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Job Analysis
Systematic process for collecting information about how jobs are done and what personal characteristics they require.
1. Work activities – what the worker does, how and why these activities are conducted.
2. Tools and equipment used in performing work activities.3. Context of the work environment, such as work schedule or
working conditions.4. Requirements for performing the job – KSA’s.
Depth of Job Analysis
Dictated by: Time Economics Purpose
Current practice is use of streamlined methods of analyzing jobs Matching to position surveys Using pre-written job descriptions Requesting thumbnail descriptions of job duties
Typically performed when position is first created or when job content changes is a substantial way
“Organizations hire individuals, but once individuals join most organizations, the amount they are paid is determined primarily by the type of job that they do.”
Edward Lawler III, Ph.D., Director of the Center for
Effective Organizations
Job-level pay determination includes:- Job analysis- Job evaluation or job worth determination- Salary structure placement- Incentive pay determination- Performance Management
Job Analysis Applications
HR Planning Recruitment: job descriptions and want ads Selection: job requirements and qualifications Pricing jobs Training and Development Performance Management
Job Analysis Application
Pricing Jobs In compensation, job analysis has two critical uses:
Establishes similarities and differences in the work contents of the jobs
Helps establish an internally fair and aligned job structure
Key issue for compensation decision makers: Ensuring that data collected are useful and
acceptable to employees and managers involved
Job Analysis Methods
Sources Person doing the job
Observe Prepare diary Ask questions
Expert on the job Personal experience
Job Analysis Methods
Forms of Inquiry Self-report
Diaries Questionnaires Checklists
Interviews Structured Open-ended Group or individual
Critical Incident
Primary Sources of Job-Analysis Information
Approach Major Advantages Major Disadvantages
Direct Observation Helps analyst understand work being performed
Time-consuming
Individual Interview Not dependent on writing skills
Time-consuming
Group Interview Same as above; less time consuming
May inhibit individual responses; May misclassify 2 jobs as 1
Technical Conference Same as above Same as above
Diaries/logs Can provide complete picture of job
Time-consuming
Open-ended Questionnaires
Quick turnaround; inexpensive; flexible design
Difficult to get returned; depends on writing skills; may require follow-up
Highly Structured Questionnaires
Multiple purpose use; Detail aids credibility
Time-consuming; Expensive
Types of “Job” Analysis
Job Content analysis Task statements KSA’s
Competency analysis Competencies Matrix / Models
Compensation analysis “Compensable” factors
Job Analysis Steps
Obtain management approval Gain employee acceptance
Union support Decide who will conduct analysis Think in terms of work-flow Consult secondary sources first Decide method and collect data Document the analysis Obtain necessary approvals Test for legal compliance Conduct a reality test Keep up-to-date
Job Analysis Data Collection Methods
Identify and collect job information Analyze job information Validate job information
Critical data will fall into two categories – nature of the work and the level of the work.
Nature of work refers to duties and responsibilities
Level of the work refers to the skills required for the job, mental or physical effort, levels of accountability, and working conditions.
Secondary Sources for Job Analysis
Existing job documentation Work-flow studies Policies and procedures materials Organizational charts Organizational goals or objectives Industry association materials Sample surveys Government publications – O*Net, Dictionary of
Occupational Titles, Occupational Outlook Handbook
O*NET
Occupational Information Network
Database of worker attributes and job characteristics.
http://online.onetcenter.org/
Job Analysis Methods/Data Collection
1. Gather job information Interviews: Critical Incident Technique Questionnaires:
Functional Job Analysis Position Analysis Questionnaire Task Inventory Analysis (KSA matrix)
Observation: Motion studies Diaries: Time studies
Job Analysis Methods
2. Analyze job information Create task statements
Action verbs Concise summary
Create KSA’s or job qualifications
Task Statements
Characterize activities with action verbs. Tasks have identifiable beginnings and endings. Identifiable outputs or consequences. Mean the same thing to all respondents. Non-trivial but complete. What the worker does, how they do it, to who or
what and why?
KSA’s Defined
Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.
Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.
Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.
KSA’s Defined
Knowledge: Various engineering fields and terms. DOT regulations
Skills: Typing 50 words per minute without error. Basic PC operations including email.
Abilities: Writing and edit business correspondence. Interviewing clients for marketing information.
KSA’s
Really necessary for task performance?
Must newly hired employees have this KSA?
To what degree would it differentiate between high and low performance of new employees?
Job Analysis Methods
3. Validate job information Survey job incumbents Managers Subject Matter Experts (SME’s)
Summary: Data Collection and Analysis
1) Identify major responsibilities – observation of incumbents, open-ended interviews
2) Write task statements
3) Rate tasks – position questionnaire
4) Identify KSAO’s for essential tasks – interviews with SME’s
5) Rate KSAO’s – group meeting with SME’s
6) Validate the description – job descriptions are valid to the extent that they accurately represent job content and that persons possessing necessary/identified KSAO’s do perform more effectively on the jobs.
