Skip to main content

About this free course

Become an OU student

Download this course

Share this free course

Human resources: recruitment and selection
Human resources: recruitment and selection

Start this free course now. Just create an account and sign in. Enrol and complete the course for a free statement of participation or digital badge if available.

4.2 Job analysis

Job analysis involves examining a job systematically and in detail. There is no single way of doing this. Direct observation may be helpful if you are analysing repetitive manual jobs, for example. Discussion with the current job holder and supervisor or line manager is also a useful source of information. Another method of job analysis is to use the checklist approach illustrated in Box 1 , ticking off the various aspects of the job as you consider them.

Box 1: Checklist – undertaking a job analysis

Check 1 – The key words approach

□ What is done?

□ When is it done?

□ Where is it done?

□ How is it done?

Check 2 – What is the job holder responsible for?

□ Responsibility for the work of others

□ Responsibility for physical resources

□ Responsibility for budgets/money

Check 3 – What sorts of working relationships are involved?

□ Relationships with superiors (if any)

□ Relationships with colleagues

□ Relationships with other departments or agencies

□ Relationships with customers/clients/users

□ Relationships with individuals supervised

Check 4 – What are the job requirements?

□ Required standard of performance and results

□ Required skills and experience

□ Required analytical skills

□ Required education and training

□ Required physique and health (if appropriate)

□ Required motivation and social skills

□ Required attitude or general approach to the work involved

Check 5 – What are the working conditions?

□ The physical environment

□ The social conditions and work group context

□ The economic conditions including funding and pay

Check 6 – Who should be consulted about the analysis?

□ Check back with the job holder

□ Check back with his or her line manager

(Source: based on Cowling and Mailer, 1981, p. 9)