Job Analysis - Design Process

Job Analysis / Design Process

Information can be sought from a number of sources and the process that is undertaken can vary depending on the complexity of the role. A new position in a structure will require a more detailed analysis whereas an established position may only need a review of the duties and activities.

Jobs should not be designed in isolation from other jobs within the work area. The local area, structure and objective of the work area should be taken into account.

Sources of Data

Information associated with a job analysis can be gained from the following sources:

 supervisor/manager of the proposed/established position,

 the current incumbent (or a staff member who has undertaken the duties in the past),

 team members of the proposed/established position,

 a staff member from another work area with a similar position,

 managers who employ similar positions,

 performance plans and key performance indicators of current incumbent,

 workforce plans,

 program timetables or customer feedback forms,

 student evaluations, and

 HR staff.

Methods and Sources of Job Information

Probably the most common picture that comes to mind when one thinks about collecting job information is that of an analyst interviewing a job incumbent. This is indeed a common way in which job information is collected, but it is far from the only way. The best interviews are those for which the analyst has prepared by examining organization data, as well as any past descriptions of the job. A related technique would be to observe the job incumbent performing the job. This technique is most successful for jobs that are physical in nature. The interview or observation may be totally inductive, one in which the analyst has no preconceived idea about the job, to a very structured situation in which the analyst has a clear pro-forma as to the information sought.

While these one-on-one techniques may be the most common, it is not the only way for an analyst to obtain information directly from others. Of increasing popularity are group-based techniques. Such groups may consist of any of the following:

• Knowledgeable