Conducting a job analysis

There are six steps for job analysis they are:-

STEP 1: DECIDE HOW YOU’LL USE THE INFORMATION

This will determine the data you collect. Some data collection techniques-
like interviewing the employee are good for writing job descriptions. Other
techniques, like the position analysis questionnaire we describe later,
provide numerical ratings for each job; these can be used to compare jobs
for compensation purposes.

STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS

ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTIONS

Reviewing relevant background information such as organization charts,

process charts, and job descriptions provides a comprehensive
understanding of the structure, workflow, and roles within an organization.

Figure: Process chart for analysing a job workflow:

STEP 3: SELECT REPRESENTATIVE POSITIONS

Whether or not the manager decides to redesign jobs via workforce

analysis, process redesign, or job redesign, he or she must at some point
select which positions to focus on for the job analysis. For example, it is
usually unnecessary to analyze the jobs of 200 assembly workers when a
sample of 10 jobs will do.
STEP 4: ACTUALLY ANALYZE THE JOB-BY COLLECTING DATA ON JOB
ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND ABILITIES
NEEDED TO PERFORM THE JOB

In brief, analyzing the job involves Greeting participants; briefly explaining

the job analysis process and the participants’ roles in this process;
spending about 15 minutes interviewing the employees to get agreement
on a basic summary of the job identifying the job’s broad areas of
responsibility, such as “calling on potential clients” and identifying
duties/tasks within each area interactively with the employees.

STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER

PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR

This will help confirm that the information is factually correct and
complete and help to gain their acceptance.

STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION The

Job description describes the activities and responsibilities of the job, as

well as its important features, such as working conditions. The job
specification summarizes the personal qualities, traits, skills, and
background required for getting the job done.

Job Analysis Guidelines

Before actually analyzing the job, using one or more of the tools we turn
to in the following section, keep several things in mind.

• Make the job analysis a joint effort by a human resources manager, the
worker, and the worker’s supervisor. The human resource manager might
observe the worker doing the job, and have both the supervisor and
worker fill out job questionnaires. Based on that, he or she lists the job’s
duties and required human traits. The supervisor and worker then review
and verify the HR manager’s list of job duties.

• Make sure the questions and the process are both clear to the
employees. (For example, some might not know what you mean when you
ask about the job’s “mental demands.”)

• Use several different job analysis tools. Do not rely just on a

questionnaire, for instance, but supplement your survey with a short
follow-up interview. (The problem is that each tool has potential
drawbacks.) For example, the questionnaire might miss a task the worker
performs just occasionally.

METHODS FOR COLLECTING JOB ANALYSIS

Interviews, questionnaires, observations, and diaries/logs are the most

popular methods for gathering realistic information about what job
incumbents actually do.

THE INTERVIEW:

The interview is a structured conversation between an interviewer and a

job candidate, aimed at assessing the candidate’s qualifications, skills,
experience, and fit for a specific management role within an organization.
It evaluates the candidate’s leadership abilities, problem-solving skills,
decision-making capabilities, and past experiences relevant to managerial
responsibilities. Through behavioral questions, situational inquiries, and
discussions, the interview helps identify the most suitable candidate to
contribute effectively to the company’s goals and objectives in a
managerial capacity.

TYPICAL QUESTIONS

Some typical interview questions include the following:

1. What is the job being performed?

2. What are the major duties of your position? What exactly do you do?
3. What physical locations do you work in?
4. What are the education, experience, skill, and [where applicable]
certification and licensing requirements?
5. In what activities do you participate?
6. What are the job’s responsibilities and duties?
7. What are the basic accountabilities or performance standards that
typify your work?
8. What are your responsibilities? What are the environmental and
working
9. Conditions involved?
10. What are the job’s physical demands? The emotional and
mental demands?
11. What are the health and safety conditions?
12. Are you exposed to any hazards or unusual working
conditions?

INTERVIEWING GUIDELINES
To get the best information possible, keep several things in mind when
conducting job analysis interviews.

1. Quickly establish rapport with the interviewee.

2. Use a structured guide that lists questions and provides space for
answers.
3. When duties are not performed in a regular manner.
4. After completing the interview, review the information with the
worker’s immediate supervisor and with the interviewee.

FIGURE 4-3

Job Analysis Questionnaire for Developing Job Descriptions

Questionnaires

Having employees fill out questionnaires to describe their job-related

duties and responsibilities is another popular way to obtain job analysis
information. It is typically refers to a set of questions designed by an
employer or hiring manager to gather specific information from job
applicants. These questions can cover a range of topics such as
qualifications, experience, skills, personality traits, and suitability for the
position. Job questionnaires are commonly used as part of the screening
process to narrow down the pool of candidates before moving on to
interviews or other assessment methods. They provide employers with
valuable insights into candidates’ backgrounds and abilities, aiding in the
decision-making process when selecting the most suitable candidates for
a job role.

Observation

Direct observation is especially useful when jobs consist mainly of

observable physical activities-assembly-line worker and accounting clerk
are examples. On the other hand, observation is usually not appropriate
when the job entails a lot of mental activity (lawyer, design engineer). Nor
is it useful if the employee only occasionally engages in important
activities, such as a nurse who handles emergencies. And reactivity-the
worker’s changing what he or she normally does because you are
watching also can be a problem.

Participant Diary/Logs

Another method is to ask workers to keep a diary/log of what they do

during the day. For every activity engaged in, the employee records the
activity (along with the time) in a log. Some firms give employees pocket
dictating machines and pagers. Then at random times during the day,
they page the workers, who dictate what they are doing at that time. This
approach can avoid relying on workers to remember what they did hours
earlier when they complete their logs at the end of the day.

Quantitative Job Analysis Techniques

Qualitative methods like interviews and questionnaires are not always

suitable. For example, if your aim is to compare jobs for pay purposes, a
mere listing of duties may not suffice. You may need to say that, in effect,
“Job A is twice as challenging as Job B, and so is worth twice the pay.” To
do this, it helps to have quantitative ratings for each job. The position
analysis questionnaire and the Department of Labor approach are
quantitative methods for doing this.