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Hr Job Analysis

In: Business and Management

Submitted By Rashid2022
Words 822
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Notes for using the Job Analysis template

Job analysis is an in-depth study of a job (not the person in the job). It provides information for job descriptions. In doing the analysis, you will need to gather information about the job, eg by interviewing employees, observing performance of certain tasks, asking employees to fill out questionnaires and worksheets, and collecting information about a job from other sources such as related units of competency.

Whatever sources you use to get basic information on what the job entails, the analysis should end up with written results that can be reviewed by the incumbent, or other employees who know the job. During the review, duties, competencies, knowledge, skills, abilities, and other characteristics of the job can be added, deleted or modified.

Job analysis is designed to provide a reliable method of quickly and effectively identifying critical competencies (ie knowledge, skills and abilities) and establishing the qualifications for a job or role. The step-by-step process below will assist you to complete a job analysis using the template provided.

|Process |Explanation |
|Step 1. Understand the job |Start by developing a complete understanding of the position. This is the foundation on which training (and |
|including duties and tasks |other human resources processes) is based. The basis of a job is the performance of specific duties and tasks. |
| | |
| |Consider all of the major duties or responsibilities of the position, and the specific tasks which need to be |
| |done to achieve those duties. Some will be relatively generic (eg teamwork, supervision, communication etc), and|
| |others will be more technical depending on the job (eg operating security equipment). |
| | |
| |Information to be collected about these items may include frequency, duration, effort, skill, complexity, |
| |equipment, standards, etc. Information can be gathered using a number of methods, for example interviewing or |
| |surveying people who are in the job, or people who know the job requirements. |
|Step 2. Analyse tasks |Tasks can be further analysed to identify the most critical or essential skills, knowledge and abilities required|
|including skills, knowledge|to perform the duties and ultimately, the job. While an incumbent may have higher knowledge, skills and |
|and abilities |abilities than those required for the job, the job analysis typically only states the minimum requirements to |
| |perform the job. |
| | |
| |There is a check box on the template for ‘essential’ or ‘desirable’. While many of the duties and tasks may seem|
| |desirable, they are not all critical. When determining how critical or essential the task and related knowledge, |
| |skills or abilities are, consider factors such as: |
| | |
| |the difficulty or criticality of the tasks being performed |
| |the impact on job outcomes |
| |the impact on the performance of other employees |
| |the consequence of error if they are not performed effectively |
| |how frequently they are performed. |

Notes for using the Job Analysis template

|Process |Explanation |
|Step 3. Identify tools and |Some duties and tasks are performed using specific equipment and tools. These items need to be specified in the |
|equipment |job analysis as they impact on competency. Equipment for security occupations can vary from two-way radios to |
| |batons and handcuffs, to highly technical and specialised security systems. This area of the job analysis should|
| |look at the tools and equipment which are necessary to perform the duties and tasks within the job. |
|Step 4. Identify special |At this point, any special considerations related to the work environment need to be identified and included in |
|considerations |the job analysis. Some jobs may require additional specific criteria such as: |
| | |
| |Criminal records review |
| |Licenses for security work, driving a vehicle, use of firearms etc |
| |Occupational certifications |
| |Physical requirements to lift heavy objects, work in stressful situations, shift work etc. |
| | |
| |This may have a significant impact on the physical requirements to be able to perform a job. The work environment|
| |may include unpleasant conditions such as offensive odours and temperature extremes. There may also be definite |
| |risks to the incumbent such as personal stress, hostile or aggressive people, explosives or other dangerous |
| |security situations, noxious fumes, radioactive substances etc. |
|Step 5. Review and finalise|At this point you have completed the job analysis process. This final step is to give you an opportunity to stand|
| |back and take a second look at your work to ensure it's valid and stands the 'common sense' check. To do this, |
| |ask yourself the following questions: |
| | |
| |Given what I know about the accountabilities of this job, are the duties, tasks and the knowledge, skills and |
| |abilities listed against each, really the most critical ones? |
| |Are the tools and equipment listed really necessary to perform the job? |
| |Have all necessary special considerations been included? |
| |Have I missed any key duties, tasks, tools or equipment? |
| | |
| |It’s a good idea to validate the outcomes with people who understand the job. Adjustments can then be made to |
| |finalise the job analysis as the basis for other processes such as preparation of job descriptions, competency |
| |profiling etc. |

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