In collaboration with and commissioned by ACT December 11 2014 In this research respondents were asked about activities related to the processes that occur to examine and analyze the activities of a particular job or role within an organization ID: 714667
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Slide1
SHRM Survey Findings: Job Analysis Activities
In collaboration with and commissioned by ACT
December 11, 2014Slide2
In this
research, respondents were asked about activities related to the processes that occur to examine and analyze the activities of a particular job or role within an organization. The analysis can result in information that includes the tasks or competencies of the job/role; the knowledge,
skills and abilities required for successful performance in the job/role; and the conditions under which the responsibilities are performed. These types of activities are often referred to as a job analysis.
Job Analysis Activities ©SHRM 2014
2
DefinitionsSlide3
What methods and tools did organizations use to conduct job analysis activities?
The leading methods to conduct job analysis were interview (50%), observation (33%) and structured questionnaires (27%). Organizations with 25,000 or more employees were more likely than organizations with 1 to 99 employees to use structured questionnaires to conduct job analysis activities. Over two-fifths (44%) of organizations used tools that were specifically designed for their organization, and one-quarter (26%) used online job analysis tools.
What types of information did organizations collect when conducting job analysis activities? The most common types of information organizations collected when conducting job analysis activities were knowledge (96%), skills (95%), abilities (92%) and task statements (90%).
How did organizations use information collected through job analysis activities?
Nearly three-quarters of organizations used the information collected through job analysis activities for recruitment (73%) and performance standards (72%). Other purposes included compensation (69%) and training (61%).
For what job levels did organizations conduct job analysis activities?
The majority of organizations conducted job analysis activities for management (87%), nonexempt (84%) and professional nonmanagement (80%) job levels. Furthermore, 60% of organizations conducted job analysis activities for executive-level positions.
Job Analysis Activities ©SHRM 2014
3
Key FindingsSlide4
What experience did HR professionals have with job analysis?
Roughly one-half (51%) of HR professionals have participated in at least one formal or informal job analysis-related activity, and 45% of HR professionals have used information from job analyses for purposes beyond identifying what was required for a job/role, such as developing interview questions and performance appraisal systems. Approximately two out of five HR professionals have conducted job analyses at their current organization.
Job Analysis Activities ©SHRM 2014
4
Key
Findings (continued)Slide5
Considering that many HR professionals say they are having trouble finding qualified candidates for open positions at the moment, an accurate job description becomes even more important as an element of the recruiting process. Nearly three-fourths of respondents to this survey said they
used information collected through job analysis activities for recruiting.
With proper analysis of jobs at all levels of organizations, HR professionals will also have a more effective performance management process. Clearly knowing the responsibilities that come with certain jobs allows for ease of measurement on annual evaluations, periodic reviews, goal attainment and other forms of performance
management.
HR
professionals need a comprehensive understanding of how jobs are performed at all levels of their organizations
to perform their own duties. The tasks of
managing personnel,
developing training guidelines and fulfilling other responsibilities could be much more difficult for HR professionals without an effective job analysis system.
Job Analysis Activities ©SHRM 2014
5
Implications for the HR ProfessionSlide6
Methods to Conduct Job Analysis Activities
Job Analysis Activities ©SHRM 2014
6
Note: n = 459. Percentages do not equal 100% due to multiple response options.
Respondents who answered "don't know" were excluded from this analysis. Slide7
Methods to Conduct
Job Analysis Activities
Job Analysis Activities ©SHRM 20147
Note: Only statistically significant differences are shown.
Existing sources of information
Government (42%)
>
Publicly
owned for-profit
(17%)
Comparisons by organization sector
Government organizations were more likely than publicly owned for-profit organizations to report
existing sources of information
as a method for identifying the knowledge, skills, abilities and competencies required for a job/role
.Slide8
Methods to Conduct
Job Analysis Activities
Job Analysis Activities ©SHRM 20148
Note: Only statistically significant differences are shown.
Checklists
25,000 or more employees (42%)
>
500 to 2,499 employees (18%)
Comparisons by organization staff size
Larger organizations were
more likely than
smaller organizations
to report
checklists, structured questionnaires and technical conference/focus groups
as methods for
identifying the knowledge, skills,
abilities
and competencies required for a job/role
.
Structured
questionnaires
25,000 or more employees (38%)
>
1 to 99 employees (13%)
Technical conference/focus
groups
25,000 or more employees (36%)
>
1 to 99 employees (13%)Slide9
Tools for Conducting Job Analysis Activities
Job Analysis Activities ©SHRM 2014
9
Note: n = 388. Percentages do not equal 100% due to multiple response
options.
