Insider Secrets About How To Do A Job Analysis Which Are Only Known By A Handful Of People.


Human resource management (HRM) performance refers to the process of identifying and determining tasks, responsibilities, and job specifications. It includes the collection of information needed to compile a job description that will attract the right person to fill the role. Job analysis in HRM helps to establish the level of experience, qualifications, skills, and knowledge needed to perform a job effectively.

Now, it is clear that some different strategies simplify the HR job evaluation process that I can use to ensure that the employee is working to the best of their ability (or if they are eligible for participation).

However, we can boil down to these 3 job analysis methods that every HR professional needs to know.

1. How to Analyze the Work: Discussion

In this way of job analysis, job analysts interview stakeholders to gather information about their work and how to deal with it. Conversations can be formal and informal depending on your company culture.

Planned interviews follow a systematic process in which employees are interviewed accurately and consistently, following a pre-set format. In a formal conversation, you see that:

  • All interviewees were asked the same questions in turn.
  • Testers record, compare and evaluate responses compared to standard procedures.
  • Because of this consistency, formal discussions have a high degree of credibility and performance.

Informal conversations, on the other hand, expose the outside of a pre-set structure. The interview process is conducted as a discussion without any specific pre-defined questions. However, the interviewer should make the purpose and focus of the conversation understandable to the staff. That is, the purpose of the interview is to better understand their role and to improve or change their role.

2. How to Evaluate Work: Questionnaires

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As the name suggests, the questionnaire analysis method requires staff, managers, and supervisors to complete the forms, which are questionnaires. It is one of the most widely used job analysis methods because it is not expensive to build. And also it is easy to give to many people at a fast pace. Question papers can contain a variety of question forms, such as open-ended questions, multiple selections, checklists available and non-existent, or a combination of them all.

Questionnaires used in job analysis collect data on all aspects that contribute to how a job is completed, including internal and external factors. These are the most common places to ask questions:

  • Knowledge, skills, experience and qualifications
  • Daily activities
  • Tasks are done slowly
  • Resources and equipment
  • Time spent on various job tasks
  • Physical and emotional implants
  • Level of job satisfaction
  • Salary and compensation
  • Conditions of service
  • Additional comments

Although the questionnaires help to begin the process of job analysis, it is not enough to gather reliable and useful data. They just pick up the job analysis. In fact, the questionnaire has several problems, such as misinterpretation of questions, high levels of unanswered questions, and incorrect information provided to participants. And inaccurate data is the complete opposite of what job analysts intend to do.

3. How to Evaluate Work: Awareness

The viewing approach enables career analysts to identify employees in their day-to-day plans. The information collected by viewing is very useful and reliable because it is the first information. Recognizing the only job analysis method that allows a job analyst or HR specialist to get specific information, while other job analysis methods collect data indirectly and in a planned setting.

When using this method, the job analyst looks at the employee and records what they do and do not do. This helps career analysts and HR professionals to reach a more reliable conclusion. However, even the viewing approach comes with errors. Some of the problems with using the job analysis method include:

  1. Distortion of information if the employee knows visually.
  2. Awareness can affect the outcome of work during viewing.
  3. Not all job tasks and responses can be seen in a timely manner.
  4. Senior management and administrative roles can be difficult to fully realize.

Therefore, in other words, this process allows the analyst to make a broad-based access sample while also understanding things in the workplace when looking at employees. It is clear that an employee will work hard if he or she knows it is being analyzed. This is that even though it still gives the analyst a good framework to judge how well the role is being played.


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