured work
 32. Being alert to changing conditions
 Overall dimensions
 33. Having decision making, communicating and general responsibilities
 34. Operating machines/ equipment
 35. Performing / clerical related activities
 36. Performing technical / related activities
 37. Performing service / related activities
 38. Working regular day versus other work schedules
 39. Performing routine / repetitive activities
 40. Being aware of work environment
 41. Engaging in a physical activities
 42. Supervising / coordinating other personnel
 43. Making public / customer / related contacts
 44. Working in an unpleasant / hazardous / demanding / environment
 45. Having a non typical schedule / optional apparel style.
SUBJECT MATTER EXPERT WORKSHOPS
 Consists of groups or panels of 10 to 20 job
incumbents who work with a group leader to produce
a job analysis.
 There is no specific format for this but the general
steps to follow ;
1.Selecting and preparing SMEs to participate in the
work shop.
2.Identifying and rating job tasks
3. Identifying and rating KSAs
4. judging the selection measure –job content relevance
CRITICAL INCIDENTS TECHNIQUES
 Originally developed to gather information to
determine the training needs and develop performance
appraisal forms.
 Process is designed to generate a list of especially
good and poor ( critical) examples of performance
( incidents).
 Gathers information about the specific behaviours that
actually have been observed , not to gather
judgemental or trait oriented descriptions of
performance.
 These behaviours are grouped in to job dimensions.
 Each critical incidents consists of
 A) Description of a situation
 B) The effective or ineffective behaviour performed by
the respondents.
 C) The consequence of that behaviour.
Implementing
 Selecting the method : Based on group setting ,
individual interview and questionnaire.
 Selecting a panel of experts
 Generating a critical incidents
 Defining job dimensions.
 CI
 Advantages
 Information is behavioural nature not trait based
 Critical incidents are most likely the important aspects
of the job
 Disadvantages :
 May not be representative of the job.
 Dimension may not be stable
 Process is labour intensive and results are very
situation specific.
FLEISHMAN JOB ANALYSIS SURVEY ( F- JAS)
 Developed by Edwin Fleishman.
 Worker oriented approach to be applied once the job
duties have been determined.
 Help to identify the worker specification for the job.
 It is behaviourally anchored rating scales for 52
abilities.
 52 categories of abilities ranging from written
comprehension to deductive reasoning,
manual skill, stamina, and originality
 The Ability Requirements Taxonomy covers five areas
(covered also by BARS):
 Cognitive (21 Scales)
 Psychomotor (10 Scales)
 Physical (9 Scales)
 Sensory/perception (12 Scales)
 Social/inter-personal skills and abilities (21 Scales)
 F JAS
Implementing
 Determining the level of analysis
 Selecting the job agents
 Rating ability levels for each task
 Analysing the results
 Selecting the tests
 Advantages
 Straight forward and easy to adopt
 Very much suitable for criterion related validation.
FUNCTIONAL JOB ANALYSIS (FJA)
 Developed by the U.S. Training and Employment Service,
the functional job analysis (FJA) approach utilizes an
inventory of the various types of functions or work activities
that can constitute any job.
 FJA thus assumes that each job involves performing certain
functions.
 Functional job analysis (FJA): Quantitative approach to job
analysis that utilizes a compiled inventory of the various
functions or work activities that can make up any job and
that assumes that each job involves three broad worker
functions:
 (1) Data, (2) People, and (3) Things
FUNCTIONAL JOB ANALYSIS (FJA)
 Defining and measuring the worker’s job activities.
 Two types of job information is obtained ;
 What worker does ? Procedures and processes engaged by the
work when task is performed
 How task is performed in the context of physical, mental and
interpersonal involvement of the worker.
 Method :
 Proper development of task situations
 Rating by a job analyst
 Ratings are the basis for inferring the worker specifications
required for task performance.
 Job is performed in relation to DATA, PEOPLE
AND THINGS
 Things : Employees draw on physical resources
 Data : Employees draw on mental resources
 People : Employees draw on interpersonal relations
 Data :
 Synthesizing
 Coordinating
 Analyzing
 Compiling
 Computing
 Copying
 Comparing
 People :
 Mentoring
 Negotiating
 Instructing
 Supervising
 Diverting
 Persuading
 Speaking-signaling
 Serving
 Taking instructions—helping
 Things:
 Setting-up
 Precision working
 Operating-controlling
 Driving-operating
 Manipulating
 Feeding
 Handling
 The most recent version of FJA uses seven scales to