Respondents whose
organizations do not use or were unsure about methods associated with job
analysis activities
were not asked this question. Respondents who answered "don't know" were excluded from this analysis. Slide10
Tools for Conducting Job Analysis Activities
Job Analysis Activities ©SHRM 2014
10
Note: Only statistically significant differences are shown.
Survey software
500 to 2,499 employees (23%)
>
1 to 99 employees (2%)
Comparisons by organization staff size
Larger organizations were more likely than smaller organizations to use
survey software and tools designed specifically for their organization
when identifying the knowledge, skills, abilities and competencies required for a job/role.
Tools
designed specifically for my organization
25,000 or more employees (69%)
>
100 to 499
employees (40%)Slide11
Information Collected in Job Analysis Activities
Job Analysis Activities ©SHRM 2014
11
Note: n = 267-339. Percentages
do not equal 100%
due to multiple responses.
Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Responses for this question were as follows: yes, no and don’t know. Respondents
who answered "don't know" were excluded from this analysis
. Only respondents who answered “yes” are shown.
Percentage
Knowledge
(i.e., specific types of information people need to perform
a job such as an understanding HIPAA regulations)
96%
Skills
(i.e., practiced acts such as writing clearly or operating a crane)
95%
Abilities
(i.e., stable capacity
to engage in a specific behavior such as lifting objects weighing up to 50 pounds or climbing ladders up to 25 feet)
92%
Task
statements
(i.e., list of activities performed on the job)
90%
The types of tools and technology that are used in the
job
89%
Requirement/qualification of knowledge, skills and abilities at time of appointment
86%
Competencies
(i.e.,
set of defined behaviors that are used to identify, evaluate and develop employees)
84%
Job
context
(e.g.,
purpose of job within the organization or work environment)
80%
Ratings for
knowledge,
skills, abilities
(e.g., importance, criticality, frequency)
64%
Performance
criteria
(e.g., standards for each performance level)
64%Slide12
Information Collected in Job Analysis
Activities (continued)
Job Analysis Activities ©SHRM 201412
Note: n = 267-339. Percentages
do not equal 100%
due to multiple responses.
Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this
question. Responses for this question were as follows: yes, no and don’t know. Respondents
who answered "don't know" were excluded from this analysis. Only respondents who answered “yes” are shown.
Percentage
Ratings for
tasks
(e.g., importance, criticality,
frequency, difficulty)
61%
Ratings for
competencies
(e.g., importance, criticality, frequency)
58%
Other
characteristics
(e.g.,
personality, interests, work styles, values)
55%
Consequences of
error
36%Slide13
Information Collected in Job Analysis
ActivitiesJob Analysis Activities ©SHRM 2014
13
Note: Only statistically significant differences are shown.
Ratings for tasks
Publicly
owned for-profit
(75%)
>
Privately owned for-profit
(52%)
Comparisons by organization sector
Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to
collect
ratings for tasks and ratings for competencies
when identifying the knowledge, skills, abilities and competencies required for a job/role
.
Ratings for competencies
Publicly
owned for-profit
(74%)
>
Privately owned for-profit
(50%)Slide14
Information Collected in Job Analysis
ActivitiesJob Analysis Activities ©SHRM 2014
14
Note: Only statistically significant differences are shown.
Ratings for tasks
2,500 to 24,999 employees (75%)
>
100 to 499
employees (48%)
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to
collect
ratings for tasks
when
identifying the knowledge, skills,
abilities
and competencies required for a job/role
.Slide15
Purposes for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
15Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.
Percentage
Recruitment
73%
Performance standards/appraisals
72%
Compensation (e.g., classification and pay)
69%
Training
61%
Employee development
58%
Selection
54%
Workforce
planning/organizational
design
45%
Succession planning
43%
Disability or return-to-work accommodation
38%
Legal support (e.g., ADA compliance, termination,
workers’
compensation)
33%
High-potential
identification and development
27%
Test identification, test
development
and/or test validation
15%
Other
1%Slide16
Purposes for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
16
Note: Only statistically significant differences are shown.
Workforce planning
Publicly
owned for-profit
(62%)
>
Privately owned for-profit
(36%)
Comparisons by organization sector
Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to
use information identifying the knowledge, skills, abilities and competencies required for a job/role for
workforce planning
.
Succession planning
Publicly
owned for-profit
(64%)
>
Privately owned for-profit
(39%)
Nonprofit (31%)
Publicly owned for-profit organizations were more likely than privately owned for-profit and nonprofit organizations
to
use information identifying the knowledge, skills,
abilities
and competencies required for a job/role for
succession planning
.Slide17
Purposes for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
17
Note: Only statistically significant differences are shown.
Compensation
Nonprofit
(80%)
>
Privately
owned for-profit
(60%)
Comparisons by organization sector
Nonprofit organizations were more likely than privately owned for-profit organizations to
use information identifying the knowledge, skills, abilities and competencies required for a job/role for
compensation
.Slide18
Job Levels Used for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
18Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question
.
