Checklist: Steps to Take in Job Analysis

The procedure for gathering job data depends on the data collection method chosen. The following checklist outlines typical steps.

Direct observation

• Clearly identify the job(s) to be analyzed.
• Familiarize yourself with the reasons behind the review.
• Note related jobs that might also need analyzing if this job is changed.
• Review indirect sources of information available on the job (existing job descriptions, existing job analysis documentation).
• Determine what information needs to be collected about the job.
• Identify the incumbents in the job and determine who you will observe.
• Explain the details of the job analysis process to the supervisor and participating incumbents.
• Schedule a time for observation.
• Observe the incumbent performing the job throughout a complete work cycle; remain as unobtrusive as possible.
• Record observations regarding work tasks, working conditions, etc.
• Ensure that you understand the job and initiate follow up questions if necessary.
• Prepare a job description based on your observation notes.
• Have management review it for accuracy.
• Revise the description as required.
• Give feedback to the individual/group that participated.

Interview

• Clearly identify the job(s) to be analyzed.
• Familiarize yourself with the reasons behind the review.
• Note related jobs that might also need analyzing if this job is changed.
• Review indirect sources of information available on the job (existing job descriptions, existing job analysis documentation).
• Determine what information needs to be collected about the job.
• Identify the incumbents in the job and determine who you will interview (incumbent(s), supervisor(s), external expert(s)).
• Explain the details of the job analysis process to the participants.
• Schedule a time for the interview(s); allow adequate time.
• If appropriate, ask the incumbent to bring a work sample to the interview.
• To start the interview, introduce yourself and reiterate the purpose of the job analysis.
• Some small talk may be used to relax the interviewee, but don't spend too much time on this because the interviewee knows he or she is there for a purpose.
• Ask a set of predetermined question about the job. Begin with broad questions and follow up with questions to obtain detailed examples. For example, if broad questioning yields the fact that an employee does considerable lifting, follow up with questions such as Can you tell me exactly the kinds of things that you are required to lift? Approximately how much do the items weigh? and How often are you required to lift them?
• Listen carefully and take thorough notes on interviewee responses. Avoid using a tape recorder-they tend to make interviewees ill at ease.
• Do not challenge the accuracy of the interviewee's statements; maintain your role as an objective collector of information.
• Maintain control of the interview; keep the interviewee on track.
• Ask follow-up questions to ensure understanding of the job content.
• Ask the interviewee to define terms that he or she is using which you do not understand.
• At the end of the interview, summarize your findings and ask the interviewee if the description is correct. Ask if any important information was omitted and make additions if necessary.
• Explain the next steps of the process and thank the interviewee for participating.
• Review and consolidate notes immediately following the interview.
• Prepare a job description based on your interview notes.
• Have management review it for accuracy.
• Revise the description as required.
• Give feedback to the individual/group that participated.

Questionnaire Development

• Identify the employee groups to be covered by the questionnaire (non-exempt, managers, etc.)
• Design questions that extract information needed to evaluate the jobs.
• Determine whether responses will be in standard or predetermined form.
• If standard, design responses that coincide with the various levels of your job evaluation plan.
• Identify how the questionnaire results will be analyzed; code as much information as possible.
• Pilot the questionnaire and modify accordingly. 

Questionnaire Administration 

• Clearly identify the job(s) to be analyzed.
• Familiarize yourself with the reasons behind the review.
• Note related jobs that might also need analyzing if this job is changed.
• Review indirect sources of information available on the job (existing job descriptions, existing job analysis documentation).
• Determine what information needs to be collected about the job.
• Identify the incumbents in the job and determine who you will complete a questionnaire.
• Explain the details of the job analysis process to the supervisor and participating incumbents.
• Distribute the questionnaires to participants.
• Participant(s) complete the questionnaire(s).
• Supervisors review questionnaires for accuracy, indicate changes and return them to HR.
• Review responses and ask follow up questions if necessary.
• Consolidate responses if more than one questionnaire.
• Prepare a job description based on the questionnaire(s).
• Have management review it for accuracy.
• Revise the description as required.
• Give feedback to the individual/group that participated.

Work Logs 

• Clearly identify the job(s) to be analyzed.
• Familiarize yourself with the reasons behind the review.
• Note related jobs that might also need analyzing if this job is changed.
• Review indirect sources of information available on the job (existing job descriptions, existing job analysis documentation).
• Determine what information needs to be collected about the job.
• Identify the incumbents in the job and determine who you will maintain work logs.
• Explain the details of the job analysis process to the supervisor and participating incumbents.
• Provide forms or logs to participants.
• Participants record their daily work activities for a specified period of time. Work activities should include information regarding the frequency and timing of tasks.
• Supervisors review work log(s) for accuracy, indicate changes and return them to HR.
• Review and analyze the logs; look for patterns and break out job duties. Ask follow-up questions, if necessary.
• Prepare a job description based on the work log(s).
• Have management review it for accuracy.
• Revise the description as required.
• Give feedback to the individual/group that participated.

Sources of Error in Job Analysis

Taking the steps outlined in the above checklist will yield valuable job information. The job analysis process, however, is not an exact science. Several types of errors may occur, thus distorting the accuracy of your job data.

• Sampling errors (the data obtained is not truly representative of the entire population)
• Incomplete information
• Misinterpretation of questions by participants (poor wording)
• Illogical question order and sequence
• Inability of non-English speaking incumbents to provide data
• Incumbent unreliability, illiteracy or misunderstanding
• Incumbent or job analyst bias
• Faulty interpretation of results
• Inadequate communication of procedures, instructions

Reprinted with permission. © CCH