job analysis meaning essay

Job Analysis Importance Analytical Essay

Three elements of job analysis, significance to the hiring and employee development aspects of hrm, importance of paq, challenges of designing job efficiency for customer service, redesigning customer service job using paq, fleishman job analysis system, challenges of redesigning customer care job, possible suggestions in redesigning the job, how hrm can use information obtained from job analysis.

Job analysis refers to the process of gathering all the relevant information pertaining a given job specification. It involves evaluation of data on the overall job content and the required personal attributes necessary for the successful execution of such duties.

Job analysis comprises of three major elements; sources of data, data collection and data analysis. The initial stage of job analysis demands that the recruiting or hiring personnel identifies sources of data relevant to the job at stake.

These sources may include; the current manager of the proposed position for which hiring is being done, workforce plans and even staff members who had previously held the same position.

External data sources include managers who employ similar positions as well as staff members from other organizations with similar positions like the one in question (Hartley, 2001).

Data collection involves the actual process of gathering information related to the position. During this process, information that provides solutions to issues such as the objectives of the job, the physical location of the job and the current trends in the job market are considered.

Sometimes, the hierarchical position of the job must also be given much weight.

The final element of job analysis is the evaluation of the information collected where the gathered information is grouped into functional areas. Irrelevant and wasteful information is also discarded during this phase.

The functional area tasks are then simplified to eliminate unnecessary complexity and arranged in order of importance.

Job analysis is an important aspect in hiring and employee development. For instance, the information obtained during job analysis may be subsequently used in clearly defining the responsibilities of a given job position.

The information is also considered during the recruitment and selection of new employees as well as training of newly recruited members depending on their performance standards.

Lastly, information gathered during job analysis is crucial in developing salary and remuneration programs for the employees. It may also be used in job redesign to enhance efficiency in production (Hartley, 2001).

Position analysis and questionnaire is a widely used information collection technique in employee selection and recruitment. Specific objective oriented questionnaires are designed and administered to prospective incumbent employees prior to an oral interview.

Position analysis and questionnaire is particularly important because it saves time as it limits the extent and range of response from the respondent. Some people are naturally talkative and might consequently be tempted to do the same during oral interviews.

Thus, this method limits them to specific relevant responses hence cutting down on the overall time spent as well as tendencies to give too much information which is irrelevant (Ulrich, 2006).

PAQ is also important as it helps the employer to ascertain the personal attributes and performance trends of the prospective employee.

This happens where the employer needs some performance experience and thus goes ahead to design a questionnaire that will help solicit for information from previous appointments.

The employer may also make the incumbent employee reveal reasons for resignation from previous appointments. Thus, the employer is able to evaluate whether the same person was dropped from the position or is moving out on other beneficial grounds.

Another importance of this technique is that it helps in benchmarking of an organization’s overall performance.

In the design of the questionnaires, most employers tend to gather information on how business is carried out in other organizations of the same type; more so from their competitors.

This helps the recruiting organization to gauge its current performance in comparison to its competitors and make necessary adjustments in order to compete favourably.

Customer service job requires strong interpersonal skills and results from position analysis and questionnaire will thus be of great importance in redesigning of such a job to enhance efficiency and overall improvement in performance.

One such way that human resource personnel will use this information is to evaluate the daily work load of each customer care employee.

These cases may include scenarios where the employee has to answer phone calls and physically respond to customers and in most cases exhaustion may lead to boredom.

In the case of customer care attendants, such instances may result in mistreating or acting hostile towards the customers.

The human resource manager may opt to redesign the job in a way that another employee be taken to handle phone calls while the former be retained to deal with physical responses to clients.

This will reduce the workload and exhaustion. Introduction of another employee in the room will also provide company and reduce boredom hence improve output (Ulrich, 2006).

Human resource personnel may also use the information from position and questionnaire to redesign a customer care job in such way that the employees work in daily shifts instead of having a single employee work the whole day.

This can be more efficient compared to scenarios where a single employee works for a given period of time say a week before he or she hand over duties to another. Working half day ensures higher concentration levels and employees are bound to work better.

This information may only be obtained when the questionnaire is designed to allow the respondent to select amongst several job plans which is best suited to him. Most of them will go for a plan that allows them to work half a day.

There are several strategies of employee selection as proposed by the Fleishman Job Analysis System. One such strategy is through outsourcing. Here, the human resource department contracts a hiring firm in order to get the best suited candidate for the required position.

The hiring firm then advertises, recruits candidates and conducts interviews. The firm then selects the most qualified candidates in line with the organization’s requirements and presents them to the organization for staffing and training.

The second strategy of employee selection is through evaluation of knowledge, skills and abilities (KSA). In this strategy, the human resource department evaluates each job and designs the required knowledge, skills and abilities required for a given job.

The department also decides on the best way to assess candidates that possess such skills as enlisted for the job. Afterwards, the human resource department then embarks on processing the applicants on the basis of those assessment tools (Fine & Cronshaw, 2009).

The main challenge of redesigning a customer care job is the tendency to increase the number of employees hence an increase on the wage bill. In most cases, efficient customer care service demands that the attendant is neither bored nor exhausted.

In order to achieve this, it may be necessary to have many attendants to work in shifts. This may result into financial pressures in meeting their wages and salaries. A company that sells items by catalogue receives such catalogues for different products.

Another possible challenge would be managing a large number of people in one department.

It is necessary that the company has several groups of people under the customer care section dealing with catalogues for different items especially when the overall population of the customer care employees is large.

Some possible strategies to redesign the job involve having sub departmental heads dealing with different product catalogues. Each sub department head will have a number of employees dealing with specific product catalogues under him or her in a different room.

This employee will then report to the overall department head hence making supervision of the customer care efficient. In this way, the problem associated with managing large employee groups will be solved.

Another approach to redesigning such a job would be by offering workload related perks and incentives. This can be done by having employees work in shifts or by having employees work interchangeably as temporal sub department heads.

This works to improve the general employee morale thus high and quality output (Fine & Cronshaw, 2009).

A human resource manager can use the information from position analysis and questionnaire to measure resource performance through the following three ways.

The first is by analysing the employee employment history since it is possible to rate the resource performance basing on the performance in their earlier commitments.

The second way is by evaluating personal skills as presented by the respondent. Every job responsibility has certain knowledge and skills required. Thus, it is possible to ascertain the performance of the resource by evaluating his/her skills as given in the questionnaire.

The third approach is through analysing the remuneration estimates of the employee as most non-performing employees will quote relatively low salaries in order to win the employer.

Fine, S., & Cronshaw, S. (2009). Functional job analysis: A foundation for human resources Management , New Jersey, NY: Erlbaum.

Hartley, D. (2001). Job analysis at the speed of reality , Amherst, MA: HRD Press.

Ulrich, D. (2006). Human Resource Champions, The next agenda for adding value and delivering results . Boston: Harvard Business School Press.

Chicago (A-D)
Chicago (N-B)

IvyPanda. (2023, December 21). Job Analysis Importance. https://ivypanda.com/essays/job-analysis-3/

"Job Analysis Importance." IvyPanda , 21 Dec. 2023, ivypanda.com/essays/job-analysis-3/.

IvyPanda . (2023) 'Job Analysis Importance'. 21 December.

IvyPanda . 2023. "Job Analysis Importance." December 21, 2023. https://ivypanda.com/essays/job-analysis-3/.

1. IvyPanda . "Job Analysis Importance." December 21, 2023. https://ivypanda.com/essays/job-analysis-3/.

Bibliography

IvyPanda . "Job Analysis Importance." December 21, 2023. https://ivypanda.com/essays/job-analysis-3/.

Victoria’s Secrets Company Marketing Plan
Victoria Secret Target Market & Consumer Demographics
The Process of Organizational Redesigning
Redesigning a Booking to Cash Process
Digital Music Increasing Trend
Redesigning a Sandwich Toaster to Improve Its Performance and Life Cycle
Business Data Analysis: Abu Dhabi Municipality
Redesigning a Company Considering Apple's Experience
Niagara Folk Arts Multicultural Center: Re-Designing Promotional Brochure
South-West Airlines: Job Redesign and Workplace Reward
The O*Net and Self-Directed Search
Developing and Demonstrating Employability
Management: Pay and Rewards
Counseling Techniques Used to Help an Unemployed Client
Introduction Interviews and Staff Recruitment

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

Performing Job Analysis

This toolkit reviews how job analysis can be used to identify the knowledge, skills and expertise required to effectively perform job assignments, establish criteria for selection and promotions, design objectives for training and development programs, develop the standards for the measurement of performance, and assist with the determination of pay classification levels.

Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents.

Job analysis is often confused with job evaluation, but the two activities are quite different. Job evaluation is the process of comparing a job to other jobs within the organization to determine the appropriate pay rate and is not addressed in this toolkit. See Performing Job Evaluations .

Examples of how an organization may use job analysis data:

Workforce planning.
Performance management.
Recruitment and selection.
Career and succession planning.
Training and development.
Compensation administration.
Health, safety and security.
Employee/labor relations.
Risk management.

Information Collection

Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help make distinctions between jobs:

Knowledge, skills and abilities (KSAs) needed.
Work activities and behaviors.
Interactions with others (internal and external).
Performance standards.
Financial budgeting and impact.
Machines and equipment used.
Working conditions.
Supervision provided and received.

If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis process by identifying the job family, job duties and tasks of related work. For example:

Job family. Grouping of related jobs with broadly similar content.
Job. Group of tasks, duties and responsibilities an individual performs that make up his or her total work assignment.
Task. A specific statement of what a person does, with similar tasks grouped into a task dimension (i.e., a classification system).

A technical service job family, for example, could be identified as follows:

Job family. Technical Service.
Job. Technical service representative.
Task. Provides technical support to customers by telephone.

Job Analysis Methods

Determining which tasks employees perform is not easy. The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews. The following describes the most common job analysis methods.

Open-ended questionnaire Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job. HR compiles the answers and publishes a composite statement of job requirements. This method produces reasonable job requirements with input from employees and managers and helps analyze many jobs with limited resources. See Job Analysis Questionnaire and Job Analysis Template .
Highly structured questionnaire These questionnaires allow only specific responses aimed at determining the frequency with which specific tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful to define a job objectively, which also enables analysis with computer models. See O*NET Questionnaires .
Interview In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions based on the employee's response. This method works well for professional jobs.
Observation Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for short-cycle production jobs.
Work diary or log A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date. See Job Analysis: Time and Motion Study Form .
A team of senior managers identifies future performance areas critical to the organization's business and strategic plans.
HR assembles panels composed of individuals who are knowledgeable about the organization's jobs (i.e., subject matter experts). These groups may be employees, managers, supervisors, trainers and others.
A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on the jobs.
The facilitator develops detailed descriptions of each identified competency, including descriptive phrases for clarity.
HR rates the competencies, and panel members identify KSAs required to meet them.
HR identifies performance standards for each job. The organization must develop and implement selection, screening, training and compensation instruments, or processes that focus on competencies.

Use of Job Analysis Data

Job descriptions and specifications HR uses the job analysis output to develop a job description and job specifications. The job description summarizes and organizes the information for the organization's job-related actions. Generally, the job description and specifications are combined but compartmentalized to enable independent updating as needed. See How To Develop a Job Description and Sample Job Descriptions .
Compensation decisions In relation to employee pay practices, job analysis has two critical uses: It establishes similarities and differences in job content, and it helps determine the internal equity and relative worth of like jobs. If jobs have equal content, then the pay established for them will likely be equal. If, on the other hand, job content is perceptibly different, then those differences, along with the market rates, will become part of the rationale for paying certain jobs differently.
Selection assessments Job analysis information can also be used as a basis for selecting or developing employment assessments that measure the most critical tasks or KSAs. Some assessments involve work samples that simulate job tasks and require candidates to demonstrate that they can perform these tasks effectively. HR uses job-oriented or task-based job analysis data as a basis for developing these types of assessments because they focus directly on assessing how well job candidates can perform critical work tasks. Other assessment methods focus on measuring KSAs that are required to perform job tasks effectively, such as various mental abilities, physical abilities or personality traits, depending on the job's requirements. See SHRM Talent Assessment Center .