Job Analysis Interview Form
Introduce yourself to the interviewee and thank him or her for taking the time to talk with you.
Explain the purpose of the interview and what the outcome of the project will be.
Explain that you need information form people who are knowledgeable about the job, and that the project’s success depends on the people you will be working with.
Next, explain that you will be asking questions about the job and that you will be taking notes.
Ask if the interviewee has any questions and answer them before proceeding.
Interviewee’s Name Interviewee’s Title
Length of time in Position In company
Organizational Chart showing reporting relationship
Major Functions
If you had to divide your job into four or five major job functions, what would they be?
Major Functions
For each of the major functions the interviewee listed ask the following:
What are the specific activities or tasks you perform to accomplish the major function?
What kinds of things do you do to prepare for the task you described?
What kind of follow-up activities do you perform after these tasks?
Interactions
What interactions do you have with others within the organization (job titles, groups, departments)? What activities require cooperation or coordination? How do you usually communicate (memo, phone,
meetings)? What interactions do you have outside the
organization (customers, suppliers, groups)? What activities require coordination or cooperation? How do you usually communicate (memo, phone,
meetings)?
Knowledge, Skills, Abilities and Other (KSAOs) What technical knowledge does this position
require? (ex. A computer operator needs to understand computer hardware and software.)
What types of equipment or tools do you use? (ex. Many people have to operate computers, calculators, copy machines)
What abilities does this position require? (ex. Customer service representative has to be able to communicate calmly with angry customers.)
KSAO continued
Other - I’m going to read a list of paired statements that describe aspects of jobs, which of the statements best describes the job, or if the job falls somewhere in the middle
Much travel Little travel
Predictable work schedule Unpredictable work schedule
Flexible work hours Set work hours
Moderate to slow work pace Fast work pace
High pressure for results Low pressure for results
Frequent deadlines Infrequent deadlines
Closely supervised Little supervision
Establish own goals Goals established by others
Work closely with others Work mostly alone
Work requires little Work requires considerable
creativity creativity
Critical Incidents
Describe for me critical incidents or situations that illustrate either outstanding or poor job performance. What led up to the incident? What did the employee do that was effective or
ineffective? What were the consequences? Were the consequences within the control of the
employee?
Additional Questions
What types of prior work experience, knowledge, or skills are essential for effective performance in this position?
If you had to interview candidates for this position, what information would you need to select the right person for the job?
If you had to select a person for this position, what job activities would you want to see them perform before hiring them?
Hourly Position Questionnaire
Your name Job title Location Department How long have you been in this position?
Hourly Position Questionnaire - Sample Excerpt Briefly describe (in three or less sentences) the
overall purpose or function of the job. “Why does this position exist?”
Hourly Position Questionnaire - Sample ExcerptJob Tasks This job is performed
0 1 2 3 4 5
Extent to which task is important relative to other tasks
0 1 2 3
1. Read and interpret routine work orders and instructions(service orders, traffic orders, trunk facility orders, TFOs, transfer sheets, etc.).
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Hourly Position Questionnaire - Sample ExcerptJob Tasks This job is performed
0 1 2 3 4 5
Extent to which task is important relative to other tasks
0 1 2 3
2. Read and interpret non- routine written instructions (procedures for reporting vehicle accidents, etc.).3. Read and interpret technical manuals/material (Installation and Maintenance Series, Engineering Series, etc.).
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Hourly Position Questionnaire - Sample ExcerptJob Tasks This job is performed
0 1 2 3 4 5
Extent to which task is important relative to other tasks
0 1 2 3
11. Read instructions or information aloud to another person.
12. Print or write information legibly in small places.
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13. Handle direct contact with customers
Job Descriptions Summary
Job Description- narrative written descriptions of jobs as currently constituted.
“Job Specifications are those employee behaviors, skills, abilities, and interests deemed necessary to perform a job “ Casio 1978
Job Descriptions
Identifying Information Job Title Exempt or Non-
exempt Full-time or Part-time Gender neutral
Summary Brief description Place in org. structure
Job Descriptions
Duties and Responsibilities What does the person do? How do those tasks get done? Under what conditions? Using what materials?
