Conducting a job
analysis requires managers to take five steps:
MANAGER’S NOTEBOOK
- Determine the desired applications of the job analysis.For example, if used as a basis for performance appraisal, job analysis should collect data that are repre sentative of differing levels of job performance. If used as a basis for determining training needs, then job analysis should collect information on the necessary knowledge, skills, and abilities that lead to effective job performance.
- Select the jobs to be analyzed. Factors that make specific jobs appropriate for job analysis include the stability or obsolescence of job content (rapidly changing jobs require more frequent job analysis). Entry-level jobs (which require selection tools that determine who gets hired and who gets rejected) are also analyzed regularly.
- Gather the job information. Within budget constraints, collect the desired information using the most appropriate job-analysis technique.
- Verify the accuracy of the job information. Both the job incumbents and their immediate supervisors should review the job information to ensure that it is representative of the actual job.
- Document the job analysis by writing a job description. Document the job-analysis information in a job description that summarizes the job’s essential duties and responsibilities, as well as the knowledge, skills, and abilities necessary for the job. This document allows managers to compare different jobs on various dimensions and is an important part of many HR programs.