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

A vast majority of U.S. professionals think students should be prepared to use AI upon entering the workforce.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

Artificial Intelligence in the Workplace

An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

Module 5: Workforce Planning

What is job analysis, learning outcomes.

Describe the purpose of job analysis
Identify the steps in the job analysis process
Identify sources of information for job analysis

OPM (United States Office of Personnel Management) describes job analysis as “a systematic procedure for gathering, documenting, and analyzing information about the content, context, and requirements of the job.” [1]

Purpose of Job Analysis

A man looking at a tablet with charts and graphs on it.

The purpose of job analysis is to establish what a job entails, including the required knowledge, skills and abilities or KSA as well as job duties and responsibilities and the conditions of the job. Job analysis is essential documentation and a fundamental resource for human resources management actions including recruiting, compensation, training and assessment and performance evaluation. As OPM notes, “a job analysis is the foundation of human resources management. A valid job analysis provides data that should be used to develop effective recruitment, qualification and assessment, selection, performance management, and career development methodologies.” [2]

Job analysis serves four primary purposes:

Establish and document job-related competencies
Identify the job-relatedness of essential tasks and competencies
Establish the legal basis for assessment and selection procedures/decisions
Establish the basis for determining relative worth

Practice Question

Steps in job analysis.

Fundamentals of Human Resource Management authors DeCenzo, et.al. identify the following job-specific steps in the job analysis process: [3]

Establish the organizational relevance of the specific role. Identify how the job relates to the organization’s strategy. Reality check: If there isn’t a clear connection, the job may not be necessary.
Benchmark positions, if necessary. If it’s impractical to conduct an analysis of every role, jobs can be grouped into categories that have similar characteristics. This is analogous to grouping jobs into categories for compensation purposes, as discussed in Module 8: Compensation and Benefits .
Identify inputs. Determine what data sources will be used and how information will be collected. Review data and information; clarify any questions.
Draft the job description. Formats vary, but there are common and required elements, discussed in Job Descriptions .
Finalize the job description. Review the draft job description with the job supervisor and make revisions as appropriate. The supervisor should approve the final job description.

Summary: The Job Analysis Process

The job analysis process, including inputs and output, are listed below. [4]

Organization Chart
Observations
Questionnaires

Position Data / Information

Purpose of Role
Reporting Relationship
Key Accountabilities
Internal & External Communication
Machines & Equipments
Knowledge & Experience
Job Description

Sources of Information

As noted above, determining what a job consists of involves identifying sources of information and determining how data will be collected. Internal sources of information include published information including organizational charts, job announcements, position descriptions; direct or indirect (e.g., review of video) observation; input from management, employees and/or a relevant subject matter expert, obtained through interviews or via questionnaires. An additional option for collecting data is the diary method, where a job incumbent keeps a diary or log of daily activities.

Information obtained from internal sources can be supplemented with or compared with external data. A key source of information—relevant for career exploration and job analysis, as the site’s welcome notes—is the O*Net OnLine database. O*Net’s About states the site “is the nation’s primary source of occupational information. O*Net’s database is updated on a continual basis and “contains hundreds of standardized and occupation-specific descriptors on almost 1,000 occupations covering the entire U.S. economy.” The section of particular interest to job analysts and human resource management in general is the Content Module, which provides the “anatomy” or distinguishing characteristics of an occupation including knowledge, skills and abilities and other job dimensions.

O*Net data is organized in the following six major domains:

Worker Characteristics. Enduring characteristics that may influence both performance and the capacity to acquire knowledge and skills required for effective work performance.
Worker Requirements. Descriptors referring to work-related attributes acquired and/or developed through experience and education.
Experience Requirements. Requirements related to previous work activities and explicitly linked to certain types of work activities.
Occupational Requirements. A comprehensive set of variables or detailed elements that describe what various occupations require.
Workforce Characteristics. Variables that define and describe the general characteristics of occupations that may influence occupational requirements.
Occupation-Specific Information. Variables or other Content Model elements of selected or specific occupations.

O*Net’s Content Model page is interactive; data can be accessed by clicking on a particular section or domain. For example, clicking on Worker Requirements links to a page with four primary folders: Abilities, Occupational Interest, Work Values and Work Styles. Nested under Abilities, defined as “Enduring attributes of the individual that influence performance” are four folders: Cognitive Abilities, Psychomotor Abilities, Physical Abilities and Sensory Abilities.

Completing Job Analysis

Conducting a job analysis includes the following processes:

Collecting Data. Gathering information from published sources, observation, interviews, online databases, such as O*Net or career sites.
Developing Tasks. Developing a description of the “activities an employee performs on a regular basis in order to carry out the functions of the job.” [6]
Developing Competencies. Describing the knowledge, skills, abilities, behaviors, and other characteristics required for successful performance of the role or occupational function. For information on how to write competencies, refer to OPM’s Competencies Quick Tips sheet.
Validating & Rating Tasks & Competencies. Subject matter expert (SME) review and rating of tasks and competencies. A director supervisor or highly accomplished incumbent would be considered SMEs.
Finalizing Tasks & Competencies. Finalization of tasks and competencies; those that are not rated by SMEs are required to successfully perform the job are dropped. The job analysis should be documented for validity and dated to provide a reference for updates.

To elaborate on the rating point, the OPM recommends that tasks that are rated as both frequent (every few days to weekly) and important (on a scale from Not Important to Extremely Important) be considered critical for the job. The OPM ranks competencies based on importance and when the skill is needed—for example, on entry or within 6 months, recommending that competencies be considered critical if considered at least Important and needed within the first 3 months.

Contribute!

Improve this page Learn More

U.S. Office of Personnel Management. “ Frequently Asked Questions Assessment Policy .” U.S. Office of Personnel Management. OPM. Accessed October 14, 2019. ↵
" Delegated Examining Operations Handbook: A Guide for Federal Agency Examining Offices. " U.S. Office of Personnel Management. June 2019. Accessed September 10, 2019. ↵
DeCenzo, David A., Stephen P. Robbins, and Susan L Verhulst. 2016. Fundamentals of Human Resource Management . New York, NY: John Wiley & Sons ↵
People Excellence Team. " What is Job Analysis ." pesync. August 28, 2018. Accessed September 10, 2019. ↵
" Job Analysis ." United States Office of Personnel Management. Accessed September 10, 2019. ↵
Ibid. ↵
What is Job Analysis?. Authored by : Nina Burokas. Provided by : Lumen Learning. License : CC BY: Attribution
Untitled. Authored by : Free-Photos. Provided by : Pixabay. Located at : https://pixabay.com/photos/person-man-male-business-tablet-731479/ . License : CC0: No Rights Reserved . License Terms : Pixabay License
man and woman sitting on table photo. Authored by : LYCS Architecture. Provided by : Unsplash. Located at : https://unsplash.com/photos/U2BI3GMnSSE . License : CC0: No Rights Reserved . License Terms : Unsplash License

How it works

For Business

Join Mind Tools

Article • 7 min read

Job Analysis

Zeroing in on what your job's about.

By the Mind Tools Content Team

We have all experienced that appalling sense of having far too much work to do and too little time to do it in. We can choose to ignore this, and work unreasonably long hours to stay on top of our workload. The alternative is to work more intelligently, by focusing on the things that are important for job success and reducing the time we spend on low priority tasks.

Job Analysis is the first step in doing this, and it's a key technique for managing job overload – an important source of stress. To do an excellent job, you need to understand fully what is expected of you. While this may seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is often something that is easy to overlook.

By understanding the priorities in your job, and what constitutes success within it, you can focus on these activities and minimize work on other tasks as much as possible. This helps you get the greatest return from the work you do, and keep your workload under control.

Job Analysis is a useful technique for getting a firm grip on what really is important in your job so that you are able to perform excellently. It helps you to cut through clutter and distraction to get to the heart of what you need to do.

Note that this tool assumes that your organization is already well organized and that its job descriptions, review criteria and incentives are well-aligned and correct. If this isn't the case, be aware that inconsistent job design can cause enormous stress and conflict, as well as inefficiency. Take a look at our articles on Job Descriptions , Probationary Periods , Wide Span of Control , and Competency Frameworks to begin an overdue review!"

Using the Tool

To conduct a job analysis, go through the following steps:

1. Review Formal Job Documentation

Look at your job description. Identify the key objectives and priorities within it.
Look at the forms for the periodic performance reviews. These show precisely the behaviors that will be rewarded and, by implication, show those that will be punished.
Find out what training is available for the role. Ensure that you attend appropriate training so that you know as much as possible about what you need to know.
Look at incentive schemes to understand the behaviors that these reward.

2. Understand the Organization's Strategy and Culture

Your job exists for a reason – this will ultimately be determined by the strategy of the organizational unit you work for. This strategy is often expressed in a mission statement. In some way, what you do should help the organization achieve its mission (if it does not, you have to ask yourself how secure the job is!). Make sure that you understand and perform well the tasks that contribute to the strategy.

Similarly, every organization has its own culture – its own, historically developed values, rights and wrongs, and things that it considers to be important. If you are new to an organization, talk with established, respected members of staff to understand these values.

Make sure that you understand this culture, and that your actions reinforce the company's culture, or at least do not go against it. Looked at through the lens of culture, will the company value what you do?

Check that your priorities are consistent with this mission statement and the company culture.

3. Find out Who the Top Achievers Are, and Understand Why They Are Successful

Inside or outside the organization, there may be people in a similar role to you who are seen as highly successful. Find out how they work, and what they do to generate this success. Look at what they do, and learn from them. Understand what skills make them successful, and learn those skills.

4. Check You Have the People and Resources to Do the Job

The next step is to check that you have the staff support, resources and training needed to do an excellent job. If you do not, start work on obtaining them.

5. Confirm Priorities With Your Boss

By this stage, you should have a thorough understanding of what your job entails, and what your key objectives are. You should also have a good idea of the resources that you need, and any additional training you may need to do the best you can.

This is the time to talk the job through with your boss, and confirm that you share an understanding of what constitutes good performance in the role.

It is also worth talking through serious inconsistencies, and agreeing how these can be managed.

6. Take Action

You should now know what you have to do to be successful in your job. You should have a good idea of the most important things that you have to do, and also the least important.

Where you can drop the less-important tasks, do so. Where you can de-prioritize them, do so.

Where you need more resource or training to do your job, negotiate for this.

Remember to be a little sensitive in the way you do this: good teamwork often means helping other people out with jobs that do not benefit you. However, do not let people take advantage of you: be assertive in explaining that you have your own work to do. If you cannot drop tasks, delegate them or negotiate longer timescales.

Job analysis is a five-step technique for:

Understanding and agreeing how to achieve peak performance in your job.
Ensuring that you and your boss agree on the areas you should concentrate on when time gets tight; and the areas that can be de-emphasized during this time.
Making sure that you have the resources, training and staff needed to do a good job.

By using the Job Analysis technique, you should gain a good understanding of how you can excel at your job. You should also understand your job priorities.

This helps you to manage the stress of job overload by helping to decide which jobs you should drop.

Job Analysis is just one of many practical action-oriented techniques for reducing the stress of job overload.

These and other types of technique help you to resolve structural problems within jobs, work more effectively with your boss and powerful people, improve the way your teams function and become more assertive so that other people respect your right not to take on an excessive workload.

These are all important techniques for bringing job stress under control, for improving the quality of your working life, and for achieving career success.

You've accessed 1 of your 2 free resources.

Get unlimited access

Discover more content

How to reboot your career video.

Video Transcript

Book Insights

The Power of Moments: Why Certain Moments Have Extraordinary Impact

Chip Heath and Dan Heath

Add comment

Comments (0)

Be the first to comment!

Get 20% off your first year of Mind Tools

Our on-demand e-learning resources let you learn at your own pace, fitting seamlessly into your busy workday. Join today and save with our limited time offer!

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Discover something new today

Pain points podcast - what is ai.