Requirements and Qualifications KSA’s Certifications or degrees Appropriate for the job
Job Analysis Value
Important to use multiple techniques: sources and forms of inquiry
Goal is to measure the job not the individual doing it. Issues to be concerned about:
Reliability Measure of consistency of results among various
analysts, various methods, various sources of data, or over time
Validity Examines the convergence of results among sources
of data and methods Acceptability Usefulness
Practicality of information collected
Barriers of Validity
Sampling errors Incumbent bias Incomplete information Illogical question order and sequence Inadequate communication Misinterpretation of the questions Bias in recording information Faulty interpretation of results
Job Analysis Useful or Not
Work-related information is needed to determine pay, and differences in work determine pay differences – no satisfactory substitute
Real issue should be: “How much detail is needed to make these pay
decisions
Job Process
Job Evaluation
Formal process used to create a job-worth hierarchy within an organization
Two basic approaches Market Data Job Content
Nonquantitative methods Quantitative methods
Internal Job Evaluation
Develop internal standards of comparison and measure relative job values within the organization
Relative value of jobs internally is just as important as external competitiveness
Ties to organization’s compensation strategy Establishes wage structure Contributes to employees feeling of fair treatment
Internal Job Evaluation – Nonquantitative Methods
Ranking Paired Comparisons
Classification
Steps 1. Analyze and document job content
2. Identify job sets
3. Rank order jobs w/in sets
1. Analyze and document job content
2. Determine number of pairs (# of pairs * # of pairs - 1)/2
3. Compare each pair/select stronger job
4. Determine # times job selected
1. Analyze and document job content
2. Indentify benchmark job clusters
3. Develop preliminary definitions
4. Compare jobs to definitions
5. Assign rest of jobs to classification levels
Nonquantitative Methods
Ranking and Paired Comparison are easy to administer, inexpensive and require little training
Jobs are compared as a whole Problems occur when there are inconsistent
judgments across raters and documentation of differences are not recorded
Job Evaluation – Quantitative Methods
Use measures that lend themselves to precise definition and assessment, little room for variability of data
Important to balance complexity and flexibility against needs of organization
Select job factors that do not discriminate against specific class or group of employees
Steps in Quantitative Job Evaluation
Review job documentation Decide on compensable factors Get buy-in on factors Define the compensable factors Assign weights to each compensable factor and the
degrees within each factor (statistical analysis or management judgment)
Get buy-in on weights Determine structure
Compensable Factors
Compensable factors are the key to quantitative methods Criterion used to provide basis for judging job value in
order to create job-worth hierarchy The elements used to measure a job’s worth Intrinsic elements in jobs that add value to the
organization and for which the organization wants to pay it’s employees
Equal Pay Act 1963
Established generic factors as key criteria for determining whether jobs are substantially equal Skill Effort Responsibility Working conditions
Skill Factor
Experience – performance of job Knowledge – education or minimum knowledge
needed to perform job Manual dexterity – specific movements Analytical abilities – analyze, decipher or explore
other possibilities Creativity Communications – Verbal or Written Complexity of job –overall use of specific skills to
perform the job
Effort
Physical Demands of the Job – how much exertion is needed for the job (running, lifting, etc.)
Mental exertion – relates to amount of mental effort could contain both decision making and concentration
Responsibility
Supervisory Duties – number of direct reports Budget – amount of dollars under control of the
employee Decision Making - impact of the decisions made to
the organization Accountability – amount of liability employee has for
decisions made Impact job has on Organization – how important is
the position to the organization
Working conditions
Hazardous Environment – exposure to potentially hazardous conditions
Temperature Odors Loud Noises Or lack of hazards – i.e. office environments
Organizational strategy is key to selecting appropriate compensable factors
Job analysis can help in deciding compensable factors Determines what factors important for each work
group Include enough factors to establish a value
difference, too few factors difficult to gauge different value of job, too many administratively burdensome
Review selection of factors with upper management
Example of Skill Factor Levels
Skill factor – Experience
Description – This factor measures the time normally required on related work and on-the-job training for the job being evaluated for an individual to attain satisfactory performance standards under normal supervision.
1st degree – less than 3 months
2nd degree – 3 months up to and including 12 months
3rd degree – more than 1 yest, up to and including 3 years
4th degree – more than 3 years, up to and including 5 years
5th degree – more than 5 years
Handbook Compensation and Benefits
Call Center Environment Example
Factors Verbal Communication Hazardous Work Environment Written Communication Prior Work Experience Product Knowledge Analytical Ability Physical Demand
Call Center Environment Example
Factors Rank Verbal Communication 1 Hazardous Work Environment 6 Written Communication 2 Prior Work Experience 3 Product Knowledge 4 Analytical Ability 5 Physical Demand 7
Call Center Environment Example
Factors Weights Verbal Communication 30% Written Communication 20% Prior Work Experience 15% Product Knowledge 15% Analytical Ability 10% Hazardous Work Environment 5% Physical Demand 5%
Point-Factor
Factor comparison is most widely used form of internal job evaluation
Point–Factor method is most common form of factor comparison
Point-Factor assigns point totals to each compensable factor
Hay Point Factor
Hay Point Factor
Know-how Technical Managerial Human relations
Problem Solving Thinking environment Thinking challenge
Accountability Freedom to act Magnitude Impact
Example of Compensable Factor WeightingFactor Max Points % of Possible Points
Skill (62.6%)
knowledge 120 14.6%
work experience 135 16.4%
analytical skill 110 13.3%
independent judgment 150 18.3%
Effort (9.4%)
mental/visual strain 77 9.4%
Responsibility (21.9%)
contact 75 9.1%
supervision 105 12.8%
Working Conditions (6.1%)
physical environment 50 6.1%
Point-Factor Plans
Job content descriptions compared to the definitions of the degree levels and corresponding points assigned to level are awarded to the job
Points for all factors are summed to determine total job score
Total job scores used to create a job-worth hierarchy
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