describe what workers do in jobs:
 Things
 Data
 People
 Worker Instructions
 Reasoning
 Maths
 Language
JOB ELEMENT METHOD (JEM)
 Developed by the U.S. Civil Service Commission in the
1950s (Ernest Primoff)
 The JEM of job analysis focuses on the human attributes
necessary for superior performance on the job
 JEM focuses on work behaviours and the results of this
behaviour rather than more abstract characteristics.
 An element in JEM is a combination of behaviours and
associated evidences.
 Elements are named through terms commonly used in the
workplace
 Elements cover a broad range of behaviours, including
cognitive, psychomotor, and work habits.
 Cognitive elements include such items as recognizing tools
and their uses, reading blueprints, and computing means
and standard deviations
 The psychomotor elements include the ability to sense and
perceive (for example, colour, vision) and to carry out
simple to complex motor actions, such as operating an
electric drill or a chisel or piloting a jet fighter.
 Work habits refer to collections of behaviours that are more
motivational in character like; willingness to take on extra
work or willingness to make sure that the work is done
perfectly, without error
Job Element or Sub element
 Office Manager
 Ability to gain conformance
 Ability to apply procedures
 Ability to meet deadlines
 Police Officer
 Have good physical coordination
 No fear of firearms
 Ability to recall facts
 Electrician
 Understanding of theory and instruments
 Understand ammeter, voltmeter Knowledge of shop.
 Ability to manage the program
 Ability to coordinate the program
 Ability to distinguish the program
 Ability to operate under pressure
 Ability and willingness to delegate
Leadership
 Ability to get the things done through others
 Self motivation
 Ability to handle controversial issues
 Honesty and integrity
 Job elements are rated on the following criteria:
 Job Element Method rating scales
 Barely acceptable worker: must an incumbent
possess the element to be barely acceptable?
 Superior Worker: Does the element distinguish
super workers from those less capable
 Trouble Likely if the element is ignored
 Practical to Expect: is it practical to expect
candidates to possess the element?
Choosing the best method
 Currently operational : Has the method been tested and
refined so that it is now operational and ready for use.
 Off the shelf availability : Is the data collection
instrument to be used ready made or must it first be
designed and constructed.
 Occupational Versatility : To what extent can the
method be applied to wide variety of jobs.
 Standardisation : Are the procedures used with the
method structured so that the data collected from
different sources at different times can be compared.
 Respondent acceptability : To what extent the method
is acceptable to respondent.
 Required amount of job analyst training : How much
training must a job analyst receive in order to apply
the method correctly.
 Sample size : How many respondents are required
 Suitability for criterion related validity : Will the
method support the requirements for establishing the
criterion related validity of measure.
 Reliability : Will the method provide consistent,
dependable result ?
 Utility in developing selection measures : how useful
is the procedure in developing selection measures for a
particular job.
 Cost : What is the estimated cost of the method?
Choosing the best method
 How the job information is used ?
 If simple- interview technique.
 If job analysis used for more than one purpose
ranging from job classification to appraisal then;
Task analysis inventory.
 Generally preferred methods:
 PAQ – Less favoured
 Critical incidents
 JEM- more favoured
 Task analysis.
 Future ?
 Individual tasks – process
 Task based description- job based
 Job description – Role description
Problems with Job Analysis
Advantages of Job Analysis
Disadvantages of Job Analysis

Module 1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Module 1

Uploaded by

Copyright:

Available Formats

UNIT -1

 Selection means picking up the best candidate from

Meaning It is an activity of establishing It is a process of picking up more

Objective It encourages large number of It attempts at rejecting unsuitable

Process It is a simple process. It is a complicated process.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Post Title: Director/Service/Sector Office Use

A job specification is a list of the knowledge, skills,

 JAQ PURPOSE AND INSTRUCTIONS

Please return this questionnaire to your supervisor.

A. EMPLOYEE DATA (PLEASE PRINT):

Employee ID: Department:

Your Job Title: Job Code:

Work Telephone Number:

Supervisor's Name: Supervisor's Title:

B. GENERAL PURPOSE OF POSITION

You might also like