Exploring Artificial Intelligence

Pain Points Podcast - How Do I Get Organized?

It's Time to Get Yourself Sorted!

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Humble inquiry: the gentle art of asking instead of telling.

Edgar Schein

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

Essay on Job Analysis

Introduction

Job analysis is the process of identifying and determining the tasks and duties of a given job. A job analysis is done to craft a good job description. it also helps to prepare the employees on what expectations to have about the job by defining clear tasks and objectives to avoid misunderstandings and provide the employee with a sense of direction. Job analysis helps determine the right fit for a job, to access the performance of the employee, and to evaluate if the employee is delivering a specific job (Hoffmann, 2018). It helps establish that job tasks, level of experience, specify the performance level and the working conditions. Well-structured job analysis helps create a detailed description of the roles and responsibilities for the employees and the entire organization. Job analysis helps employers qualify the candidate and review the expectations and the outcome required for the job. This activity is carried out to determine the placement of jobs and the context of job performance.

Principles and Purpose of Job Analysis

Job analysis helps in identifying particular skills and requirements that are necessary for a certain position. The purpose of a job analysis is to establish what entails the job at hand as well as the duties and conditions of the job. It is a fundamental resource for the management including performance evaluation, compensation, and training. It also establishes and documents job-related competencies, establishing a legal basis for the assessment and selection of the candidate. (Hoffmann, 2018). Job analysis helps determine the nature of the individual required to perform a certain position, it also checks whether the duties or objectives of a certain job are being met or not. A job analysis is also used in analyzing the production of an employee and qualifies accordingly. The vital role of this activity is to deciding the worth of the job and streamlining the human efforts hence increasing the output.

Compare and Contrast Methods of Job Analysis

A job analysis can be conducted using different methods. Some of these methods are observation, questionnaires, and interviews. Questionnaires are mailed to the respondents to be answered in a specified manner since a questionnaire consists of questions in a written format either open-ended or close-ended while an interview is a to one communication where respondents and the interviewer participate in a question and answer session directly, this questions administered in an interview are always open-ended (Semmer,& Zapf, 2017). While questionnaires can collect information from a large number of people, the interviews collect information from a small number of individuals compared to questionnaires.

On the other hand observation method involves the researcher makes themselves as a part of the community doing the observation, this method can help the job analyst learn more about the job at hand over a specified amount of time. In observation, it is allowed to use some tools like include a video which is best for recording non-verbal interaction. An interview is subjective while a questionnaire is objective (Semmer,& Zapf, 2017). All these methods collect information about certain research. These methods can be used to gather, analyze and measure information on variables of interest. These methods are used to provide fact-based information about a job including both the internal and external factors. They also help obtained first-hand information about the job being analyzed.

Job Analysis Plan

For the purpose of conducting an outstanding job analysis, I will have to follow the latter various effective steps which start gathering effective data through the use of questionnaires. The questionnaires will be distributed and answered by the employees which will require them to answer various questions concerning their job descriptions. That will help in comparing the results of the employees based on the questions and expectations of the organization. Then I will have to conduct an interview that will involve the workers for the purpose of asking specific questions. The questions will be based on their job duties and specific responsibilities which they have been given to them by the organization. Apart from that will have to demand an effective log sheet from the workers. The log sheet will have to contain information based on every task there have been involved in, the period they have spent to finish it and it should cover at least two weeks of full-time working (Nenoff, & Mowry, 2015).

Apart from that, I will have to effectively gather more information but through the observation method. That will help me to complete the desk audits via observing the workers in the process of working as I record everything they are doing which is helpful either positive or negative. That will help in noting the time they take to complete their task, the skills and knowledge which they have, areas which they are better in and areas which they are poor in. on the other hand I will have to conduct another interview but have the organizational leadership which will include the managers and supervisors as well as clients and employees who have been interacting directly with the managers and supervisors. After that, I will have to compare the jobs based on the job family and grades for the purpose of determining the area where it falls in terms of payment scale (Nenoff, & Mowry, 2015).

Job Analysis

In terms of the actual job analysis, I had to conduct a meeting with the leadership of the organization for the purpose of getting to fathom the goals and objectives of the organization. Apart from that, I also used that opportunity to grasp the manner in which they have aligned the employee’s goals and objectives with those of the organization. After grasping the expectation of the organization towards the workers, I had to conduct an interview with an incumbent for the purpose of getting more information about the employee, supervisors, managers, and the entire organization before making my conclusions (Hofer, 2018).

I had to ask the incumbent various questions that he answered best to her knowledge. The first question was, for how long have you worked for this organization, and how many positions have you worked since joining the employee’s team? She said that she has been working for the organization for the last six years and she has been changed to two different positions but under the same working level. What are the greatest challenges have you faced since you joined the organization? She was able to be open and talk about personal decision-making when it comes to additional creativity without consulting the line managers or supervisors. What is your greatest weakness? In terms of the weakness, she said she was weak in solving conflict which involves her leaders since she feels she does not have enough courage to correct her leaders due to fear of creating grudges with her leaders (Hoffmann, 2018).

Interpretation and Recommendation of the Job Analysis

The entire process of job analysis went well from the first to the last step. I was able to gather more information showing the strength and weaknesses which is available in the organizational departments among different employees and also with the management of the organization. That was based on the skills and knowledge which the employees portrayed when performing their tasks in the organization. With that kind of information, the organization can be made better and become effective when it comes to competition with its rivals in the market. That is because it will be able to gain a competitive advantage after correcting various mistakes which it has hence mitigating any arising challenges in the organization (Brooks, 2021).

Due to that, I would like to recommend the organization to consider rewarding the employees in different ways such as offering prizes, and mostly promotion of the employees since it shows a sign of growth to them which also enhances their courage to do better and feel valued. Apart from that, the organization should also consider the autonomy of the employees when it comes to the application of creativity and innovation for the benefit of the organization without making mistakes or lowering the level of production or the quality of products. That is because it helps the employees to have positive internal competition based on creativity and innovation which help in making an organization more unique and outstanding compared to its rivals in the market. Through that, the employees feel to have a sense of belonging and the organization can easily gain a competitive advantage over its competitors (Brooks, 2021).

Job analysis in an organization is very significant due to the effectiveness of the role which it plays for the benefit of the organization, clients, and employees. That is because it helps in making an organization better, helps the employees to get what they expect from the organization, and has a comfortable working environment (Nenoff, & Mowry, 2015).On the other side, it helps the customers in terms of ensuring their needs are met and their voices are listened to. That is because it helps in correcting mistakes and combating challenges in an organization in terms of solving effectively the problems which are being faced by the employees, customers, and the employer.

Brooks, N. (2021). How to undertake effective record-keeping and documentation. Nursing Standard , 36 (4), 31-33. https://doi.org/10.7748/ns.2021.e11700

Hofer, E. (2018). Step 6: Present the analysis and interpret its results. The Uncertainty Analysis of Model Results , 265-271. https://doi.org/10.1007/978-3-319-76297-5_7

Hoffmann, A. (2018). Purpose is a direction – and the power of ‘job-crafting’. Purpose & Impact , 115-120. https://doi.org/10.4324/9781351048941-9

Nenoff, T., & Mowry, C. (2015). Develop plan for analysis of the effluent from GCM production. https://doi.org/10.2172/1213493

Semmer, N., & Zapf, D. (2017). Validity of various methods of measurement in job analysis. Recent Developments in Job Analysis , 67-78. https://doi.org/10.4324/9781315213712-6

Cite this page

Similar essay samples.

Essay on President Barack Obama
Red Bull Organizational Analysis
To what extent do truth commissions deliver justice to the victims of ...
Essay on GEs
Essay on International Financial Environment & the Determination o...
Essay on Assess the Role of Stigma in Everyday Society

Job analysis

Meaning & definition, job analysis.

Job analysis refers to a systematic process of collecting all information about a specific job, including skill requirements, roles, responsibilities and processes in order to create a valid job description. Job analysis also gives an overview of the physical, emotional & related human qualities required to execute the job successfully.

Job analysis is an important step in ensuring that the right candidate is selected. Job analysis helps the employer in recruitment and selection, performance management, choosing compensation and benefits, etc. It helps the employees to have a clear picture of what is actually required of them.

Digital Transformation: Opportunity and challenges in new normal era

Related Resources

Manager is the new HR Catalyzing The Strategic Alliance Between Managers & HRs. Learn More

Frequently Asked Questions (FAQ's)

Why is a job analysis important, how do you conduct a job analysis, what is job analysis vs job description, what are the components of job analysis, what methods can you use to conduct a job analysis, when should a job analysis be conducted, what are the disadvantages of job analysis, who conducts a job analysis, what is the difference between job analysis and job evaluation, manpower planning.

Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in terms of skills, qualities and other human characteristics. This facilitates the division of labor into different occupations.

Recruitment, Selection and Placement

In order to hire a good person for the job, it is very important to know the requirements of the job and the qualities of the person who will be doing the job. Information on these two elements comes from the job description or job description and helps management to tailor the job requirements as closely as possible to the attitudes, skills, interests of employees, etc.

Training and Development:

Job analysis determines standard levels for job performance. Helps manage learning development programs.

Job Evaluation

Job analysis provides the basis for job evaluation. The purpose of a job appraisal is to determine the relative value of the job which in turn helps determine job compensation.

Performance Appraisal

Job analysis data provides a clear standard of performance for each job. Employee performance can be objectively evaluated against the job performance standard.

Job Designing

Industrial engineers may use the job analysis information in designing the job by making the comprehensive study of the job elements.

Safety and Health

Management can take corrective actions to ensure the safety of workers and reduce the risk of various hazards to eliminate harmful conditions.

The job analysis is mainly based on the effective policies. Effective policies may be formulated in regard to promotions and transfers.

Employment Guidance

Job description, which is basically carried out on the basis of Job analysis, helps the aspirates in ascertaining the job, for which they have the necessary ability and skills.

Labour Relations

Job analysis serves as the basis for resolving disputes that may arise due to quality of performance expected of workers.

Gather information about a position

Observe and interview employees who are currently employed. Encourage employees to perform their duties and be as specific as possible when defining responsibilities. Read the manual or document that explains your current position. Compare your current job description with what your employees are actually saying and doing. Record results by department or individual position. Create an account for all the tasks and skills involved in the job.

Evaluate the importance of each task and competency

Once you understand what skills are needed to perform each task, you can rate the difficulty of each task and skill. Determine the top-level skills for each location. Note which skills require entry level and more experience. You may think differently from this job as you thought it was an important part of the job.

Research industry standards

Find status data in your job analysis to make sure you're tied to your current workforce. Test your results using information from government literature and corporate organizations. Seek expert advice on the subject that can explain the tasks you need to do your job. Compare your network and data with other businesses.

Revise job descriptions and standards

Once you've identified and discovered the most important qualifications needed to do the job, make a list for each job and skill. Use this to edit an existing job description or create a new one to suit your analysis. Create a set of criteria for each position that matches your employees' feedback and your own work observations. Include expectations that you may not have met, but are based on professional guidelines from your research.

Use data to make changes

Look at the entire organization. Based on the analysis, determine if the right task is assigned to the right task. If you find that a job in one department is suitable for another team, move these tasks to another job. You may also find that some departments handle more than others. You can use job analysis data to find ways to transfer job responsibilities based on the capabilities of each job.

Job analysis can be understood as the process of gathering information related to a particular job. This information includes knowledge, skills and abilities to work effectively. It is useful for preparing job description and job description.

A job description is a document that indicates what the job covers, that is, the functions, responsibilities, duties, powers and officers, attached to the job.

In excellent terms, job analysis means an in-depth examination and evaluation of a particular job. Therefore, the job description is a statement that is characteristic of a particular job.

Job Position

The position of the job and the employee holding that position in the organization are known as the position of the job. Job status serves as the basis of the compensation system in the organization. Highly placed jobs as well as job holders get higher returns than lower returns.

Job Description

Each situation is different from each other because each situation requires different tasks and responsibilities, e.g. Experience, expertise and level of knowledge. These tasks, duties, roles, and responsibilities are detailed in how to perform this job.

