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  • Writer's pictureKohei Yoshino

Why We Should Analyze Jobs

Updated: Mar 8, 2022

Why We Analyze Jobs

Brannick et al. (2019) define job analysis as the systematic process of discovering the nature of a job. This systematic process aims to produce written products that capture what is done in the job (i.e., duty, task, activity, and element) as well as what skills, knowledge, and other qualifications (KSAOs) are needed to sufficiently and effectively perform the job (Brannick et al., 2019). Furthermore, we conduct the analysis to establish criteria for recruitment and promotions, develop effective training and development programs, set the standards for performance management (SHRM, n.d.).

Primary Purposes of Job Analysis

According to Brannick et al. (2019), job analysis can be used for the list of purposes outlined below:

  1. Job description

  2. Job classification

  3. Job evaluation

  4. Job, team, and system design

  5. Human resource requirements

  6. Performance appraisal and management

  7. Training

  8. Workforce planning

  9. Safety and health

  10. Legal and quasi-legal requirements

Why Job Analysis Is Used in Training and Organizational Planning

As mentioned above, job analysis can be used to provide evidence of the validity of the training or educational programs. It can help organizations ensure that the training program is effective by identifying the key KSAOs required for the successful execution of the responsibilities (Brannick et al., 2019). Once confirming the required KSAOs, the organization could proceed to assess whether there is a gap between the current qualification of an employee and what the roles require in order to develop an appropriate training program.


Similarly, job analysis can be used in workforce planning as it allows organizations to identify KSAOs needed to succeed in the roles that need to be filled in the future for the purposes related to the organizations’ expansion as well as leadership and management succession (Brannick et al., 2019). Having clarified the required KSAOs, for example, organizations can proceed to 1) identify and train internal candidates to fill the roles based on the gap that currently exists between the candidate’s KSAOs and the required KSAOs or 2) design and implement selection programs to ensure that applications will possess the required KSAOs for the role (Brannick et al., 2019).


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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