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MRPBS Publications - Human Resources Desk Guide |
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A job analysis is a structured approach that outlines the major job-requirements and the knowledge skills and abilities that are necessary to successfully perform the duties of the positon. It is a useful tool which helps supervisors/managers and personnel specialists make employment decisions. |
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When based on an accurate position description, a job analysis is essential to developing a rating plan to distinguish best qualified from basically qualified applicants. When there are ten or less competitive applicants, the streamlined evaluation method in MRP Merit Promotion Plan Directive 4335.1 (also described at the end of this Section) may be used. |
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If the position will be announced through merit promotion at multiple grades (e.g., 9/11/12), the same job analysis may be used, provided the KSA(s) remain the same through all announced grades. Decisions as to whether or not a KSA distinguishes “Exceeds Acceptable” from “Minimally Acceptable” performers will change as the various positions in the career ladder are analyzed. An example of an appropriate grouping may be, grades 5/7 or grades 11/12. Where the KSA(s) evolve over the range of announced grades, then a separate job analysis must be constructed to reflect that evolution. |
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Knowledge, skills, and abilities (KSA)'s are the backbone of the job analyses. Knowledge includes academic knowledge, knowledge of regulations, and information gained through work experience. Examples of Knowledge:
Skills include proficient knowhow acquired through practice. Examples of Skills:
Abilities include competence to perform an observable activity, produce products, or solve problems. Examples of Abilities:
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The job analysis may be prepared by:
Assistance may be received from the classification specialist, staffing specialist, and/or the staffing assistant.
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The Job Analysis plays an essential role in identifying candidates who possess the work experience and skills levels for which managers are recruiting. Rating plans should be appropriate for the particular positions and grade levels being advertised. The following table gives steps to complete a job analysis (JA). Detailed instructions, sample JA's, and assistance may be obtained from your servicing personnel office. Remember: The individual who prepares the JA cannot be an applicant for the vacancy and must be identified on the forms. The worksheets that follow this table may be reproduced locally or may be entered into an automated system and used for your JA. If you have an accurate position description (PD) in Factor Evaluation System (FES) format, you can use the KSA’s listed in the PD and skip to step 6 in the following table. If you know what KSA’s are needed to successfully perform the position, you may want to skip to step 6. |
The individual who prepares the job analysis may not be an applicant for the vacancy. Step |
Action |
Worksheet |
1 |
Identify major duties (limit to 4 or 5), using sources like job descriptions, qualifications and classification standards, functional statements, or similar documents. |
#1 |
2 |
Identify Knowledge, Skills and Abilities (KSA's) needed to perform each major duty. |
#1 |
3 |
Determine which KSA's are essential (limit: three to seven) to perform the duties. The KSA's must be brought to the job and could not be learned in a reasonable time, e.g., 90 days. Eliminate nonessential KSA’s. |
#2 |
4 |
Combine similar KSA's. Determine which will distinguish exceeds acceptable, acceptable, or minimally acceptable. Eliminate nondistinguishing KSA's. |
#2 |
5 |
List measurement tools where evidence of KSA's can be found; e.g., application, interview. |
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6 |
Develop KSA and if possible, an operational statement. Example: Ability to communicate in writing in order to prepare scientific publications. |
#3 |
7 |
Develop level definitions for use with the rating schedule. Examples of Level Definitions:
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#3 |
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Back to 4335 Table of Contents
Last Modified: December 13, 2007