Who should perform the job analysis?
1. Professionally trained & experienced personnel who are knowledgeable about the various job analysis procedures, the legal standards, and scientific requirements of job analysis
2. Should gain the support of top management & line managers for the project by educating those involved about the significance of job analysis for selection & procedures that will be used to collect job analysis data
3. Resources needed to conduct a job analysis project include job analysis staff, time [b/c it is labor intensive], computer resources, and monetary support.
Purchase published surveys
Low Cost, Fast Time, High/Medium Reliability, High Confidentiality
Sponsor custom third-party survey
High Cost, Slow to medium Time, High Reliability, High Confidentiality
Conduct your own survey
Low Cost, Slow Time, High/Medium Reliability, Low Confidentiality
Complimentary sources
No Cost, Fast Time, Low Reliability, ?? Confidentiality
- Cost: Does the survey provide enough
benefit to justify the expense?
- Time: How much time will it take to gather survey data? How quickly must survey data be obtained & analyzed?
- Reliability: Is the survey sponsor reputable? Has data been verified for accuracy? Will they accept anything or do they call/scrutinize submissions?
- Availability: Is current data available in time to meet the organization's needs?
- Data format: Is data formatted to provide specific information? Are data reported by industry, be
geographic area, number of employees? National averages only...
1. Analyze/document job content
2. Identify selected group of jobs [job set]
3. Rank order jobs within the set - high to low, low to high, both ends to middle
When done, you've created a job-worth hierarchy. For example, in a small company with only 20 jobs, all the jobs may be the job set, and could be ranked all at once. However, if there were 60 jobs, it may be necessary to break the ranking into job sets, such as management jobs, professional jobs and administrative jobs. Sets could be created by functional areas or broken into sets by exempt or nonexempt. The job sets depend both on the number of jobs to be ranked and on what seems to make logical sense for the company.
- Skill
Ex: experience, knowledge, manual, dexterity, analytical ability, creativity/ingenuity, interpersonal communication.
- Effort
Physical demands
[Ex: Lifting] "must be able to lift 50 lbs"
Mental exertion [Ex: Concentration] "must be able to juggle multiple priorities"
- Responsibility
Aka accountability, consequence of error. Ex: impact on the organization, directing the work of others, independent action/decision making, internal/external contacts.
- Working Conditions
Hazardous or dangerous environment [Ex: working with chemicals]. Adverse conditions [Ex: temp extremes] Unpleasant environment [Ex:
strong/unpleasant odors]
Factors
Individual component aspects of job content within generic factor groups. [Ex: the components within the factor group "skill" include experience and knowledge, etc"
Degrees
Measurement scales or yardsticks which identify specific levels of a factor. [Ex: 1-3 yrs of exp, 3-5 yrs, etc]
1. Develop a clear & comprehensive definition for each factor
2. Define the highest & lowest levels of each
factor present in the work group to be covered
3. Create intermediate levels from the lowest to highest by defining a logical progression.
Create a job worth hierarchy consistent with management's perception of relative job worth.
Establish proper # of levels
Not too many - 0-6 mths, 6mth-1 yr, etc. forces artificial distinctions between degree levels, requires highly detailed job documentation, increases administrative time, encourages requests for re-evaluation which results in
"grade creep"
Not too few - 0-7yrs, 7-15 yrs, etc. does not adequately differentiate important aspects of job value, many don't fully cover the range of work performed
Overlapping levels - 1-3 yrs, 2-4 yrs. difficult to select the appropriate level, adjacent level descriptions are too similar
1. Consider the nature of the work performed by job group[s] under the plan. Ex Cashier [more effort] vs Executive [more responsibility]
2. Rank the factors
selected in order of priority for the Org
3. Develop initial factor weights as a percentage, derived by statistical analysis, management judgment, or a combo
4. Review with key management & other stakeholders
Sample Factor Weights
1. Service & Maintenance
40% skill, 25% effort, 25% responsibility, 20% w. conditions
2. Professional, Technical & Office
50% skill, 10% effort, 40% responsibility, 5% w. conditions
3. Managerial
25% skill, 5% effort, 70%
responsibility, 0% w. conditions
Emphasis/Focus
Does the plan focus more on internal equity or external competitiveness?
External [MP, JC, PF, R/C] Internal
Communicability
How easy is it to communicate how the plan works?
Simple [MP, R/C, PF, JC] Complex
Technical Complexity
What is the degree of technical complexity inherent in the plan?
Low [R, MP/C, PF, JC] High
Time Required
How long does it take to develop and
implement?
Short [R, MP/C, PF, JC] Long
Cost
What is the development and implementation cost relative to other plans?
Low [R, MP/C, PF, JC] High