Guidelines for conducting a Job Analysis PDF

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Summary

❖ Guidelines for conducting job analysis
❖ What aspects of a job are analyzed?
❖ Human Rights Legislation considerations
❖ Three main considerations of Job Analysis
❖ Basic terms and definitions commonly used while analyzing jobs...

Description

❖ Guidelines for conducting job analysis 1. Determine the purpose of JA, is it used for selection, job evaluation or compensation? 2. Determine the resources i.e. what is the budget? Are subject-matter experts available to assist? What is the deadline to complete the process? 3. Review available information on *ONET, NOC, past job analysis 4. Determine JA method i.e. interviews, logbooks / diaries, surveys, direct observation (critical incident technique - distinguish between satisfactory / unsatisfactory workers), structured interview or combination of all. 5. Get help from subject-matter experts (SMEs) 6. Obtain JD and KSAOs statements 7. Get them confirmed 8. Compile them together 9. Establish cutoff criteria to determine the tasks and KSAOs necessary to successfully perform the job. 10. Create task KSAO matrix to link them together and identify which tasks and KSAOs are related to the job and use this to decide on some of the critical job functions. 11. Write a summary report on the JA ❖ What aspects of a job are analyzed?

1. Content: duties, tasks, and responsibilities (TDRs), work activities. 2. Requirements: human characteristics, KSAOs, personality, interests, education, training, experience. 3. Context: work schedule, financial / non-financial incentives, physical working conditions, organizational and social contexts, internal / external relationship, machines / tools / work aids used. ❖ Human Rights Legislation considerations 1. Job analysis is not required by law but is highly advisable 2. Essential job duties should be clearly identified 3. The only criteria examined should be KSAOs required for the essential duties of the job. 4. Reasonable accommodation is necessary to the point of undue hardship ❖ Three main considerations of Job Analysis: 1. All types of job analysis should describe observable work behaviors, conditions and outcomes. 2. All types of job analysis should be independent of the individual performing the job. 3. All types of job analysis should be verifiable and replicable. ❖ Basic terms and definitions commonly used while analyzing jobs -

Work

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Position

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Job

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Job family

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Task: set of activities needed to produce some result

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Duties

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Responsibilities

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Elements / task steps

❖ What are the approaches, methods and techniques of Job Analysis? 1. Approaches: Job requirements analysis or Task-based analysis -

Identify and describe the three aspects of job analysis: content, requirements and context.

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Should identify TDRs first, then infer to what KSAOs are needed.

2. Approaches: Competency analysis -

Consider how KSAOs are used.

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Identify competencies needed for a successful job performance.

3. Techniques: Work-oriented analysis: emphasizes job content from a technological perspective. 4. Techniques: Worker-oriented analysis: emphasizes job content in terms of human requirements. 5. Methods of job analysis: 1. Interviews (individual / group) 2. Structured Questionnaire / inventory: PAQ, Functional job analysis 3. Technical conference: uses supervisors with an extensive knowledge of the job. 4. Direct observation: critical incident technique (identify satisfied and unsatisfied workers) 5. Logbooks / work diaries 6. Or use combined methods to achieve the best result.

❖ What are the final products and what they include? 1. Job description (JD): working conditions (logistics, equipment), working / reporting relationship, supervision, approval of person of prepare JD. -

Job identification: location, report to whom, date the JD last revised, payroll, number of employees performing the job, NOC code number.

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Job summary: main purpose, brief summary, what the job expected to accomplish.

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Job responsibilities: essential functions or job duties, most

important task dimensions, with 3-4 tasks that were most highly rated in the job analysis, key performance indicators, precise declarative statements. 2. Job specification / Competencies profile 3. Performance standards ❖ How are job requirements analysis done?

❖ What is competency? -

An underlying characteristic of an individual which can be used to predict their performance, their way of behaving, thinking, or enduring across situations.

❖ How competency analysis describes jobs? -

Competency model / framework: describes a group of competencies

required for a job. -

Competency matrix: a list of the level of each competency required for each job.

❖ How are competencies measured? -

Proficiency scale

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Graphic rating scale 1. BARS: differentiate effective and ineffective performers 2. Summative scale: satisfactory - expert - guru

❖ What are the categories of competencies? 1. Behavioural competencies: attitudes and values i.e. teamwork. 2. Threshold competencies: characteristics required to perform a job effectively 3. Differentiating competencies: distinguish superior from average performers 4. Core competencies: teamwork, flexibility, communication - something you want everyone to have. 5. Professional / functional competencies: 6. Job specific competencies: key knowledge / skills about a particular job ❖ Differences between job requirement analysis and competency analysis

❖ Differences between traditional and competency job analysis. -

The way JD is written

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The criteria used to screen

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Behavior interview questions

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References

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Traditional job analysis: Can the applicant do the job?

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Competency job analysis: Will the applicant do the job? And how well can they fit?

❖ What can job analysis do for you? -

Build the foundation for fair employment practices

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Provide legal documentation against discrimination lawsuits

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Create a shared view of a job, fostering greater acceptance among interested parties to JD.

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When Staffing is considered, the answers to these following questions should be clear to the job: 1. Which criteria would describe the eligibility (hard skills) and suitability (soft skills) best? 2. How to compare different candidates and rank them? -

What predictors used to assess candidates against job requirements?

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What scale should be used for different criteria?

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How to effectively rank and rate differences?

3. What can be expected from the applicant’s work result? -

How to manage and motivate the candidate?

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How to develop candidate further and maximize their impacts?

1. Although JA is not required by law, it is advisable to have JA clearly identify the essential duties, responsibilities, working conditions and the KSAOs required to complete the duties. This is to ensure that decisions made during R&S are accurate and fair and can be defended in courts and tribunals if necessary. 2. Job analysis is the gathering and analysing data about the content (TDRs), requirements (KSAOs) and context (Working conditions, reporting relationship) of the job. Job evaluation is used to measure the value / worth of the job (Quantitative and Qualitative methods) compared to other jobs in order to determine the pay structure. 3. A job consists of a group of tasks that are performed by many people whereas a position also consists of a group of tasks but are assigned to only one person at

a given time. A job consists of many positions, a job family consists of many different jobs that have the same set of KSAOs. 4.

5. Competency-based selection system 6. A competency is a group of behaviours or attributes that are needed to succeed in job performance. 7. Because core competencies are some basic skills and knowledge that everyone should have like communication skills, teamwork. A pilot holds accountable for many lives of the public and it is a high-risk profession, therefore, core competencies alone would not be satisfied. A pilot needs a wide range of skills. They require job-specific competencies, which are associated with core and functional competencies. 8. Proficiency level is the level which competency must be performed to ensure success. A skill is the ability to do something well. They were both given a period of time and both are needed for a specific position....