Job Analysis

Welcome to HR!!
 What is job analysis and why is it
important?
 Steps of Job analysis
 Methods of collecting Job analysis
information
 Job descriptions
 How to create a job description
 Job Analysis

 The procedure for determining

the knowledge, skills, and abilities
of a job and the kind of person
who should be hired for it.
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.”
 The data collected should clearly describe
exactly what is required to perform a specific
job.

This should include the:

1. Knowledge: Knowledge is defined as the degree to which a job holder

must know specific technical material.
2. Skill: Skill is defined as adequate performance on tasks requiring
tools, equipment, and machinery.
3. Abilities: Abilities refers to the physical and material capabilities
needed to perform tasks not requiring the use of tools,
 Purposes of Job Analysis

The data collected from the job analysis

can be used for a variety of purposes.
These are:
1.Job description.
2.Job specification.
3.Job evaluation.
 Components of Job Analysis
A job can be broken into several components
 Element
The smallest practical unit into which any work activity can be subdivided.
 Task
An identifiable unit of work activity produced through the application of a Composite
of methods, procedures, and techniques.
 Duty
An individual performs several distinct tasks to complete a work activity for which he
or she is responsible.
 Position
The combination of all the duties required of one person performed a job.
 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.
 Occupation
Jobs combined across organizations based upon the skills, exhaustion, and
responsibilities required by the jobs.
 Job Family
A category in which similar cocoons are grouped.
Why Do We Need Job Analysis?

 Recruitment and Selection

 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties
 EEO Compliance
Recruitment and Selection
 Information from job descriptions and
specifications are used to help an HR manager
decide what sort of people to recruit and hire.

Compensation
 Job analysis information helps HR to adequately
compensate employees for a particular job based on the
skill, education required, safety hazards, degree of
responsibility, etc. This helps HR to determine the
relative worth of a position to a company and fairly set a
pay rate as compared to other positions in the company.
Performance Appraisal
 Job analysis information is used to determine
the performance standards of a given job.
Appraisals are then based on these standards.

Training
 Job analysis produces a job description that
lists the activities and skills necessary for a
job. Therefore, the training required for a
specific job is then obvious.
Discovering Unassigned Duties
 Through job analysis, an HR manager may discover a
duty that has been unassigned. In other words, no one is
responsible for accomplishing it. Conducting a thorough
job analysis of all positions in a company will ensure all
duties are properly assigned.

EEO Compliance
 To ensure that your recruiting and promoting efforts are in line
with EEO laws, job analysis is necessary. For example, if an HR
manager is only considering CVs with experience in
thermodynamics, then the job description, in which the employee
is being considered for, must contain information in the activities
or skills section that suggests that knowledge of thermodynamics
is essential in order to be successful at the given position.
Steps of Job Analysis
 Decide purpose of job analysis
 Review background information
 Select representative positions
 Analyze the job
 Verify the job analysis information
 Develop a job description and
specification
 Decide on the Purpose of Job Analysis
 How will the information be used? Do you want to
conduct job analysis to set pay rates in the company, or
do you want to create job descriptions to help you in
selecting and recruiting for new positions within the
company? Interviews tend to be effective for the latter
and quantitative methods, such as PAQ tend to be better
for setting pay rates. How the information will be used
will often determine your method for acquiring the
information in the job analysis process.

Review Background Information

 Review existing process charts, organizational
charts, and previous job descriptions of the
particular job.
 Select Representative positions
 If you are analyzing all jobs in a company, then you can
select only representative jobs. For example, you would
analyze only one assembly worker position even though
you have 200 workers doing this same job.

Analyze the Job

 Collect data on job activities, required
behaviors, working conditions, human traits,
abilities needed, etc. Use a valid collection
method.
Verify the Job Analysis Information
 Information learned through job analysis should be
verified with an employee who currently works in the
given position as well as with that given employee’s
supervisor. Changes should be made as necessary.

Develop Job Description and Job

Specification

 Tangible products of Job Analysis

 Job Description
A list of a job’s duties, responsibilities,
reporting relationships, working
conditions, and supervisory
responsibilities.

Job Specification
A list of a job’s human requirements,
that is the requisite education, skills,
personality, and so on.
Methods of Collecting Job
Analysis Information

• Interviews
• Questionnaires
• Observations
• Diary/Logs
• Critical incident technique
 Interviews
 Individual interview with an employee of a given
position, group interview with a group of
employees who perform the same job, and
supervisor interviews with one or more
supervisors who know the job.

 Most widely used method to collect job analysis

information, but distortion of information by the
employee can occur. For example, the employee
may make the job seem more difficult in order to
make the company feel he is a very productive
employee.
 Interviews
 Typical questions include:

• What is the job being performed?

• What are the major duties of your position? What exactly
do you do?
• What physical location do you work in?
• What are the education, skill, experience, certification,
and licensing requirements?
• In what activities do you participate?
• What are the job responsibilities and duties?
• What are the basic accountabilities or performance
standards that typify your work?
• What are your responsibilities? What are the
environmental and working conditions involved?
• What are the job’s physical demands? The emotional and
mental demands?
• What are the health and safety conditions?
• Are you exposed to any hazards or unusual working
conditions?
 Questionnaire
 Very similar to interviews in that they contain
many of the same types of questions.

 It can be done by checklist format or short/long

response to questions.
 Observation
 Can be an effective means of gathering valuable
job analysis information. An HR manager will sit
and actually watch an employee do his job as he
or she notes the different activities involved.
 This can be combined with interviews done at a
separate time or done concurrently with the
observation as the employee works.

Diary/ Logs
 Employees are given a log and asked to write
down each activity they complete during the
day along with the time of the day. This can
give an accurate picture of what the employee
does in a particular job.
Critical incident method:
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, qualities required
and difficulty levels, etc. The critical incident method gives an
idea about the job and its importance.

A critical means important, and 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.
 Writing a Job Description
 Choose a method to collect information for the
job analysis. Conduct the job analysis. Make
sure do all six steps of job analysis.

 Access O Net online and find the listing for a

specific job you are analyzing.

 Compare your job analysis information with the

information from O Net.

 Prepare the Job description based on the above

information as it pertains to the goals of the
organization.

 Write the job description in proper format

including all relevant sections.
 Team Questions
 What is job analysis and why is it important?

 What are the six steps of job analysis and explain

each step.

 What methods are there to conduct job analysis

and explain each one.

 What different sections are on a job description.

 How should one go about writing a job description.