Job Analysis Fundamentals

The Job Analysis Fundamentals lecture presented by Tara Ricci and Linda Campbell, both of the Office of Personnel Management serves to give industry players or interested parties a general overview of what exactly a job analysis entails. The presentation is delivered, first by Tara Ricci, who speaks on what a job analysis is, when one should conduct a job analysis, what the usefulness of job is, and why we need to use job analysis. Ricci hopes to uncover the answers to these questions.

Ricci begins by defining a systematic examination of tasks performed in a job, and the competencies required to perform that job at the same level. Ricci goes on to categorize job analysis into three separate segments. The first is the collection of the tasks and competencies necessary for successfully carrying out the role. The second is the engagement of Subject Matter Experts to rate the tasks and competencies that have been identified. Finally, any low-rated tasks and methods of job analysis or competencies are dropped. Ricci then talked about the methods of job analysis, the first is direct observation which was ruled out for most organizations because it is expensive. The second method would rely on interviews while the last stage was dependent on survey questionnaires.

Ricci pointed out the instances when a job analysis study should be undertaken. According to her, a job analysis should be done depending on the currency of the last analysis. However, in frequently changing fields like IT, the job analysis should be more frequent. In line with this, Ricci identifies the main reasons why a company could decide to undertake a job analysis. The reasons are to establish a document on the tasks and competencies required, it will offer organizations a freedom from legal recourse and will form a basis of the applicant assessment tools. After identifying the reasons why organizations undertake job analysis, Ricci talks about the importance of job analysis. She identifies four principal actions, and these are for job requirements, training needs, positional classification and grade level, and finally personnel action. Ricci then takes us through the process of developing a job analysis by pointing out that to do so would require the gathering of information, followed by the development of tasks and competencies. Ricci then focuses on the value of developing a good rating system, and concludes the paper by outlining a few relevant source material.

The next speaker is Linda Campbell. Where Ricci focused on the development of a job analysis framework, Campbell focuses on employment regulation. Campbell gives a brief run through of how to develop a job analysis. She then talks about the legal requirements, and chief among these is the declaration of the tasks. Thereafter, it is advisable to make a list of all the knowledge, skills and attribute a candidate should have. The next consideration in the job analysis would be what factors of the job analysis are will be measured so as to arrive at the choice of a character. The final issue is that the process should demonstrate a specific correlation between the metrics that will be used and their being accurate predictors of future work performance. The value of ensuring that these factors are valid metrics against which future performance may be judged lies in preventing the organization from being sued.