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HR Basics is a series of short lessons designed to highlight what you need to know about a particular human resource management topic.
Learn the fundamentals of job analysis, its importance in HR, and key methods to collect job-related data for effective job documentation.
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Key Takeaways
- Job analysis is foundational to many HR functions and strategic decision-making.
- Using multiple methods often yields the most accurate and comprehensive job data.
- Job analysis is a continuous, cyclical process that requires regular updating.
- Well-conducted job analysis leads to meaningful and accurate job descriptions.
- O*NET is a valuable resource for job-related information provided by the Department of Labor.
What the video covers
- Job analysis is the systematic process of collecting information to identify similarities and differences in work.
- It is a critical strategic HR practice impacting recruitment, training, performance management, compensation, and more.
- Job analysis results in job documentation, primarily well-written job descriptions.
- A recommended five-step cyclical process includes planning, preparing, conducting, documenting, and updating job analysis.
- Common job analysis methods include observation, interviews, questionnaires, and using the O*NET online database.
- Observation is useful for repetitive jobs but limited for complex or non-observable tasks.
- Interviews involve structured questions with employees and supervisors, sometimes using panels of subject matter experts.
- Questionnaires are efficient for collecting standardized data across many jobs but rely on employee self-reporting.
- O*NET provides extensive occupational data including tasks, skills, knowledge, and work values for over 800 occupations.
- Job analysis is ongoing to ensure job documentation remains accurate and relevant.
Full Transcript — Download SRT & Markdown
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In today's HR Basics, we define job analysis, explore its importance, and highlight the methods used to complete this critically important function.
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Job Analysis is the systematic process of collecting information that identifies similarities and differences in work. The outcome is Job Documentation.
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Job analysis is perhaps one of the most important strategic HR practices. Job analysis has many critical roles and impacts nearly all of the functional areas of HR.
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Including recruitment, selection, training, development, performance management, discipline, employee relations, compensation, safety and health, compliance, strategy, design, the list goes on.
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Job analysis lays the foundation for well-written job descriptions. Therefore, uses for job analysis within an organization are vast.
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Careful job analysis is well planned to ensure a successful outcome, a useful job description.
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I recommend this simple five-step cyclical process for job analysis. First, we plan, we identify the objectives of our analysis.
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Then we prepare, identify and organize the process, then we conduct, we select a method and collect job analysis data.
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And then we document, we create the job descriptions, and finally, we update those job documents where we keep information current and available.
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This is a cyclical process that starts all over to ensure that our documentation and analysis are up to par for our organization.
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Job analysis collects information about what people are doing in their jobs and can be gathered in a variety of ways.
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These are the methods that we conduct our job analysis. Traditionally, the most common methods have been observation, interviewing, questionnaires.
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And generic information available through O*NET, an online database of jobs provided by the Department of Labor.
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Sometimes a combination of these approaches is used depending on the situation and organizational needs.
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Let's take a look at each.
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In the observation method, the analyst observes and documents all the activities performed by current job holders while they work.
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Use of the observation method is limited because many jobs do not have complete or easily observed job duties or job cycles.
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Thus, observation may be more useful for repetitive jobs and in conjunction with other methods of job analysis or as a way to verify information.
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Work sampling allows an analyst to determine the content and pace of a typical workday through a sampling of certain actions rather than continuous observation.
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This sampling is particularly useful for routine and repetitive jobs.
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Another option requires employees to observe their own performance by keeping a diary or log of their job duties, noting frequency and the time required.
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Although this approach can generate useful information, it may be burdensome for employees to complete an accurate log.
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In the interview method, the analyst conducts structured interviews with job holders and supervisors using a series of job-related questions to identify the tasks and responsibilities of a job.
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A standardized interview form is used often to record information. Both the employee and the employee's supervisor must be interviewed to obtain complete details.
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Sometimes group or panel interviews are used. A team of subject matter experts or SMEs who have varying insights about a group of jobs can be assembled to provide job analysis information as well.
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This option may be particularly useful for highly technical or complex jobs.
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Since the interview method alone can be quite time-consuming, combining it with other methods is very common.
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Questionnaires offer the major advantage of efficiency and effectiveness as a large number of jobs can be collected inexpensively and over a relatively short period of time.
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Using the same questionnaire for all positions provides standard types of data across jobs. Therefore, the questionnaire is a widely used method of gathering data about jobs.
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However, the questionnaire method assumes that employees can accurately analyze and communicate information about their own job.
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Using interviewing and observation in combination with questionnaires allows analysts to clarify and verify information gathered in those questionnaires.
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A final method of collecting information about jobs is using the Occupational Information Network located online at www.onetcenter.org.
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O*NET is currently the main DOL resource available and provides employers with a wide range of useful job-related information.
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The O*NET database now contains data on more than 800 occupations classified by industry.
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Included in the occupational categories are the following: task statements of importance, relevance and frequency, abilities, the work activities, knowledge, skills and work content.
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Training, work experience and education, and interests, work values, work styles, and job zones.
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As you'll recall, the outcome of job analysis is good job documentation.
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After completing job analysis, a job description can be created or revised.
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Data and information gathered through analysis should be used to draft meaningful and accurate job descriptions.
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Remember, job analysis is a cyclical process, so your work's never done.
Topics:job analysishuman resource managementjob descriptionHR practicesrecruitmentperformance managementO*NETjob documentationinterview methodquestionnaire method