Work value refers to the calculation of the value of work in the organization. In other words, job value is an estimate of how much the job contributes to the overall goal of the organization.

Asking an employee to give details about their job is one way to create an accurate job description. Employers will ask questions about specific tasks and also request a breakdown of the duties performed by those in a certain position.

Observations

An employer may also choose to watch as employees complete their jobs, noting the tasks they complete and the skills needed for those tasks. Observations work well for processes related to physical task and product related outcomes.

Survey are tools used to find out how often a certain task is completed or how much a skill set is used. These surveys can be highly structured forms where employees use a scale to answer questions about the job. Surveys can also be used more informally for employees to answer open-ended questions.

Employers may request a written account of daily work for a certain period of time. This allows an employee to give a clear description of the regular duties of their job and the timeframe required for each task.

Job analysis should be conducted as a first step in the recruitment process. Writing an analysis helps you to clarify your needs and expectations. It also collects the information you will need to write a job description.

Time consuming

The biggest drawback of the job review process is being very time consuming. This is a serious limitation, especially when jobs change frequently. This emphasizes personal bias: if the supervisor or analyst is an employee of the same organization, the process may involve their personal likes and dislikes. This is a major obstacle for the collection of reliable and accurate data.

Too much human effort

The process involves a lot of human effort. Because each job has different information and there is no set pattern, custom information must be collected for different jobs. The process must be carried out separately to collect and record order-related data.

Lack of Skills

If the analyst is unaware of the purpose of the job analysis process and doesn't have the proper skills to carry it out, it is a waste of company resources. You must be trained to obtain reliable data.

Lack of mental abilities

Last but not least, mental abilities such as intelligence, emotional characteristics, knowledge, competence, mental and endurance are intangible things that cannot be directly observed or measured. People work differently in different situations. Therefore, general standards for mental abilities cannot be set.

Job Analysis may be conducted by the employer's Human Resources department or by a trained Job Analyst/Consultant.

Latest Blog

The Impact of COVID-19 on Performance Appraisals

Everything You Need To Know About Virtual Onboarding

50+ Advanced Features Your HRMS Should Have

15 must-have hrms features to safely return to work, business as usual: remote hr tech implementation playbook, the unlock down: chro's covid exit strategy kit, unleash the true potential of your workforce.

school Campus Bookshelves
menu_book Bookshelves
perm_media Learning Objects
login Login
how_to_reg Request Instructor Account
hub Instructor Commons
Download Page (PDF)
Download Full Book (PDF)
Periodic Table
Physics Constants
Scientific Calculator
Reference & Cite
Tools expand_more
Readability

selected template will load here

This action is not available.

5.7: What is Job Analysis?

Last updated
Save as PDF
Page ID 47036
Nina Burokas
Lumen Learning

Learning Outcomes

Describe the purpose of job analysis
Identify the steps in the job analysis process
Identify sources of information for job analysis

Purpose of Job Analysis

Photo of a man looking at a tablet with charts and graphs on it.

Job analysis serves four primary purposes:

Establish and document job-related competencies
Identify the job-relatedness of essential tasks and competencies
Establish the legal basis for assessment and selection procedures/decisions
Establish the basis for determining relative worth

Practice Question

https://assessments.lumenlearning.co...essments/18143

Steps in Job Analysis

Fundamentals of Human Resource Management authors DeCenzo, et.al. identify the following job-specific steps in the job analysis process: [3]

Establish the organizational relevance of the specific role. Identify how the job relates to the organization’s strategy. Reality check: If there isn’t a clear connection, the job may not be necessary.
Benchmark positions, if necessary. If it’s impractical to conduct an analysis of every role, jobs can be grouped into categories that have similar characteristics. This is analogous to grouping jobs into categories for compensation purposes, as discussed in Module 8: Compensation and Benefits.
Identify inputs. Determine what data sources will be used and how information will be collected. Review data and information; clarify any questions.
Draft the job description. Formats vary, but there are common and required elements, discussed in Job Descriptions.
Finalize the job description. Review the draft job description with the job supervisor and make revisions as appropriate. The supervisor should approve the final job description.

Summary: The Job Analysis Process

The job analysis process, including inputs and output, are listed below. [4]

Organization Chart
Observations
Questionnaires

Position Data / Information

Purpose of Role
Reporting Relationship
Key Accountabilities
Internal & External Communication
Machines & Equipments
Knowledge & Experience
Job Description

https://assessments.lumenlearning.co...essments/18144

Sources of Information

O*Net data is organized in the following six major domains:

Worker Characteristics. Enduring characteristics that may influence both performance and the capacity to acquire knowledge and skills required for effective work performance.
Worker Requirements. Descriptors referring to work-related attributes acquired and/or developed through experience and education.
Experience Requirements. Requirements related to previous work activities and explicitly linked to certain types of work activities.
Occupational Requirements. A comprehensive set of variables or detailed elements that describe what various occupations require.
Workforce Characteristics. Variables that define and describe the general characteristics of occupations that may influence occupational requirements.
Occupation-Specific Information. Variables or other Content Model elements of selected or specific occupations.

https://assessments.lumenlearning.co...essments/18146

Completing Job Analysis

Photograph of a man and two women sitting at a table

As described by the OPM, a job analysis is “a study of what workers do on the job, what competencies are necessary to do it, what resources are used in doing it, and the conditions under which it is done.” [5] Note that a job analysis is not a job evaluation; that is, the analysis is not an evaluation of the person currently performing the job.

Conducting a job analysis includes the following processes:

Collecting Data. Gathering information from published sources, observation, interviews, online databases, such as O*Net or career sites.
Developing Tasks. Developing a description of the “activities an employee performs on a regular basis in order to carry out the functions of the job.” [6]
Developing Competencies. Describing the knowledge, skills, abilities, behaviors, and other characteristics required for successful performance of the role or occupational function. For information on how to write competencies, refer to OPM’s Competencies Quick Tips sheet.
Validating & Rating Tasks & Competencies. Subject matter expert (SME) review and rating of tasks and competencies. A director supervisor or highly accomplished incumbent would be considered SMEs.
Finalizing Tasks & Competencies. Finalization of tasks and competencies; those that are not rated by SMEs are required to successfully perform the job are dropped. The job analysis should be documented for validity and dated to provide a reference for updates.

https://assessments.lumenlearning.co...essments/18145

U.S. Office of Personnel Management. “ Frequently Asked Questions Assessment Policy .” U.S. Office of Personnel Management. OPM. Accessed October 14, 2019. ↵
" Delegated Examining Operations Handbook: A Guide for Federal Agency Examining Offices. " U.S. Office of Personnel Management. June 2019. Accessed September 10, 2019. ↵
DeCenzo, David A., Stephen P. Robbins, and Susan L Verhulst. 2016. Fundamentals of Human Resource Management . New York, NY: John Wiley & Sons ↵
People Excellence Team. " What is Job Analysis ." pesync. August 28, 2018. Accessed September 10, 2019. ↵
" Job Analysis ." United States Office of Personnel Management. Accessed September 10, 2019. ↵
Ibid. ↵

Contributors and Attributions

Untitled. Authored by : Free-Photos. Provided by : Pixabay. Located at : pixabay.com/photos/person-man-male-business-tablet-731479/. License : CC0: No Rights Reserved . License Terms : Pixabay License
man and woman sitting on table photo. Authored by : LYCS Architecture. Provided by : Unsplash. Located at : https://unsplash.com/photos/U2BI3GMnSSE . License : CC0: No Rights Reserved . License Terms : Unsplash License

What Is a Job Analysis? And Why You Should Do It

TriNet Team

What Is a Job Analysis? And Why You Should Do It

You have an open position. Fingers poised on the keypad, you're ready to write the job description. But wait… did you perform a job analysis for the role? If not, you skipped a crucial step.

What "job analysis" means

"Job analysis is a systematic process used to identify the tasks, duties, responsibilities and working conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to perform that job. " That definition comes from the U.S. Department of Labor. A job analysis is unique because it focuses on the actual job and its functions rather than the person who will be doing it. Although a job analysis sounds like a job evaluation, they are two different processes. Whereas the job analysis examines the job itself, a job evaluation compares the job to others within the company to determine the proper pay rate. That said, data gleaned from the job analysis can help inform pay decisions.

The importance of conducting a job analysis

Job analysis is a process that ensures a microscopic look at the position is taken so you will have all the information you need to successfully:

Write the job description
Recruit for the role
Manage the employee's performance

Skipping this step can cause you to omit vital aspects of the role or provide incorrect information on the job description. If this happens, it can balloon into major problems – such as misleading job applicants about the job and causing new hires to quit as a result. A job analysis helps you:

Identify the duties and responsibilities of the job
Determine the competencies required for the role
Ascertain training needs plus job classification and job grade levels
Implement suitable pre-employment tests for the job
Make appropriate personnel decisions, including during performance evaluations
Gauge whether proper working conditions are present for the job that is being (or will be) performed
Compare the job to other positions in the same department and job grade
Deliver a smooth onboarding experience for each new hire
Maintain a documented system for the above activities

The documentation from a job analysis can serve as a legal defense tool for your employment practices.

Data utilization

Your organization will be able to apply the data received from a job analysis to many initiatives, including:

Workplace planning
Recruitment and selection
Performance management
Career development
Succession planning
Health and safety
Employee relations
Employee termination
Risk management

Tips for conducting a job analysis

Performing a job analysis can be very involved. So, let’s discuss the first three critical steps that need to be completed when preparing a job analysis document.

Collect information about the position

Below are ways to gather this information:

Define the purpose of the job – meaning the reason it exists
Directly observe an employee currently in the role – or observe employees in similar positions – and note the knowledge, skills, and abilities (KSAs) they use to do the job
Have employees fill out a questionnaire about the KSAs needed for the role
Gather input from the employee's manager/supervisor , immediate coworkers, customers, and other people the position is responsible for interacting with
Talk to a subject matter expert (SME) within or outside of your company to gain deeper insight into the competencies and working conditions of the role
Determine how the job will be executed , including methods, tools, or equipment
Keep occupational standards in mind. To do this well, you need to consider the various rules and regulations when assessing the job requirements

If the position is new, work with SMEs to clearly define the parameters of the role. In the end, the goal is to assemble as much credible information as possible, and SMEs can help you achieve this.

Prioritize tasks and link them to competencies

Make a list of the required tasks for the job, based on the information received from employees, managers/supervisors, SMEs, and other relevant sources.

Rate each task according to their level of importance .
Determine competencies for the role , including those critical to the role.
Rate the extent to which each competency is needed to perform the task .
Remove any task that cannot be linked to one or more competencies .

Create an internal form for conducting a job analysis

This is essential to streamlining and formalizing the process. The job analysis form may include:

Name of the manager or supervisor
Name(s) of people who will be interviewed for the job analysis
An overview of the purpose of the job
Details of the job – including what, when, and how tasks are done
The extent to which the job requires the involvement of others, such as interactions with immediate manager and peers, people in other departments, executives, and customers
Whether the role comes with decision-making authority or supervisory responsibility – and if so, to what extent
How much physical effort the role demands, such as walking, standing, or lifting
Work conditions, including any adverse conditions
Education, training, and years of experience required
Other requirements, such as licensure or bilingual skill

When do you need to conduct a job analysis?

You may need to update the job analysis if any of the following scenarios apply:

The position is new
The role you're looking to fill is different from the other positions in your company
You've never done a job analysis for the role
The last conducted job analysis for the position is outdated or unreliable
The requirements of the job are likely to change quite often. Therefore, you should ensure the position's responsibilities are periodically reviewed (every 6 months or once per year).

You can perform a job analysis on an as-needed basis if the requirements of the role are relatively fixed.

The job analysis and the job description work as a team

After you've conducted a job analysis and you're confident about the results, you can create or update the job description for the position. Remember, poorly executing the job analysis can negatively impact the job description. This will result in a ripple effect leading to turnover. With that in mind, it's essential to carry out the job analysis in a systematic way that leaves no (or very little) room for error.

