A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and

work environment of a particular job.

The job analysis may include these activities: reviewing the job responsibilities of current employees, analyzing the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position, researching and sharing with other companies that have similar jobs, and communicating the most important outcomes or contributions needed from the position.

 Labor

Market Resources Equipment or Work Process Alternatives Competing Demands for Funds and Space Overall Goal or Program Priorities Reorganization of Current Work Responsibilities

 What

are your staffing needs? Where will this position fit within your current organizational design? Why will the job exist? What are the qualifications needed? What are the mental/physical tasks that will be involved with this position? What are the methods and or equipment that will be used?

 Snapshot

of a specific job Legal document Sets clear expectations for the employee Provides an opportunity to clearly communicate your organizations direction Tells the employee where he or she fits inside of the big picture. Helps organization employees, who must work with the person hired, understand the boundaries of the person's responsibilities.

 Job

analysis information Other staff External sources (i.e outside agencies, websites, professional requirements) Existing job descriptions Competency Profile (only as a guide- do not copy word for word!!) If reclassifying a position, use the current employee as a resource.

 These

are the basic components of the job description:

Overall position description with general areas of responsibility listed, Essential functions of the job described with a couple of examples of each, Required knowledge, skills, and abilities, Required education and experience,

 Identifying

Information (i.e. department, work hours, etc.) Primary Purpose of the Organizational Unit Primary Purpose of the Position Change in Responsibilities or Organizational Relationship Description of Work Competencies Preferred Education and Experience Organizational Chart

general description of the organizational unit Description of the programs and services to be provided

 Summary

of the job responsibilities Brief paragraph No specific details of responsibilities Overall objective of the position
Example: Under the general supervision of the department head, provides a broad range of secretarial and office management services in support of teaching, research, and administrative functions of the department.

 Organizational

changes, restructuring, change in duties Be specific How does it affect position? How does it affect relationships within the unit? Example: Due to the restructuring of the department, this
position will now be assigned budgetary functions to include various line item accounts such as travel, equipment, and supplies. These functions were previously assigned to position 123456, Accounting Technician Contributing. Position 123456 will not be filled and will be abolished.

 Detailed

description of duties to be assigned Related to competencies required Discuss supervisory responsibilities, complexity, accountability, etc. List in order of importance Percentage of time assigned Indicate how this will be measured

 Brief

summary of the competencies needed for the position List technical, educational, managerial, physical, etc. Do not copy description of work or competency profile Example: The employee must be able to work effectively with
people in a constantly changing environment, communicate clearly with others, be comfortable training users, and have considerable knowledge and understanding of computer technology and how it relates to libraries. He/she must possess a thorough knowledge of operating systems, and the capabilities and limitations of computer and peripheral equipment. In addition, he/she must have a thorough knowledge of the principles and techniques of computer applications and documentation; the ability to comprehend, analyze, and interpret programming needs.

 Must

be no less than Minimum T&E for Class May include specific certifications May include specific training or skills
Example: Additional training and experience include one
year programming experience with a working knowledge of at least one high-level programming language such as C++, Cold Fusion, C#, or PHP; working knowledge of relational database systems such as MS SQL, Oracle, MySQL, or Sybase; web development experience; knowledge of designing relational databases, HTML programming experience; experience in an academic library preferred.

 Job

Change New Leadership Prior to Posting Vacant Position Reorganization Should be reviewed every year during annual evaluation period to assess changes

Productivity is a basic component of performance for employees of any business. It refers to the amount of work an employee accomplishes in a specific time frame, such as a single work day. New hires generally show less productivity than more experienced workers, steadily increasing the speed of their work over time. Managers can measure employee productivity using different metrics in different situations. Manufacturers can measure productivity based on the number of units individual employees produce or work on each day. Sales managers often measure productivity as the number of sales calls an employee makes per day.

 Efficiency

is a necessary counterpart to productivity. Efficiency is the result of maximizing productivity with minimum effort or expense. Efficiency metrics relate to cutting costs and reducing production time in operations, both of which contribute to bottom-line profits. The number of mistakes made per day on an assembly line, the time it takes to complete each of a series of repetitive tasks and accuracy for data-entry jobs are all examples of efficiency metrics.

 Employee

training programs work improve employees' performance in some way. Using quantifiable metrics to measure employees' success with training programs can shed light into the programs' impact on employee performance as a whole. Training programs that include written or hands-on tests -- for the sole purpose of monitoring training effectiveness -- can provide readily available performance metrics such as test scores and pass/fail rates.

 Collaborative

performance review systems bring employees and their supervisors together to set individual performance goals. This philosophy, also referred to as management by objectives, creates personalized, measurable metrics designed to increase employee performance on an individual level, incrementally increasing productivity and efficiency over time. Mastering new job duties, completing specific training programs and being on time for work are all examples of goals which managers and employees may set together.