1

Analyzing and Documenting Your Job AnalysisWhat do we do with all this information???

Method Sample Results Quantitative vs. qualitative

2

Available Guidance

Uniform Guidelines on Employee Selection Procedures (www.uniformguidelines.com)

Principles for the Validation and Use of Personnel Selection Procedures (published by the Society for Industrial and Organizational Psychology)

3

Method How did you collect the data?

Interviews Observation Questionnaire Other

What was your procedure? Was it consistent across events?

Include any documents used as part of the process Interview/observation protocols Task questionnaires

4

Sample

Who provided the job information? Who did you talk to, observe, interview? Are these people representative of your

population as a whole? Provide demographic information as relevant,

while still protecting identity of respondents.

5

2005 Study:Questionnaire Response 79% (226) of the FBN workforce responded to the

questionnaire !!!

Responses were evenly distributed across the bureaus, grades and tenure groups.

Distribution of responses, tracking to particular job categories, made sense compared with current bureau staffing information.

6

Gender

GENDER

1 .4 .4 .4

88 38.9 38.9 39.4

137 60.6 60.6 100.0

226 100.0 100.0

Female

Male

Total

ValidFrequency Percent Valid Percent

CumulativePercent

7

TenureTENURE

76 33.6 33.6 33.6

3 1.3 1.3 35.0

61 27.0 27.0 61.9

2 .9 .9 62.8

34 15.0 15.0 77.9

1 .4 .4 78.3

6 2.7 2.7 81.0

43 19.0 19.0 100.0

226 100.0 100.0

+10-20

+10

+20-35

+20

+3-10

+3

+35

0-3

Total

ValidFrequency Percent Valid Percent

CumulativePercent

8

BureauBUREAU

20 8.8 8.8 8.8

24 10.6 10.6 19.5

3 1.3 1.3 20.8

19 8.4 8.4 29.2

5 2.2 2.2 31.4

1 .4 .4 31.9

33 14.6 14.6 46.5

16 7.1 7.1 53.5

10 4.4 4.4 58.0

11 4.9 4.9 62.8

1 .4 .4 63.3

10 4.4 4.4 67.7

19 8.4 8.4 76.1

21 9.3 9.3 85.4

30 13.3 13.3 98.7

3 1.3 1.3 100.0

226 100.0 100.0

Abidjan

Amman

Asuncion

Bangkok

Islamabad

Jakarta

London

Nicosia

Okinawa

Panama City

Port-au-Prince

Pretoria

Seoul

Tel Aviv

Vienna

Warsaw

Total

ValidFrequency Percent Valid Percent

CumulativePercent

9

Results

What are the important tasks and/or KSAOs for your purpose?

How do you know that? Provide information that will allow the audience to

determine if they agree with your assessment. With quantitative data, present at least means

and standard deviations. Thoughts on determining and presenting results

with qualitative data?

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Example Descriptive Stats

Descriptive Statistics

13 5.00 14.00 10.5385 2.93301

10 4.00 13.00 9.8000 3.01109

6 3.00 12.00 9.3333 3.44480

8 2.00 15.00 9.1250 5.05505

12 3.00 15.00 9.3333 4.84924

6 2.00 14.00 9.0000 5.32917

3

E1_crit

E2_crit

E3_crit

E4_crit

E5_crit

E6_crit

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

Note: Criticality scores (2*I + F) should range from 3-15.

11

Another example: larger sample size

Descriptive Statistics

152 5.00 15.00 13.9671 1.87142

130 2.00 15.00 11.5538 3.47764

148 3.00 15.00 12.9122 2.90655

154 5.00 15.00 13.5779 2.24273

129

H1_crit

H2_crit

H3_crit

H4_crit

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

12

Task Category Ratings by Cluster

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Cluster 1

Cluster 3

Cluster 4

13

Task Category Ratings by Cluster

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Cluster 1

Cluster 3

Cluster 4

14

Task Category Ratings by Cluster

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Cluster 1

Cluster 3

Cluster 4

15

Task Category Ratings by Cluster

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Cluster 1

Cluster 3

Cluster 4

16

Level of Agreement

Important part of presenting results. If you have low agreement, need to

determine the sourceError?Real variance?Are there individual characteristics related to

the variance (for example, experience) Quantitative vs. qualitative approaches

17

Job Descriptions

First product that is often developed from job analysis data

Should be fairly short and contain Job title Job summary Duties and tasks Qualifications Work conditions

Stability of job descriptions