This communication is for informational purposes only; it is not legal, tax or accounting advice; and is not an offer to sell, buy or procure insurance.

This post may contain hyperlinks to websites operated by parties other than TriNet. Such hyperlinks are provided for reference only. TriNet does not control such web sites and is not responsible for their content. Inclusion of such hyperlinks on TriNet.com does not necessarily imply any endorsement of the material on such websites or association with their operators.

Inspirational stories and on-the-ground perspectives shaping the future of work.

On-demand sessions

Is a PEO right for you? Take our assessment.

Get the latest hr trends, insights, advice and more sent straight to your inbox..

Job Analysis: Meaning, Importance, Components, Methods, Process

Job Analysis is an essential part of human resource management. It determines the skills, ability, duties, authority, and accountabilities a job should have. Let’s learn and understand the meaning of job analysis and its components, methods, tools, processes, and uses in HRM.

Meaning of Job Analysis

Job analysis is the process of determining and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks that comprise the job and the skills, knowledge, abilities, and responsibilities required of the holder for successful job performance.

Job analysis is studying and collecting information relating to the operations and responsibilities of a specific job.

The information thus collected is analyzed, and the facts about the nature of job working conditions and qualities of an employee can be easily known.

Job analysis defines the jobs within the organization and the behaviors necessary to perform these jobs.

Job Analysis is a systematic exploration, study, and recording of a job’s responsibilities, duties, skills, accountabilities, work environment, and ability requirements.

It also involves determining the relative importance of a job’s duties, responsibilities, and physical and emotional skills.

Definition of Job Analysis

Job analysis gathers and analyzes information about job content, human requirements, and the context in which jobs are performed.

Dessier (2005) defines job analysis as the procedure through which a job analyst determines the duties of different positions of an organization and the characteristics of the people to hire them.

Dale Yoder (1983) defines job analysis as “a process in which jobs are studied to determine what tasks and responsibilities they include, their relationships to other jobs, the conditions under which work is performed, and the personnel capabilities required for satisfactory performance.”

In the opinion of Strauss and Sayles (1977), job analysis consists of two parts, a statement of work to be done (Job description) and the skills and knowledge which must be possessed by anyone filling the job (Job Specification)”.

According to Gary Dessler, “Job analysis is the procedure for determining the duties and skills requirements of a job and the kind of person who should be hired for it.”

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting information relating to the operation and responsibilities of a specific job.”

Job analysis is a systematic way to gather and analyze information about the content and the human requirements of jobs and the context in which jobs are performed.

Job analysis involves collecting data about the performance of the job in an organization.

However, this definition is probably too simplistic when all of the different types of information that must be collected are considered.

For example, the data collected should clearly describe what is required to perform a specific job.

This should include the:

Knowledge: Knowledge is the degree to which a job holder must know specific technical material.
Skill: Skill is defined as adequate performance on tasks requiring tools, equipment, and machinery.
Abilities: Abilities refers to the physical and material capabilities needed to perform tasks not requiring the use of tools, equipment, and machinery. Further, where the job is completed must be considered.

Types of information to be collected by a job analysis are shown below:

Work activities.
Work-oriented activities.
Machines, tools, equipment, and work aids are used.
Job-related tangible and intangible.
Work performance.
Job context.
Personal requirement.

15 Terminology Used In Job Analysis

Task: An identifiable work activity carried out for a specific purpose. For example, typing a letter.
Duty: Several tasks that are related to some sequence of events. For example, pick up, sort out, and deliver incoming mail.
Position: A collection of tasks and duties which are performed by one person. For example, the P.A. to Chairman receives visitors, takes dictation , operates the computer, answers queries, attends to complaints, and helps students.
Job: A group of positions similar in their significant duties. For example, the job of salesmen, technical assistants, computer programmers, etc.
Job Families: Groups of different jobs that need similar skills. For example, sales jobs and clerical jobs in different departments.
Job Code: A job code uses numbers, letters, or both to provide a quick summary of a job and its content.
Job Classification: The grouping of jobs on some basis, such as the nature of work done or the level of pay. For example, skilled, semiskilled, and unskilled Grade II and III officers in a Bank .
Job Analysis: The process of gathering information about a job.
Job Description: A written summary of tasks, duties, and responsibilities of a job.
Job Specification: The minimum skills, education, and experience necessary for an individual to do a job.
Job Evaluation: A systematic procedure for finding the relative worth of a job.
Job Sharing: It is a scheduling innovation that allows two or more workers to share a job.
Job Design: A conscious effort to organize tasks, duties, and responsibilities into a unit of work to achieve a certain objective.
Job Rotation: Moving employees horizontally or vertically to expand their skills, knowledge, or activities.
Job Enrichment: Adding more responsibilities, autonomy, and control to a job.

Historical Context and Modern Approaches to Job Analysis

Job analysis has a long history within the HR field. Efficiency expert Fred Taylor’s scientific management studies were key contributions to the evolution of contemporary job analysis methods.

Taylor’s industrial engineering approach was focused on reducing costs and improving the efficiency of the manufacturing worker. In particular, his analysis process concentrated on finding the “one best way” to do any job.

This approach, still a central feature of present-day job analysis, examines two main aspects of each job in the organization;

the methods employed, and
the time measurement for task completion.

The first aspect is concerned with how the job incumbent performs the job – that is, with the minimum requirements for success in the job.

These requirements include;

the individual’s knowledge of production techniques and processes, cognitive (mental) abilities, mechanical abilities, and psychomotor abilities, and
the working conditions in which the job is performed (e.g., whether the work is done by the individual alone or in conjunction with other members of a team).

The second aspect, common to all job analyses, is time measurement, or the cycle/production time required to produce the goods or services to the organization’s performance standards. This time standard completely depends on the first aspect, concerned with the methods employed (or how the job is performed).

Changing the process from individual to team-based production and modifying the number of raw material inputs or steps in the production process will substantially change the output or number of items that can be produced on a time basis per hour, shift, or day.

4 Features of Job Analysis

From the definitions in the preceding section, we can list the features of job analysis as follows:

Job analysis is gathering relevant information about various aspects of a job and identifying tasks required to be performed as part of it.
It systematically defines the role, context, conditions, human behavior, performance standards, and responsibilities of a job.
It helps establish the job’s worth to an organization. In other words, it measures a job’s value and contribution to the organization’s growth.
It establishes job-relatedness, which is crucial for HR decisions involving recruitment, selection, compensation, training, health, and safety.

6 Importance of Job Analysis

Job analysis has been described as a fundamental instrument in the manpower management program. However, its importance may be well understood by narrating the areas of its concentration as under:

Ensuring similarity in job title

If the same job is described or titled in different ways in different organizations, the management finds great difficulty in selecting personnel and pricing the jobs. Job analysis helps minimize this problem by introducing similarities in job titles in different organizations.

Clarifying methods and procedures of work

The jobs are studied scientifically to study the duties and the tasks of the workers doing a particular job. Job analysis helps the management to get a clear picture of workers’ requirements regarding the types of supply of tools, machines, and equipment.

It indicates how much training, responsibilities, and supervision the worker should receive to perform the job efficiently. It helps the industrial engineer improve methods or procedures of work and determine the production standards.

Improving physical conditions of the work environment

Job analysis helps the management provide the worker with optimum conditions for work by providing an adequate workplace with good illumination and ventilation.

It also helps the management decide the ways by which it can avoid unnecessary noise, humidity, and dangerous, unhealthy, and hazardous conditions of work.

Delineating the relation of one job to other jobs

Job analysis describes the skill involved in doing a job as well as the characteristics required by the worker to do the job efficiently.

Thus, it helps the management to grade the jobs and to coordinate the work of a job with other jobs. It also helps the management to keep auxiliary workforces in the form of job families to meet any emergency.

When the best characteristics required by the workers are more or less identical in different jobs, then the jobs can be classified under one family. Inter-job, inter-department, and even inter-plant transfer of employees are common under conditions of industrial growth. Scientifically studying the job facilitates economic, efficient, and equitable transfer.

Similarly, men cannot be advanced from position to position and asked to take more responsibilities as they move upward in the organizational ladder unless the nature of the job under question and the human characteristic requirements of higher positions are definitely known.

Job analysis not only informs the management about the blockade of the promotional opportunities in some cases but also links up with other positions in the same or other departments that can offer opportunities.

Determining conditions of employment

Job analysis helps the industrial engineer determine the length and hours of work as well as the responsibilities for a particular job.

It helps the personnel department in pricing the job as well as in determining whether the job can be made permanent or seasonal. Last but not least, it helps the management to have a scientific procedure to provide every employee with opportunities for promotions and advancement.

Reducing grievances

At present, an appreciable amount of labor unrest is due to the absence of adequate information about jobs. Because of this situation, management and unions, in most cases, do not agree upon wage fixation, transfer, and promotion.

Gross inequalities in rates of wages, poor promotion plans, inability of heads of the department to understand fully the intricacies of the job, and lack of scientific analysis of human qualities create discontentment among employees and sometimes lead to serious grievances.

Job analysis supplies systematic information through job evaluation, job specification, job description, job schedule, etc., and thus helps avoid discontentment.

Basically, job analysis and job standardization are service tools; they are the means to an end.

It is closely connected with research studies on time and motion, industrial health and fatigue, causation of industrial accidents, determination of standards of performance and production standards, improvement of methods of procedure in machine operation, adjustment, and maintenance.

KSAs of Job Analysis

Job analysis can be defined as an examination of the jobs in an organization with a view to documenting the knowledge, skills, and abilities (KSAs) associated with the successful performance of those jobs. The written outcomes of this process are referred to either as a job description or a job specification.

The difference between these two items centers on whether the emphasis is on the duties or tasks to be carried out on the job (i.e., the job description) or on the competencies or KSAs the jobholder must possess to be a successful performer in a specific job (i.e., the job specification). KSAs are elaborated as follows:

Knowledge : Knowledge is the body of information, usually of a factual or procedural nature, that allows an individual to perform a task successfully.

Skill : Skill is the individual’s level of proficiency or competency in performing a specific task. The level of competency is typically expressed in numerical terms.

Ability : Ability is a more general, enduring trait or capability an individual possesses at the time when he or she first begins to perform a task.

Other attributes : Other attributes include work experience.

9 Objectives of Job Analysis

A sound human resource management practice dictates that a thorough job analysis should be done, as it may provide a deeper understanding of the behavioral requirements of jobs.

This, in turn, creates a solid basis on which to make job-related employment decisions.

9 main objectives of job analysis;

Organizational structure and design

Human resource planning, work simplification, setting up of standards., support for personnel activities, job description, job specification, job classification system, job evaluation and compensation.

By clarifying job requirements and interrelationships among jobs, responsibilities at all levels can be specified, promoting efficiency and minimizing overlap or duplication.

Job analysis is the foundation of forecasting the needs for human resources and plans for such activities as training, transfer, or promotion.

Job analysis information is incorporated into a human resource information system.

Job analysis provides information related to the job, and this data can be used to make the process or job simple.

Work simplification means dividing the job into small parts, i.e., different product lines or process operations, improving production or job performance.

Standard means minimum acceptable qualities, results, performance, or rewards regarding a particular job.

Job analysis provides information about the job, and each standard can be established using this information.

Job analysis supports various personnel activities like recruitment, selection, placement, training and development, wage administration, performance appraisal , etc.

A job description is a job profile that describes the job’s contents, environment, and condition . It is prepared based on data collected through job analysis. It provides information about the activities and duties to be performed in a job.

Job description differentiates one job from another by introducing unique characteristics of each job.

A job specification is another notable objective of job analysis. It includes information about the requirements of skills and abilities to perform a specific task.

It states the minimum acceptable qualifications an incumbent must possess to perform the assigned duty successfully.

The job specification statement identifies the knowledge, skills, and abilities needed to perform that task effectively .

Selection, training, and pay systems are often key to job classification.

Without job analysis information, it is impossible to determine the relationships among jobs in an organization reliably.

