Challenges Associated With The Effective Use of Job Analysis
As shown in one of the examples shared by Brannick et al. (2019), one of the challenges associated with the effective use of job analysis, particularly with regard to training, is that it can be extremely time-consuming and resource-intensive especially if no documentation does not exist. In order to develop a training program for a certain role, it is crucial to develop and validate a thorough list of tasks and KSAOs associated with the role. Though the size of team required to conduct the job analysis would vary based on the scope of work, as apparent from the fact that a group of job experts, supervisors, trainers, and planner analysts was assembled and worked on developing the list for one single role for the duration over several weeks, the process can be resource-intensive. On a similar note, a challenge associated with the effective use of job analysis within the context of organizational planning is that despite organizations’ efforts to define future needs by defining KSAOs required to succeed in the leadership roles, as roles and what’s required for the roles inevitably change in today’s environment, there would be an ongoing need to gather new job analysis data. This, in addition to the resource-intensive nature of job analysis, would certainly pose a challenge to the otherwise effective use of job analysis.
References
Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2019). Job and Work Analysis: Methods, research, and applications for human resources management (3rd ed.). Sage.
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