All hiring decisions and supervisory evaluations should be made on
objective criteria. A supervisor needs to know each job under his or her
supervision, and the qualifications needed to perform it, to develop objective
interview questions and objectively evaluate an employee s performance. Human
resource specialists who are responsible for initial screening of job
applicants and mediating performance appraisal disputes must also understand
the key components of the jobs in their organization.
Job analysis provides an objective basis for hiring, evaluating,
training, accommodating and supervising persons with disabilities, as well as
improving the efficiency of your organization. It is a logical process to
determine (1) purpose-the reason for the job, (2) essential functions-the job
duties which are critical or fundamental to the performance of the job, (3) job
setting-the work station and conditions where the essential functions are
performed, and (4) job qualifications-the minimal skills an individual must
possess to perform the essential functions. A job analysis describes the job,
not the person who fills it.
How to Conduct a Job Analysis
The following questions can help you to analyze each job in your
organization.
Purpose:
- What are the particular contributions of the job toward the
accomplishment of the overall objective of the unit or organization?
Essential Functions:
- What three or four activities actually constitute the job? Is
each really necessary? (For example a secretary types, files, answers the
phone, takes dictation.)
- What is the relationship between each task? Is there a special
sequence which the tasks must follow?
- Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging, writing,
operating, pushing, pulling, fingering, talking, listening, interpreting,
analyzing, seeing, coordinating, etc.?
- How many other employees are available to perform the job
function? Can the performance of that job function be distributed among any
other employees?
- How much time is spent on the job performing each particular
function? Are the tasks performed less frequently as important to success as
those done more frequently?
- Would removing a function fundamentally alter the job?
- What happens if a task is not completed on time?
Job Setting:
- Location - Where are the essential functions of the job
carried out?
- Organization - How is the work organized for maximum
safety and efficiency? How do workers obtain necessary equipment and materials?
- Movement - What movement is required of employees to
accomplish the essential functions of the job?
- Conditions - What are the physical conditions of the job
setting (hot, cold, damp, inside, outside, underground, wet, humid, dry,
air-conditioned, dirty, greasy, noisy, sudden temperature changes, etc.)? What
are the social conditions of the job (works alone, works around others, works
with the public, works under close supervision, works under minimal
supervision, works under deadlines, etc.)?
Worker Qualifications:
- What are the physical requirements (lifting, driving, cleaning,
etc.)?
- What are the general skills needed for the job (ability to
read, write, add, etc.)?
- What specific training is necessary? Can it be obtained on the
job?
- What previous experience, if any, can replace or be substituted
for the specific training requirements?
How to Use the Job Analysis
Once the job analysis has been completed you will be in a better
position to:
- Develop objective job-related interview questions.
- Write current and accurate position descriptions. Position
descriptions should be updated on a regular basis and a job analysis done if
any factors outlined above have to be altered.
- Perform objective performance appraisals.
- Determine if accommodations can assist a person with a
disability to perform the job.
- Conduct personnel functions in a non-discriminatory manner.
Information for this fact sheet was taken in part from
Ready Willing and Available, A
Business Guide for Hiring People with Disabilities.
October 1994 |