Job analysis also provides the required information that is necessary for evaluating the worthiness of jobs.

After preparing the job description and job specification statements, it assists in evaluating actual performance against the predetermined standard. Then the deviation (if any) is found that has taken place during action.

Moreover, it helps establish the value of different jobs in a hierarchical order, comparing jobs to one another.

These, in turn, are valuable in helping managers identify the kinds of employees they should recruit, select, and develop and provide guidance for decisions about training and career development, performance appraisal, and compensation administration.

Strategic Choice of Job Analysis

The following strategic guidelines should be examined when deciding whether to conduct a job analysis;

The primary purpose for conducting a job analysis should be specified (such as establishing wage rates or recruiting) to help ensure that all relevant information is examined.
The primary purpose of conducting a job analysis should be to input the types of information collected (for example, work activities, machines & tools used, or job context).
The purpose of the job analysis, the types of information required, the time & cost constraints, the level of employee involvement & the level of detail desired should be specified before choosing one or more of the available data collection methods .
Managers should follow or include the following steps when conducting a job analysis.
Determine the purpose of the job analysis.
Identify the jobs to be analyzed.
Determine the data collection method.
Explain the process to employees & involve them.
Collect job analysis information.
Process the job analysis information.
Review & update frequently.
The job analysis should be designed so that job descriptions & job specifications can be derived easily.
Managers should communicate all relevant information to employees concerning the job analysis to prevent unnecessary uncertainty & anxiety.
If major organizational changes occur, managers should consider conducting a job analysis.
If major organizations are anticipated, managers should consider conducting a more future-oriented job analysis.

3 Purposes of Job Analysis

The data collected from the job analysis can be used for three purposes.

3 purposes of job analysis are;

Job Description

Job specification, job evaluation.

Job descriptions describe the duties, responsibilities, working conditions, and activities of a particular job. Job descriptions vary in terms of the level of detail provided.

However, several components are present in virtually every job description—for example, the job title, type of summary, and worker requirements.

One valuable source for locating standardized job descriptions is the Dictionary of Occupational Titles (DOT), published by the US Department of labor, providing more than 12,000 occupations. Managers can adapt the standardized job descriptions from the DOT to the specific jobs within their firm.

Job specifications detail the knowledge, skills, and abilities relevant to a job, including the education, experience, specialized training, personal traits , and manual dexterity required. The job specification is important for several reasons.

First, certain jobs have the qualifications required by law.

For example, airline pilots, attorneys, and medical doctors must be licensed. Another type of job specification is based on professional tradition.

For example, university professors must usually hold a Ph.D. or equivalent degree if they are in a tenure track position.

Finally, job specifications might involve establishing certain standards or criteria for successful performance.

The information gathered during a job analysis can be used as input for the organization’s job evaluation system. The job evaluation determines the worth of a particular job to the organization .

This information is primarily used to determine the pay for the job. Thus, employees should be paid more for working more difficult jobs.

7 Components of Job Analysis

A job can be broken into several components and arranged into a hierarchy of work activities. This hierarchy is depicted in the following figure;

7 components of job analysis are;

Job Family.

The smallest practical unit into which any work activity can be subdivided.

An identifiable unit of work activity is produced by applying a Composite of methods, procedures, and techniques.

An individual performs several distinct tasks to complete a work activity for which he or she is responsible.

The combination of all the duties required of one person performed a job.

A group of positions that are the same enough or their job elements tasks and others to be covered by the same job analysis.

Jobs are combined across organizations based on the skills, exhaustion, and responsibilities required by the jobs.

A category in which similar cocoons are grouped.

6 Steps or Stages of The Job Analysis Process

There are six steps in the job analysis process. Let’s look at each of them. The steps are shown in the following figure:

Decide how we will use the information.
Review relevant background information
Select representative positions
Analyze the job
Verify the job analysis information.
Develop a job description and job specification

Step 1: Decide how we will use the information.

Decide how we will use the information since this will determine the data and how we collect them. Some data collection techniques – like interviewing the employee and asking what the job entails – are good for writing job descriptions and selecting an employee for the job.

Other techniques, like the position analysis questionnaire , do not provide qualitative information for a job description.

Instead, they provide numerical ratings for each job: these can be used to compare jobs for compensation purposes.

Step 2: Review relevant background information

Review relevant background information, such as organization charts, process charts, and job descriptions.

Organization charts show the organization-wide division of work , with titles of each position and interconnecting lines that report to and communicate with whom.

A process chart provides a more detailed picture of the workflow. A process chart shows the flow of inputs to and outputs from the job we analyze in its simplest form.

Finally, the existing job description usually provides a starting point for building the revised job description.

Step 3: Select representative positions

Select representative positions. There may be too many similar jobs to analyze them all. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

Step 4: Analyze the job

Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods.

Step 5: Verify the job analysis information.

Verify the job analysis information with the worker performing the job and with his immediate supervisor. This will help confirm that the information is factually correct and complete.

This review can also help gain the employee’s acceptance of the job analysis data and conclusions by giving that person a chance to review and modify our description of the job activities.

Step 6: Develop a job description and job specification

Develop a job description and job specification.

The job description is a written statement describing the job’s activities and responsibilities and its important features, such as working conditions and safety hazards.

Job specification summarizes the personal qualities, traits, skills, and background required to complete the job. It may be in a separate document or the same document as the job description.

7 Job Analysis Methods

An organization uses different methods to collect information and conduct job analysis.

7 job analysis methods are;

Observation method

Job performance, work sampling, individual interview, structured questionnaire, critical incident method, diary method.

In this method, the observer observes a worker or a group of workers doing a job. He lists all the duties performed by the worker and the qualities required to perform those duties.

It is a direct method. Direct exposure to jobs can provide a richer and deeper understanding of job requirements than workers’ descriptions of what they do.

Observations alone may reveal little useful information if the work in question is primarily mental.

With this approach, an analyst does the job understudy to get firsthand exposure to what it demands.

With this method, there is exposure to actual job tasks and the jobs’ physical, environmental, and social demands. It is suitable for jobs that can be learned relatively quickly.

Its main limitation is that the employee becomes conscious when the employee’s work is observed. This method is inappropriate for jobs that require extensive training or are hazardous.

Under this method, a manager can determine the content and pace of a typical workday through a statistical sampling of certain actions rather than through continuous observation and timing of all actions.

A manager or job analyst visits each job site and talks with employees performing each job. A standardized interview form is used most often to record the information.

Frequently, both the employee and the employee’s supervisor must be interviewed to understand the job completely. In some cases, a group of experts conducts the interview.

They ask questions about the job, skill levels, and difficulty levels.

They ask questions and collect information, and based on this information, job analysis is prepared.

This method can provide information about standard and non-standard activities and physical and mental work.

In short, the worker can provide the analyst with information that might not be available from any other source. Its main limitation is that workers may be suspicious of interviewers and their motives.; interviewers may ask ambiguous questions.

Thus, the distortion of information is a real possibility.

A survey instrument is developed and given to employees and managers to complete.

The main advantage of this method is that information on many jobs can be collected inexpensively in a relatively short time. This method is usually cheaper and quicker to administer than other methods.

Questionnaires can be completed off the job, thus avoiding lost productive time. Its main limitation is that it is time consuming and expensive to develop.

The rapport between analyst and respondent is impossible unless the analyst is present to explain and clarify misunderstandings.

Such an impersonal approach may have adverse effects on respondent cooperation and motivation .

In this method, the employee is asked to write one or more critical incidents that has taken place on the job .

The incident will explain the problem, how it is handled, the qualities required, difficulty levels, etc. The critical incident method gives an idea about the job and its importance.

A critical means important, and an incident means anything that takes place on the job . This method focuses directly on what people do in their jobs, and thus, it provides insight into job dynamics.

But this method takes much time to gather, abstract, and categorize the incidents.

It may be difficult to develop a profile of average job behavior as this method describes particularly effective or ineffective behavior.

Under this method, companies can ask employees to maintain log records or daily diaries, and job analysis can be done based on information collected from the record.

A log record is a book in which employee records /writes all the activities performed by him on the job.

The records are extensive and exhausted and provide a fair idea about the duties and responsibilities in any job.

In this method, the worker does the work himself, and the idea of the skill required, the difficulty level of the job, and the efforts required can be known easily.

6 Job Analysis Tools

Job Analysis supports all other management activities, including recruitment and selection , training and development need analysis, performance analysis, and appraisal, job evaluation, job rotation, job enrichment and enlargement, the right job-individual, creation, and regulation of entry and exit of talent in an organization.

There are various tools and techniques, such as the O-Net model. PAQ model. FJA model.

F-JAS model and competency model help HR managers to develop genuine job description and job specification data.

Though not very new, a few high-profile organizations use these specialized tools and techniques.

Not very common in use, but once understood, these systematic approaches prove extremely useful for measuring the worth of any job in an organization.

6 tools for Job Analysis are;

O*Net Model

F-jas model, competency model.

The beauty of this model is that it helps managers or job analysts in listing job-related data for a huge number of jobs simultaneously.

It helps collect and record basic and initial data, including educational, physical, and mental and emotional requirements to some extent.

It also links the compensation and benefits, perks, and advantages to a prospective candidate for a specific job.

FJA stands for Functional Job Analysis and helps collect and record job-related data to a deeper extent. It is used to develop task-related statements.

The technique developed by Sidney Fine and his colleagues helps determine the complexity of duties and responsibilities involved in a specific job.

This work-oriented technique works based on the relatedness of job data, where the complexity of work is determined on a scale of various scores given to a particular job.

The lower scores represent greater difficulty.

PAQ represents the Position Analysis Questionnaire . This well-known and commonly used technique analyzes a job by getting the questionnaires filled by job incumbents and their superiors.

Designed by a trained and experienced job analyst, the process involves interviewing the subject matter experts and employees and evaluating the questionnaires on those bases.

Representing Fleishman Job Analysis System is a basic and generic approach to discovering common elements in different jobs, including;

verbal abilities,
reasoning abilities,
idea generation,
quantitative abilities,
attentiveness,
spatial abilities,
visual and other sensory abilities,
manipulative abilities,
reaction time,
speed analysis,
flexibility,
emotional characteristics,
physical strength,
perceptual abilities,
communication skills,
coordination, and
movement control abilities.

This model discusses employees’ competencies in knowledge, skills, abilities, behaviors, expertise, and performance.

It also helps understand what a prospective candidate requires at the time of entry into an organization at a particular designation in a given work environment and schedule.

The model also includes basic elements such as qualifications, experience, education, training, certifications, licenses, legal requirements, and a candidate’s willingness.

This technique defines personality dynamics and suggests an ideal job model.

However, it does not discuss the individual competencies, such as intellect, experience, or physical and emotional characteristics of an individual required to perform a specific job.

Different tools can be used in different situations. The selection of an ideal job analysis tool depends upon job analysis needs and objectives and the amount of time and resources.

8 Key Factors in Job Analysis

Task identity.
Responsibility.

Working environment

Interaction with others, recognition and support, outcomes and performance measures, task identity.

Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end, visible to the employee and others.

Employees must see the work results they have produced either independently or as a part of a team .

Employees who perform repetitive tasks that offer no challenge may lose interest and become bored and dissatisfied.

Greater variety can improve interest, challenge, and commitment to the task. Variety means more than simply adding an extra but similar task.

For example, processing different forms would not make the work more meaningful as there would be no extra challenge.

Too much variety can also be frustrating and a source of conflict and dissatisfaction. The optimum amount of variety will differ from person to person and could depend on the level of the position.

Responsibility

Employees need to feel responsible for a significant part of the work they perform, either individually or as part of a team.

Work should be identified, enabling employees to see that they are personally responsible for the successes and failures of their actions.

This goes hand in hand with responsibility. Employees should have some areas of decision-making within the framework of their job.

Autonomy means giving more scope to employees to regulate and control their work.

A job should provide a safe and healthy working environment that is free from discrimination and harassment. It is also important to consider the types of work aids and equipment required to perform the role.

Employees need to understand their reporting relationships.

