Job Analysis Methods

Though there are several methods of collecting job analysis information yet choosing one or a combination of more than one method depends upon the needs and requirements of the organization and the objectives of the job analysis process. Typically, all the methods focus on collecting the basic job-related information but when used in combination may bring out the hidden or overlooked information and prove to be great tools for creating a perfect job-candidate fit.

Selecting an appropriate job analysis method depends on the structure of the organization, hierarchical levels, nature of the job, and responsibilities and duties involved in it. So, before executing any method, all advantages and disadvantages should be analyzed because the data collected through this process serves a great deal and helps organizations cope with current market trends, organizational changes, high attrition rate, and many other day-to-day problems.

Let’s discuss a few job analysis methods that are commonly used by the organizations to investigate the demands of a specific job

Job Analysis Methods

Observation Method:

A job analyst observes an employee and records all his performed and non-performed tasks, fulfilled and unfulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties, and his or her mental or emotional ability to handle challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one. Why? Let’s Discover.

It is due to the fact that every person has his own way of observing things. Different people think differently and interpret the findings in different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper training of job analyst or whoever will be conducting the job analysis process.

This particular method includes three techniques: direct observation, Work Methods Analysis, and Critical Incident Technique. The first method includes direct observation and recording of the behavior of an employee in different situations. The second involves the study of time and motion and is specially used for assembly-line or factory workers. The third one is about identifying the work behaviors that result in performance.

Interview Method:

In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by them, use of particular skills and techniques while performing their job, and insecurities and fears about their careers.

This method helps the interviewer know what exactly an employee thinks about his or her own job and the responsibilities involved in it. It involves analysis of the job by the employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for the whole group.

Questionnaire Method:

Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors, and managers. However, this method also suffers from personal biases. Great care should be taken while framing questions for different grades of employees.

In order to get the true job-related info, management should effectively communicate to the staff that the data collected will be used for their own good. It is very important to ensure them that it won’t be used against them in any way. If it is not done properly, it will be a sheer waste of time, money, and human resources.

These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory, job element method, competency profiling, technical conference, threshold traits analysis system, and a combination of these methods. When choosing a method, HR managers need to consider the time, cost, and human efforts included in conducting the process.

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, enrichment and enlargement, a right job-individual fit creation, and regulation of entry and exit of talent in an organization. The process is the basis of all these important management activities, therefore, requires solid ground preparation. A properly performed job analysis is adequate for laying a strong organizational foundation.

There are various tools and techniques such as O*Net model, PAQ model, FJA model, F-JAS model, and competency model that help HR managers to develop genuine job descriptions and job specification data. Though not very new these specialized tools and techniques are used by only a few of very high-profile organizations. Not very common in use but once understood, these systematic approaches prove to be extremely useful for measuring the worth of any job in an organization.

O*Net Model:

The beauty of this model is that it helps managers or job analysts in listing job-related data for a very large number of jobs simultaneously. It helps in collecting and recording basic and initial data including educational requirements, physical requirements and mental and emotional requirements to some extent. It also links the level of compensation and benefits, perks and advantages to be offered to a prospective candidate for a specific job.

PAQ Model:

PAQ represents Position Analysis Questionnaire. This well-known and commonly used technique is used to analyze 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.

Sample-PAQ.pdf

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F-JAS Model:

Representing Fleishman

Job Analysis System, it 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, memory, endurance, balance, coordination and movement control abilities.

Competency Model:

This model talks about the competencies of employees in terms of knowledge, skills, abilities, behaviors, expertise, and performance. It also helps in understanding 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 some basic elements such as qualifications, experience, education, training, certifications, licenses, legal requirements, and willingness of a candidate.

Job Scan:

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.

Here is an example of a job analysis for a customer service representative position:

Purpose: The purpose of this job analysis is to identify the knowledge, skills, abilities, and other characteristics (KSAOs) needed for successful job performance as a customer service representative.

Sources of information: Information for this job analysis was collected from the following sources:

Job incumbent: The current customer service representative for the organization provided information about the duties and responsibilities of the job.

Supervisor: The supervisor of the customer service representative provided additional insights about the job and its requirements.

Subject matter experts: Experts in the field of customer service provided additional information about the knowledge and skills required for the job.

Data collection methods: The following methods were used to collect information for this job analysis:

Job observation: The job incumbent was observed while performing the duties of the customer service representative position.

Interviews: The job incumbent and supervisor were interviewed to gather more detailed information about the job.

Surveys: A survey was distributed to a sample of customers to gather feedback on the performance of the customer service representative.

Review of job-related documents: The job description and other relevant documents were reviewed to gather additional information about the job.

Analysis of data: The collected data was analyzed to identify the KSAOs and other job requirements needed for successful job performance as a customer service representative.

The following were identified as essential for the job:

· Strong communication skills, both verbal and written

· Ability to handle customer inquiries and complaints effectively

· Ability to work in a fast-paced environment

· Strong problem-solving skills

· Knowledge of the organization's products and services

Documentation of results: A written job description was created that outlined the tasks, responsibilities, and requirements of the customer service representative position. The job description included the KSAOs identified as essential for the job, as well as any other relevant information.

Review and revision: The job analysis and job description will be reviewed and revised periodically to ensure that they accurately reflect the current duties and requirements of the customer service representative position.