What is job analysis and why do it?

Job analysis is a systematic, investigative process for gathering and documenting critical information about a job. This information generally pertains to the job's duties, qualifications, working conditions, and relationship to other jobs within the organization. The primary output of job analysis is a written job description.

Why conduct job analysis? Job information, identified through the process of job analysis, forms the foundation of most compensation programs. It is a basis for evaluating a job's internal worth (job evaluation) and external worth (market pricing). Those factors determine a job's pay range in most organizations.

In addition to serving as a basis for pricing jobs, job analysis documentation (questionnaires, notes) and job descriptions are important sources for numerous other human resources and organizational determinations, including:

• Setting performance objectives and work standards;
• Evaluating performance;
• Determining pay increases and adjustments;
• Recruiting and selecting job candidates;
• Identifying training needs;
• Defining competencies applicable to the job;
• Establishing career paths;
• Examining work flow and process efficiency; and
• Providing legal and organizational defense of decisions.

Who participates in job analysis? Participants in job analysis include a representative of human resources who typically coordinates the job analysis process, incumbents of the job being analyzed, and supervisors and managers who oversee the job. Depending on management philosophy or contractual agreements, the union may also play a role in job analysis in an organized environment. The union may jointly be involved in communicating the process, as well as representing member interests.

When is job analysis performed? Job analysis may be conducted for a single job or a group of jobs (job, department or entire organization). Generally, the job analysis process is initiated when one of the following events occur:

• 1. A job or group of jobs is changing (reorganization);
• 2. A new position is created and needs to be defined and evaluated;
• 3. The current value of a job is in question; or
• 4. A new program requiring accurate job information is implemented (a new salary structure, job evaluation plan or competency based system).

How do you conduct job analysis? There are several techniques used to gather job data. These include researching indirect sources, observing employees, interviewing employees and distributing job questionnaires. Determining which method is appropriate depends on factors such as the type of job, available staff and cost.

How do you alleviate employees' suspicions? Because job analysis often involves interviewing and observing employees, they may become very suspicious of what is going on. Common employee reactions to job analysis activities may include: "Why do they want to know how I do my job --don't they know already? Are they looking for excuses to cut our pay? Why are they watching me work --do they think I've been goofing off? Do they think that I'm not qualified to do my job?"

To alleviate some of the suspicions and emphasize the seriousness of the job analysis project, consider the following tips:

• Gain top management's support.
• Establish a detailed communications plan.
• Bring the union on board.
• Gain organizational "buy-in" by involving respected employees.
• Implement through chain of command.
• Send general announcement letters to employees from top management and/or human resources.
• Conduct information sessions.
• Provide participant feedback.
• Publish articles.
• Thank participants.