A job analysis produces the information necessary for writing which of the following?

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

Purpose of Job Analysis

Determining Training Needs

• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)

Selection Procedures

• job duties that should be included in advertisements of vacant positions;
• appropriate salary level for the position to help determine what salary should be offered to a candidate;
• minimum requirements (education and/or experience) for screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires

Performance Review

• goals and objectives
• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated

Methods of Job Analysis

The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment 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 odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

A job analysis serves as a foundation to design selection systems, training, development programs, career pathing, and other key organizational initiatives. It often involves conversations with subject matter experts, survey data collection, observations of specific positions and work environment, reviews of existing training documents, org charts, and the like. Although job analysis tasks may not be the most riveting, they are a prudent step toward designing selection systems that are fair, consistent, and comprehensive — ultimately ensuring that organizations make the best hiring decisions possible.

Promoting fairness in hiring

Fairness in the selection process means basing hiring decisions solely on job-related criteria, and not being influenced by a candidate’s status in a protected class. A job analysis helps you capture job-relevant responsibilities and critical competencies for success so you can determine appropriate selection tools and develop sound rationale for your selection process — everything from the job descriptions you post to the application, assessments, and interview questions you develop.

An accurate and complete understanding of the position may inform application and interview guide development. For example, it may be necessary to lift up to 50 pounds of equipment to be successful on the job. Whether this is asked via the online application or verbally during an interview, you need not probe how a person will do this, only if they can do it. “Are you able to lift up to 50 pounds with or without reasonable accommodation?” is an appropriate and fair question, while “How could you lift up to 50 pounds with your disability?” is not.

Beyond essential job functions and tasks, a thorough job analysis will also provide insight on personality and behavior-based competencies that contribute to success in-role. Developing this type of success profile helps you align selection tools (assessments, interview guides) with clearly defined job-related competencies. Emphasizing personality and behavior-based competencies over historical education and experience requirements will oftentimes lead you to consider a more diverse pool of candidates, and can favorably impact selection ratios across subgroups.

Adding consistency to selection

Job analysis also supports consistency in the hiring process, whereby all individuals applying to the same position go through the same process and are measured against the same criteria and standards. Decisions made around the hiring process and criteria are supported by information gathered during a job analysis, whether it’s leveraging essential job tasks to design a work sample/job simulation or identifying interview questions and rating scales based on core personality and behavior-based competencies.

Once clearly defined criteria are established (based on job analysis findings), the next step is to apply those standards consistently across candidates. Inconsistency in your selection process can surface across steps of the hiring flow or within a certain step. For example, allowing some individuals to bypass or skip steps in the process, which tends to happen with referrals. Or, allowing too much flexibility in an interview, whereby interviewers can pick and choose what to ask and/or there is no standard benchmark to evaluate candidate responses. This inconsistency makes for a less confident hiring decision; when you’re not assessing individuals according to the same criteria, then you can’t be sure who is the best fit for the role.

Enhancing company culture

A job analysis provides the framework for developing a complete picture of the target position, so you can make sure the hiring process evaluates all important aspects of what it takes to be successful. Without a full understanding of the job, you may be missing a key criterion for success.

Additionally, as you prepare and collect data from multiple sources, you gain insight into organizational culture, team strengths/gaps, the work environment, etc. This rich information helps recruiters to be more effective in two ways: first, they are better able to identify candidates who will complement the team, and second, they can provide realistic depictions of the job (the positives and the challenges). This will allow candidates to make an informed decision as well. No surprises!

So…does conducting a job analysis really matter?

I hope after reading this your answer was a solid, ‘yes.’ Job analyses may not look the same for every organization or every position – you have to work with the information and resources available to you. However, using a job analysis to mold your recruitment and selection system will put you on the path toward a fair, consistent, and comprehensive approach.

What is the purpose of job analysis?

For what is job analysis information used quizlet?

What is job analysis How can you make use of the information it provides?

Which of the following is used in order to collect job analysis information?