For example, employees must know to whom they report. It is important to identify the level of interaction that is required with key internal and external customers.

Employees need jobs that contribute to self-respect, particularly through acceptance and recognition by fellow workers and supervisors.

Jobs should permit relationships between individuals and encourage teamwork; otherwise, the employee can feel isolated, resulting in negative feelings about their work and work environment.

Employees need to know their particular targets and how they relate to the organization’s overall operation. This will involve identifying the outcomes required of the position.

The standard of performance also needs to be identified, along with performance measures. This feedback will provide employees with an equitable capacity for ongoing learning and advancement.

Guidelines for Performing Job Analysis

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

Make the job analysis a joint effort by a human resources specialist, the worker, and the supervisor. The human resource manager might observe the worker doing the job and have the supervisor and worker fill out job questionnaires. The specialist lists the job duties and required human traits based on all that. The supervisor and worker then review and verify the HR manager’s list of the job’s activities and duties.
If several employees are doing the same job in different departments, collect job analysis information from employees in different departments, not just one. The way someone with a particular job title spends his time is not necessarily the same from department to department.
Make sure the questions and processes are clear to the employees. (For example, some might not know what we mean when we ask about the job’s “mental demands.”) Catch problems early.
Use several different tools for job analysis. Generally, try not to rely on a questionnaire but perhaps supplement the survey results with a short follow-up interview. The problem is that each tool has potential drawbacks.

4 Techniques for Designing Jobs

Basically, there are four techniques used in the design of jobs;

job simplification,
job enlargement,
job enrichment, and
job rotation.

Job Simplification

Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs.

Simplification of work requires that jobs be broken down into their smallest units and then analyzed. Each resulting sub-unit typically consists of relatively few operations. These subunits are then assigned to the workers as their total job.

There appear to be two major advantages to using job simplification.

First, since the job requires very little training, it can be completed by less costly unskilled labor.

Second, job speed increases because each worker is performing only a small portion of the previously large job and thus is able to master a smaller, less complicated job unit.

On the negative side, job simplification results in workers experiencing boredom, frustration, alienation, lack of motivation, and low job satisfaction . This, in turn, leads to lower productivity and increased cost.

Job Enlargement

Job enlargement expands a job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated.

By increasing the number of tasks an individual performs, job enlargement increases the job scope or job diversity . Instead of only sorting the incoming mail by department, a mail sorter’s job could be enlarged to include physically delivering the mail to the various departments.

Job Rotation

Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed; only the employees are rotated among various jobs.

An employee who works on a routine job moves to work on another job for some hours/days/months and returns to the first job. This measure relieves employees from boredom and monotony, improves employees’ skills regarding various jobs, prepares workers’ self-image, and provides personal growth.

However, frequent job rotations are not advisable in view of their negative impact on the organization and the employee.

Job Enrichment

Job enrichment, as it is currently practiced in industry , is a direct outgrowth of Herzberg’s Two Factor Theory of motivation.

It is, therefore, based on the assumption that to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement, and growth. The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialization.

Job enrichment tries to embellish the job with factors that Herzberg characterized as motivators: achievement, recognition, increased responsibilities, opportunities for growth, advancement, and increased competence. There is an attempt to build a higher sense of challenge and achievement through vertical loading into jobs.

“Enrichment means building challenge and achievement into workers’ jobs by changing their jobs’ content—letting them order and inspect their own good day schedule, and so forth.”

Vertical job loading entails redesigning jobs to provide:

Greater responsibility,
Greater autonomy,
More immediate feedback to the individual or group.

Job enrichment might include transferring some of the superior’s activities to subordinates.

8 Reasons Why Job Analysis Is Important For HRM!

Job analysis is a process. 8 importance of job analysis are;

Planning and organizing of program

Obtaining current information, conducting needs research.

Establishing_priorities
Collecting. job data

Preparing job description

Developing.job specification

Maintaining and updating the job description and job specification.

The first step is to plan and organize the job analysis program. Planning is done before gathering data from the employees. It is important to identify the objectives of the job analysis.

Top management support is needed to make job analysis a success . A person is designated as in charge of the program, and required authority and responsibility are assigned.

The schedule of the program and budget estimation is prepared.

Current job design information is collected, and the analyst studies job descriptions, job specifications, processes used, manuals, and organization flow charts.

The analyst determines which manager, the department requires the job analysis.

Research is conducted to determine the purpose of the job analysis and the method used to gather relevant information.

Establishing priorities

With the help of various related department managers, an HR manager will identify and prioritize the jobs to be analyzed.

Collecting job data

The next step is collecting the data related to the job selected for the analysis as they are being performed in the organization.

Using job information obtained from job analysis, a job description is prepared.

It states the full information about the job, including the working conditions, nature of the job, processes, machines, and materials used.

Developing job specification

Job specifications are developed using the information given in the job description.

A job specification is a statement regarding the human qualities required to perform a particular job. Such information is used to select the person matching the job requirements.

Once a job description and job specification have been completed and reviewed, a system must be developed to keep them current.

Job and employee requirements may change over time, and accordingly, job descriptions and specifications need to be adapted.

Why is job analysis the Foundation of HR Practices?

HR practitioners refer to job analysis as the foundation for all HR activities, and there are extremely valid reasons for this assertion.

Before we can meaningfully advertise jobs and attract desired individuals to fill job vacancies identified by the HR planning process , we must be able to specify the individual competencies that we are looking for.

Once we have developed a pool of high-quality job applicants, the selection process will incorporate employment tests and interview questions based on the need to choose the individual who best meets the formal requirements for success identified by our job analysis process.

The selection criteria that follow out of the job analysis process are also used in succession planning to appraise the organization’s internal candidates for possible transfer or promotion to management or executive jobs.

Once we have selected an individual to fill a job, he or she should be given a copy of the job description or specification for the job, which provides specific guidance on how to perform the job in accordance with the wishes of the organization.

The performance appraisal process compares the individual’s accomplishments over a predetermined period with the desired standards specified in the job description or specification.

If the performance appraisal process reveals that the individual has deficiencies that can be rectified by training and development, specific programs or courses can be offered to help the individual reach the desired standards.

Furthermore, compensation systems in organizations typically use a classification process based on knowledge and skills, effort, responsibility, and working conditions – the four indispensable factors of the job that are explicitly noted and formalized by the job analysis process.

Finally, successful career planning programs also draw heavily on the front-end requirement of a comprehensive job analysis.

In planning future career moves, the individual and the organization note the employee’s current KSAs and level of performance and compare these to the KSAs required in various target jobs for which the employee would like to apply.

Once this information is provided by job analysis, the employee is informed of the explicit education and skills development that will be required prior to being considered for the target job.

Job analysis, therefore, is not only a critical requirement for the proper implementation and operation of the HR planning process, as examined in this book, but is also an essential prerequisite for the success of virtually all other HR functions.

4 Major Problems With Job Analysis

Having noted the process of job analysis, let’s now turn to an examination of the frequent problems associated with job analysis.

Job Analysis that is neither updated nor reviewed

One must consider the topic of computer technology to recognize the impact that an extremely rapid rate of change has on how work is being performed.

Job analyses must be reviewed regularly by incumbents, supervisors, HR staff, and so on to ensure that the written job requirements reflect the reality of contemporary job performance. Recent changes in technology, materials, and processes must be incorporated into the amended job description or specification.

Obsolete job descriptions not only fail to provide job incumbents with meaningful guidance as to their required duties and tasks but also result in an HR planning process attempting to match individuals to jobs based on no longer valid information.

Job description or specification that is too vague

If job analysis is to provide important information to allow us to select the individual who best meets job requirements, we must be specific as to what those exact requirements are.

For example, organizations often specify that applicants must have a certain number of years of experience in a certain functional area instead of specifying the exact skills or competencies the applicant should have learned over that period.

Without this specific information, experience or time spent on the job has little relevance for selection.

Similarly, organizations may mistakenly include elements such as “dependability” as one of their job requirements without giving specific examples of what constitutes dependable behavior (e.g., the individual arrives on time for meetings with all preparatory work properly completed).

To be an effective component of HR planning, the job analysis process must produce detailed, specific behavioral examples of successful job performance for each job in the work process.

Contamination and deficiency

Although brevity and clarity are definite virtues with respect to job analysis (a short, clear job description is of great use to both job incumbents and the HR staff), taken to an extreme, these characteristics may cause problems during job analysis efforts.

If our job description or specification fails to incorporate important aspects of the job that are required for success, this error of omission is referred to as deficiency.

Conversely, if we include peripheral, unimportant aspects of a job in the formal job description, we run the risk of contaminating it by diverting attention from valid, important correlates of success.

Contamination of our job analysis process may also lead to legal consequences if we use the information to select individuals based on factors not related to the job.

For job analysis, therefore, we should try to be as brief and clear as possible but not at the expense of excluding any important behavioral or performance element of the job.

Time and costs of job analysis

Some organizations are deterred from conducting job analysis due to the significant time and start-up costs perceived to be associated with the process.

Typical costs include consulting fees for job analysis (if the organization does not have in-house HR staff with relevant qualifications), licensing fees associated with usage of copyrighted job analysis methods, the costs of lost production (or overtime) involved with interviewing and surveying job incumbents, managers, and so on, and the administrative costs involved with codifying, analyzing, drafting, revising, and disseminating the information that results from the process.

However, many organizations that bemoan the large time and cost expenditures associated with job analysis do so only because they have not conducted a proper cost-benefit analysis with respect to this decision.

For example, organizations should also consider the time and cost savings that result from the following:

better matching of individual skills to organizational requirements (e.g., reduced costs and often lower absenteeism and turnover associated with training and development),
incorporation of the benefits of organizational learning with respect to product and process improvements,
reduced job ambiguity and wastage,
clarification of operating procedures and job relationships,
explicit definition of performance expectations for individuals and teams, and
facilitation of other HR programs.

If organizations consider the full costs and benefits associated with entering into the job analysis process, the decision to proceed is invariably very clear!

Conclusion: Job Analysis is an essential prerequisite for the effective management

Information is the basic material used by an industry for many kinds of job-related planning. The nature of job information varies from industry to industry, from department to department, and from purpose to purpose. Information used for job analysis must be accurate, timely, and tailor-made.

Job analysis is the process of determining by observation and study and reporting pertinent information related to the nature of a specific job. It is the method used to determine what types of manpower are needed to perform the jobs of the organization.

Job analysis is composed of—(i) Job description, (ii) Job specification, and (iii) Job evaluation.

Employee turnover is a severe problem in most industries.

Turnover is harmful because it causes serious inconveniences, high costs, wastage of trained workforce, and reduces morale and motivation. It occurs mainly due to frustration for the following reasons:

A mismatch between expectation and reality, like work,
A mismatch between the requirements of the job and capabilities,
A mismatch between responsibility and compensation.

This mismatch has arisen because the work has not been properly defined, designed, and disclosed.

This leads to the concept of job analysis. F.W. Taylor, the father of Scientific Management , also emphasized conducting and studying each part of the job scientifically to develop the best way of doing a task.

Let us now define a job.

Organizations consist of positions that have to be staffed by the right person.

A job is defined as a collection of duties and responsibilities given to an individual employee. Jobs are important to individuals.

They help determine living standards, places of residence, status, and even one’s sense of self-worth. Jobs are important because they are the vehicles through which work is accomplished.

Job analysis is an essential prerequisite for the effective management of the human resources of an organization . It is the process of gathering relevant information about a job. It specifies the tasks involved in a job and the factors that influence the performance of that job.

As a process, it can produce results with great practical relevance for human resource management .

Job analysis has applications in almost all the HR activities of an organization .

It acts as the basis for decisions involving human resource planning, recruitment and selection, training and development, compensation fixation, job evaluation, performance evaluation , career management , and the health and safety of employees.

The end product of a job analysis is a written description of the actual requirements of the job.

Your email address will not be published. Required fields are marked *

Human Resources
Organizational and Employee Development

Job Analysis

Job analysis refers to the examination of the tasks and responsibilities of a job, as well as the context in which the work is performed and the competencies required to do so effectively. The data collected is used to inform a range of processes within an organization, including recruitment, compensation administration, and performance management.

