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Job Analysis
There are many definitions for job analysis, most of which are task related e.g.
•
Breaking down the complexity of a person's job into logical parts such as duties and
Breaking down the complexity of a person's job into logical parts such as duties and tasks.
•A formal assessment of the physical demands of a particular job.
A formal assessment of the physical demands of a particular job. •A systematic procedure for gathering information about the current or proposed
A systematic procedure for gathering information about the current or proposed duties and requirements of a position in order to determine the most appropriate
classification (job title).
•The systematic, formal study of the duties and responsibilities that comprise job
The systematic, formal study of the duties and responsibilities that comprise job content.
•A process which may involve interviewing, observing, surveying job holders or job
A process which may involve interviewing, observing, surveying job holders or job experts in order to identify job demands and the underpinning personal attributes
required to function effectively in the role.
... etc.
HKB approach is ”get to know the organisation”; the understanding of the organisation’s product or service, roles, responsibilities and expectations that drive the required job performance. Performance can be expressed in terms of competencies, knowledge, skills and behaviour, or task orientated in terms of performance, conditions and standards.
For example: Within the military sector, the task orientated approach is adopted where the tasks, and task elements performed by an individual constitute ’the job’. The job is the basic unit in carrying out the personnel actions of selection, training, classification and assignment. However, without appreciation of where ownership and/or authority lie within the organisation, the job analysis is likely to be conducted at an inappropriate level.
This applies to any organisation as there are different levels of responsibility and accountability that have to be firmly understood to enable identification of required job performance. Generally, the factors which need to be considered are:
•Main objective/purpose of the job
Main objective/purpose of the job•Lines of responsibilities and accountability involved including levels of supervision.
Lines of responsibilities and accountability involved including levels of supervision.•Content relating to principal functions, competencies and or duties and tasks.
Content relating to principal functions, competencies and or duties and tasks.•Work conditions and environment
Work conditions and environment •Job standards.
Job standards.•Legislation (Health and Safety etc)
Legislation (Health and Safety etc)•Frequency of performance and integration with other departments or team members.
Frequency of performance and integration with other departments or team members. •Likely job changes and consequences of inadequate performance.
Likely job changes and consequences of inadequate performance. •Quality Assurance – relating to required control, monitoring and or assessment
Quality Assurance – relating to required control, monitoring and or assessment criteria.
However, it is only by considering these factors within the right context of the organisational need that the appropriate training requirements can be identified.
