2.4 Job Analysis Process

Let’s review each step in writing a job analysis, Figure 2.2.1.

Select jobs to study

Will you perform an analysis on all jobs in the organization, focus on one department, or write an analysis for just one job?

Determine information needed

Develop a description of the tasks, duties and responsibilities (TDRs) an employee performs regularly. Each task is typically rated on scales for how frequently it is performed (every few days to weekly), how difficult it is, and how important it is to the job (not necessary to extremely important). The task inventory is next used to identify a list of relevant KSAOs required for the successful performance of the job. The competencies are also rated on importance and when the skill is needed. Competencies needed within the first three months of working would be considered necessary. SMEs (subject matter experts) such as directors, supervisors, managers or job analysts would review and rate the tasks and competencies.

Several people and document sources besides the job holders are available for job analysis. It is important to remember that the results of a job analysis should describe the work behaviour and not the personal characteristics or attributes of the employees who perform the job.

The NOC – National Occupational Classification is Canada’s national database for describing occupations. Canada’s latest version is called The Occupational and Skills Information System (OaSIS). It is a database based on the 2021 version of the National Occupational Classification (NOC), offering information on 900 occupational profiles. The Oasis provides a comprehensive framework of worker characteristics and work environment. Each occupational profile in the OaSIS includes information on:

• skills
• knowledge
• abilities
• personal attributes
• interests
• work activities
• work context
• main duties
• workplaces/employers.

The O*Net system gathers and publicizes job analysis data in the United States (Government of Canada, 2024).

Determine Methods Of Data Collection

Determining the tasks which employees perform is not easy. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews with the most qualified incumbent(s) to perform this task, depending on the time constraints and the organization’s size.

The following describes the most common job analysis methods:

Structured questionnaire and open-ended questionnaire

A questionnaire is probably the most common method used to elicit job-related information. It is relatively inexpensive, and you can access information from many workers. However, questionnaires make it easier for respondents not to answer honestly, and sometimes, they do not complete the questionnaire. Structured questionnaires only allow specific responses to determine the tasks’ nature, their relative importance, frequencies, and, at times, the required skills. Open-ended questions provide a space for incumbents to write their responses. The HR manager compiles the answers and publishes a composite statement of job requirements. Questionnaires can be completed on paper or online; many are free.

A job analysis questionnaire usually includes the following types of questions, depending on the type of industry:

1. Employee information includes the job title, the length of time the employee has held the position, the education level, and years of experience in the industry.
2. Essential tasks and responsibilities.
3. Decision-making and problem-solving: this section asks employees to list situations in which problems must be solved and the types of decisions made or solutions provided.
4. Level of contact with colleagues, managers, outside vendors, and customers.
5. The job requires physical demands, such as heavy lifting or the ability to see, hear, or walk.
6. Personal abilities are required to do the job—individual characteristics are needed to perform well in this position.
7. Specific skills are required to do the job, such as the ability to run a particular computer program.
8. Certifications are required to perform the job.

Once the employees identified have completed the questionnaire, you can organize the data, which helps create job descriptions. If more than one person completes a questionnaire for one job title, the data should be combined to form one job analysis for each job title. Several software packages are available to help Human Resources perform this task; a quick Google search using “job analysis software” yields free and paid software applications.

Structured Interview

In a face-to-face interview, the interviewer obtains the necessary information about the work done by individuals or small groups of employees and supervisors. The interviewer uses predetermined questions, with additional follow-up questions based on the responses. All interviewees are asked the same job-related questions. Note that interviews can be time-consuming and expensive, especially if quite a few interviews are needed to collect the necessary information. This method works well for professional jobs. Notes should always be taken, or the interview can be recorded.

Observation

Employees are directly observed performing job tasks, and observations are translated into essential job-related information. Observation provides a realistic view of the job’s daily tasks and activities and works best for short-cycle production jobs. Audio and video recording can help the observation process. Knowing you are being watched, you may respond by doing your work according to what you think the observer is looking for instead of your regular day-to-day routine. It is also referred to as ‘job shadowing.’

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 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 or may not all be job-related. The employee can write down cognitive processes involved in the job, which would otherwise be unobservable.

Evaluate and Verify the Data – Once obtained, job analysis information must be validated for accuracy. This can be done by workers performing the job or by the immediate supervisor. This corroboration of multiple SMEs reviewing the data will ensure accuracy.

Using the Data to Yield a Job Analysis Report – Once the job analysis has been completed, it is time to write the job description using the data you collected.

“The Recruitment Process” from Introduction to Human Resource Management – First Canadian Edition by Zelda Craig and College of New Caledonia is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.—Modifications: Used paragraphs 6-8 from section Job analysis and job description.

“Job Analysis” from Human Resources Management – 3rd Edition by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.—Modifications: Used sections Determine methods of data collection, added additional explanation and examples, & Evaluate and verify the data; Used first sentence from section Using the data to yield a job analysis report.