Try Betterteam

Post your jobs to 100+ job boards

Reach over 250 million candidates.
Get candidates in hours, not days.

What is Job Analysis?

Job analysis is a process whereby the scope and demands of a job are determined. It involves collecting information about the duties and activities of a job; the working conditions; interactions with internal and external people; the skills, knowledge, and abilities required to perform the work; and the tools and equipment used to perform the job.

Why is Job Analysis Important?

Job analysis helps organizations build a more efficient, engaged, and productive workforce. It is used to inform a range of processes, such as the creation of job descriptions, hiring decisions, the development of performance reviews and employee development plans, identifying job-related risks, and determining fair compensation packages.

How to Perform a Job Analysis:

Five easy steps for performing a job analysis.

Research and assess the role.

Collect data about the job..

The first step is to gather information about the position at your company from current and possibly former employees. The data sought should relate to all aspects of the job to get a complete picture of its demands, including the tools used, tasks performed, the context of the role, skills requirements, and working conditions.

There are several ways to do so, with some of the most common methods being observation , interviews , questionnaires , and employee work diaries .

Evaluate your research.

Review the data you collected and make a list of the activities and responsibilities of the role as well as the skills required. Then, rank these according to their importance, difficulty, and the competencies or level of expertise that is required.

Research industry standards.

Look up job descriptions of similar roles, industry standards, and occupational studies to gain further insight and potentially develop the role at your company.

Revise the job description and monitor developments.

Rework the job description..

Using the outcome of your research, amend the original or create a new job description for the position, including the duties, responsibilities, skills, and knowledge required to succeed in this position, as well as the salary band and any benefits. You may also want to include desirable attitudes and expectations.

Continuously review and evolve the job description.

Keeping in mind that the scope of a job and expectations may change over time, it is advisable to update the job description as the role evolves, adding new tasks and skills as well as removing any that have fallen away or been replaced with other processes.

These changes may come to light during performance reviews and changes in the goals and expectations set by management. It's also worth keeping an eye on trends in the industry.

Common Job Analysis Methods:

Questionnaire..

Giving employees questionnaires to complete is among the most widely used methods for performing a job analysis. These typically cover a range of job-related topics, including tools, tasks, skills used, working conditions, interactions with others, and training needs, and are carefully evaluated to assess the function and demands of the job.

Performing a job analysis by interviewing employees involves asking employees about all aspects of their job, from their responsibilities, tasks, and tools to their daily interactions with others, their working styles, and their work environment. To get a more comprehensive overview of a role, interviewers may approach several employees.

Observation.

This method involves shadowing an employee to observe them in their work environment, what duties they perform, the processes they follow, the tools they use, and how long they spend on tasks in order to understand their role and function. Throughout the observation, the analyst shadowing the employee takes detailed notes.

Another method is to ask employees to keep a diary or log in which they record their daily activities at work, including the tools they use, the time they spend on tasks, and who they interact with throughout the course of each day over a specified period of time.

Job Requisition

What is the meaning of job analysis?

Job analysis refers to the process of researching and identifying the scope and demands of a role.

What are the five steps in job analysis?

Collect data about the job .
Evaluate your research .
Research industry standards .
Rework the job description .
Continuously review and evolve the job description .

What are four job analysis methods?

Observation .
Interviews .
Questionnaires .
Work logs .

What are the main objectives of a job analysis?

The purpose of a job analysis is to determine the duties and responsibilities as well as the working conditions and skills requirements of a job. This information is then used to make hiring decisions, create performance reviews and employee development plans, identify job-related risks, and determine fair compensation packages.

What is the benefit of a job analysis?

While there are multiple benefits of job analysis, its primary benefit is to help managers and recruiters understand what a job entails and what the ideal candidate for the position looks like. It also helps with the development of the role and is used to inform performance reviews and compensation and benefits packages.

Talent management, employee evaluation, what is strategic staffing, what is human resources.

COMMENTS

How To Perform A Job Analysis (2024 Guide)
Review Employee Job Responsibilities. The first step is to review the roles and responsibilities for the specific position. Interview employees, supervisors and HR personnel to get an idea of ...
Job Analysis: A Practical Guide [FREE Templates]
A job analysis is a systematic process of identifying and determining the responsibilities, requirements, and nature of a job in detail. It involves breaking the job into smaller units, collecting data on each unit, and then analyzing the data to determine to establish the skills and competencies the role requires.
Job Analysis Importance
Three Elements of Job Analysis. Job analysis comprises of three major elements; sources of data, data collection and data analysis. The initial stage of job analysis demands that the recruiting or hiring personnel identifies sources of data relevant to the job at stake. These sources may include; the current manager of the proposed position for ...
What Is Job Analysis (With Importance and Example)
Job analysis is a process that is used to identify responsibilities and tasks, conduct a comparison with other jobs, establish what education is required, and determine the job's working environment. A job analysis examines the position rather than the individual who performs the job. It can be most efficient when the process involves using the ...
What Is Job Analysis?
The definition of job analysis. What is job analysis? The meaning of job analysis is the practice of gathering and analyzing details about a particular job, such as responsibilities, day-to-day duties, hard and soft skills, qualifications, education, expected outcomes, interaction, performance standards, work conditions, physical abilities and supervision.
Job analysis: The building block of human resource management
Job analysis is the base of HRM systems in each organization (Mukherjee, 2012; Caldwell, 2018). In fact, it specifies the duties concerned in a work and the factors that persuade the performance ...
Performing Job Analysis
Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of ...
PDF AN INTRODUCTION TO JOB ANALYSIS
The Human Capital Life Cycle. We believe that the ideal human capital life cycle is best stood as involving six more or less discrete steps. All too employers do not differentiate these steps clearly and thus not follow them, leading to poor-quality outcomes. The six approach employee recruitment, selection, and hiring as the tial aspects of an ...
What is Job Analysis?
Job analysis is essential documentation and a fundamental resource for human resources management actions including recruiting, compensation, training and assessment and performance evaluation. As OPM notes, "a job analysis is the foundation of human resources management. A valid job analysis provides data that should be used to develop ...
Job Analysis
Job Analysis is the first step in doing this, and it's a key technique for managing job overload - an important source of stress. To do an excellent job, you need to understand fully what is expected of you. While this may seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is often something that is easy to ...
Essay on Job Analysis
Published: 2021/12/02. Number of words: 1684. Introduction. Job analysis is the process of identifying and determining the tasks and duties of a given job. A job analysis is done to craft a good job description. it also helps to prepare the employees on what expectations to have about the job by defining clear tasks and objectives to avoid ...
What is Job Analysis?
Meaning. Job Analysis is a careful study of each and every aspect of a particular job. Job Evaluation is an attempt of assessing the relative utility of a particular job in an organization. Objective. To develop the present methods and techniques of doing a job. To determine a fair wage of a job.
5.7: What is Job Analysis?
Purpose of Job Analysis. The purpose of job analysis is to establish what a job entails, including the required knowledge, skills and abilities or KSA as well as job duties and responsibilities and the conditions of the job. Job analysis is essential documentation and a fundamental resource for human resources management actions including ...
The Importance of Job Analysis (And How To Perform One)
A job analysis is the process of studying a role or position, learning what activities it performs and what skills are necessary for the job. A job analysis can also assess under which conditions the employee performs the job and discover how that role might affect other roles in the company. A job analysis examines the role or position itself ...
What Is a Job Analysis? And Why You Should Do It
What "job analysis" means. "Job analysis is a systematic process used to identify the tasks, duties, responsibilities and working conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to perform that job. " That definition comes from the U.S. Department of Labor.
Methods of Job Analysis (With Definition, Benefits and Uses)
Here are several common uses for a job analysis: Workforce planning: These methods can help a company plan for the skills and expertise they need to perform the duties of the role. With detailed results, it can create more accurate job descriptions and recruit talent that better matches its needs. Performance management: As management teams ...
Job Analysis: Meaning, Importance, Components, Methods, Process
Job analysis is the process of determining and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks that comprise the job and the skills, knowledge, abilities, and responsibilities required of the holder for successful job performance. Job analysis is studying and collecting information ...
What Is a Job Analysis? Why is Job Analysis Important?
A job analysis is the most comprehensive way to understand specific "can do" and "will do" components of your service, sales, and support job. With the help of a job analysis, you can accurately identify job candidates with the highest potential to become high performers. By using a job analysis to build a solid talent selection ...
Job Analysis: The Definitive Guide for HR Professionals
Job analysis is the process of determining the knowledge, skills, and abilities (KSAs) required for a specific job. It involves collecting and analyzing data on the tasks, duties, and responsibilities of a job, as well as the working conditions and the tools and equipment used. Job analysis helps organizations understand the specific ...
How To Conduct a Job Analysis
Record your results by departments or individual positions. Generate an account of all the tasks and skills a job includes. 2. Evaluate the importance of each task and competency. Once you gain an understanding of which competencies are needed to perform each job, you can rank the difficulty of each task and skill set.
Job Analysis
What is Job Analysis? Job analysis is a process whereby the scope and demands of a job are determined. It involves collecting information about the duties and activities of a job; the working conditions; interactions with internal and external people; the skills, knowledge, and abilities required to perform the work; and the tools and equipment used to perform the job.
Why job analysis is important, with real-world examples
By delving into the details of specific job roles, including the requirements, responsibilities, and qualifications, job analysis equips organizations with the knowledge to make well-informed decisions. This detailed guide aims to demystify job analysis, highlight its importance, and provide real-world examples of its application.
What is Job analysis?
Job analysis definition. Job analysis refers to a systematic process of collecting all information about a specific job, including skill requirements, roles, responsibilities and processes in order to create a valid job description. Job analysis also gives an overview of the physical, emotional & related human qualities required to execute the ...

Job Analysis Importance Analytical Essay

Reuse Permissions

Performing Job Analysis

Information Collection

Job Analysis Methods

Use of Job Analysis Data

Related Content

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

Employers Want New Grads with AI Experience, Knowledge

Artificial Intelligence in the Workplace

HR Daily Newsletter

Success title

Module 5: Workforce Planning

Purpose of Job Analysis

Practice Question

Summary: The Job Analysis Process

Position Data / Information

Sources of Information

Completing Job Analysis

Contribute!

Job Analysis

Using the Tool

1. Review Formal Job Documentation

2. Understand the Organization's Strategy and Culture

3. Find out Who the Top Achievers Are, and Understand Why They Are Successful

4. Check You Have the People and Resources to Do the Job

5. Confirm Priorities With Your Boss

6. Take Action

Discover more content

The Power of Moments: Why Certain Moments Have Extraordinary Impact

Get 20% off your first year of Mind Tools

Discover something new today

Pain Points Podcast - How Do I Get Organized?

How Emotionally Intelligent Are You?

What's Your Leadership Style?

Recommended for you

Essay on Job Analysis

Cite this page

Job analysis

Digital Transformation: Opportunity and challenges in new normal era

Related Resources

Frequently Asked Questions (FAQ's)

Recruitment, Selection and Placement

Training and Development:

Job Evaluation

Performance Appraisal

Job Designing

Safety and Health

Employment Guidance

Labour Relations

Gather information about a position

Evaluate the importance of each task and competency

Research industry standards

Revise job descriptions and standards

Use data to make changes

Job Position

Job Description

Observations

Time consuming

Too much human effort

Lack of Skills

Lack of mental abilities

Latest Blog

The Impact of COVID-19 on Performance Appraisals

Everything You Need To Know About Virtual Onboarding

50+ Advanced Features Your HRMS Should Have

5.7: What is Job Analysis?

Learning Outcomes

Purpose of Job Analysis

Practice Question

Steps in Job Analysis

Summary: The Job Analysis Process

Position Data / Information

Sources of Information

Completing Job Analysis

Contributors and Attributions

What Is a Job Analysis? And Why You Should Do It

TriNet Team

What "job analysis" means

The importance of conducting a job analysis