This study will be premised on describing the six (6) steps that are crucial in conducting a job analysis. Giving a further description on how information from the job analysis might be effectively utilized to recruit, appraise performance, and conduct training constitutes the scope of this study. In addition, this study will seek to demonstrate how information from job analysis might be effectively used in demonstrating EEO compliance.
Job Analysis Steps
As elucidated by Lussier & Hendon (2013), job analysis is a process of accessing information regarding aspects of a given job. This analysis is ingrained in the collection and analysis of information linked to the description and specifications of a job. Job analysis is premised on six (6) steps that entail:
- Information Collection
This constitutes the initial step of job analysis where crucial information that is related to the specified job aspects is collected. The said information can accessed from vast sources that entail interviews and observations in addition to the questionnaires that are administered.
- Background information Review
In the second step, information that was previously collected is reviewed in order to design required organizational charts. Additionally, reviewing will be important in designing the descriptions and further giving specifications, manuals, and procedures of the current position. Reviewing helps in giving a detailed assessment of the described job.
- Representative Selection
Doing job analysis of all jobs is a complex and costly exercise (Noe, 2013). As such, during the execution of job analysis, representative sample of the jobs is identified and subjected to in-depth analysis. Notably, the job analyst stipulates the organizational managers or employees that require job analysis in addition of the discerning the job purpose.
- Job Analysis Premised on Data Collection
In the third step, the job analyst acquires the data and information that is related to the jobs selected. Particularly, information is collected that is premised on the job activities, the required behaviors of employees, conditions of work, and the abilities of executing the described job.
- Developing Job Description
A schedule detailing the job description is developed based on the information that was collected in step four. The schedule gives a description of the crucial characteristics of the job alongside the job duties, its location, and possible risk that may be involved.
- Developing Job Specification
This involves the last step in job analysis. In this step, a statement giving a detailed specification of the job is designed for each job. The statement further gives a summary of the personal attributes, skills, and the required background in executing the specific jobs.
Effectiveness of the Information
Information on job analysis is crucial in ensuring that an organization’s selection process is effective. Job analysis is paramount in planning workforce and strategizing future needs of the organizations. Premised on the dispositions of Lussier & Hendon (2013), job analysis is effective in aiding the paths of human resources establish experience and expertise levels for effective planning on training.
Information from the job analysis can also be effectively employed in recruiting and creating a match between job requirements and performance of employees. Additionally, it is important in determining the worth of particular tasks within an organization. Notably, information regarding job analysis can be critical in conducting training analysis and employee need development.
Information regarding job analysis further aids in streamlining human efforts to attain best output. The information is also paramount in designing and evaluating tasks of a particular job to foster satisfaction and maximize human output.
Lussier, R., & Hendon, J. (2013). Human Resource Management: Functions, Applications, Skill development. Thousand Oaks: SAGE Publications.
Noe, R. (2013). Human Resource Management: Gaining a competitive advantage (9th ed.). Boston, Mass.: McGraw-Hill.