Respondents who answered "don't know" were excluded from this analysis.
Slide19
Job Levels Used for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
19
Note: Only statistically significant differences are shown.
Executive level
Nonprofit (78%)
>
Privately owned for-profit
(51%)
Comparisons by organization sector
Nonprofit organizations were more likely than privately owned for-profit organizations to
identify the knowledge, skills, abilities and competencies required for a job/role for
executives and nonexempt job levels
.
Professional nonmanagement level
Nonprofit (94%)
>
Publicly
owned for-profit
(74%)
Privately owned for-profit
(71%)
Nonexempt level
Nonprofit (95%)
>
Privately owned for-profit
(80%)
Nonprofit organizations were more likely than publicly owned for-profit and privately owned for-profit organizations to
identify the knowledge, skills, abilities and competencies required for a job/role for
professional nonmanagement job levels
.Slide20
Job Levels Used for Job Analysis Activities
Job Analysis Activities ©SHRM 2014
20
Note: Only statistically significant differences are shown.
Executive level
2,500 to 24,999 employees (70%)
>
100 to 499
employees (47%)
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to
identify
the knowledge, skills,
abilities
and competencies required for a job/role for
the
executive job level
.Slide21
Job Candidate Evaluation Methods
Job Analysis Activities ©SHRM 2014
21Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question
.
Respondents who answered "don't know" were excluded from this analysis.
Percentage
Behavioral
interviews:
job specific and prepared in advance.
62%
Online
, minimum qualifications screening
questionnaires:
questions that may eliminate/disqualify candidates from the recruiting process.
41%
Skills
testing:
assessing the level of a practiced activity such as writing, blueprint reading and computer programming.
38%
Interviews with behaviorally anchored rating
scales:
answer keys used to evaluate candidate responses and rating methods that produce a numeric score.
26%
Situational judgment
questionnaires:
choosing a response when given a scenario.
23%
Organizational fit
questionnaires:
questions that evaluate organization-relevant factors such as team based, entrepreneurial
and
traditional.
23%
Personality
testing:
assessing personality traits such as persuasiveness, detail orientation, conscientiousness, rule following, optimism, goal orientation, data rational and boredom proneness.
22%
Aptitude
testing:
assessing the level of abilities in areas such as problem-solving
and
critical reasoning.
18%
Scorable job
applications:
numeric values placed on experience, skills, etc.
16%Slide22
Job Candidate Evaluation Methods (continued)
Job Analysis Activities ©SHRM 2014
22
Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question
.
Respondents who answered "don't know" were excluded from this analysis.
Percentage
Cognitive skills
testing:
assessing the level of abilities in areas such as reading and mathematics.
16%
Online
, realistic job
preview
(RJP
):
an overview of the job demands with questions to confirm interest in continuing the application process.
12%
Biodata
questionnaires:
standardized questions on verifiable school/work history, reported in scales such as reliability, dependability and safety.
7%
Simulations:
interactive experience that models job demands.
7%
Assessment
centers
:
formal observation under controlled conditions.
6%
Virtual job
tryouts:
completing online work samples.
2%
Other
2%Slide23
Job Candidate Evaluation Methods
Job Analysis Activities ©SHRM 2014
23Note: Only statistically significant differences are shown.
Interviews with behaviorally anchored rating scales
Publicly
owned for-profit
(39%)
>
Privately owned for-profit
(18%)
Comparisons by organization sector
Publicly owned for-profit organizations were more likely than privately owned for-profit organizations to
use
or plan to use
interview with behaviorally anchored rating scales, online
minimum qualification screening
questionnaires and biodata questionnaires
within the next 12
months
to evaluate job candidates for
hiring
.
Online, minimum qualifications screening questionnaires
Publicly
owned for-profit
(58%)
>
Privately owned for-profit
(30%)
Biodata
questionnaires
Publicly
owned for-profit
(14%)
>
Privately owned for-profit
(3%)Slide24
Job Candidate Evaluation Methods
Job Analysis Activities ©SHRM 2014
24Note: Only statistically significant differences are shown.
Online, realistic job previews
Publicly
owned for-profit
(24%)
>
Privately owned for-profit
(8%)
Nonprofit (3%)
Comparisons by organization sector
Publicly owned for-profit organizations were more likely than privately owned for-profit and nonprofit organizations to
use
or plan to use
online, realistic job previews
within the next 12
months
to evaluate job candidates for
hiring
.
Personality testing
Publicly
owned for-profit
(27%)
Privately owned for-profit
(26%)
>
Government (4%)
Publicly owned for-profit and
privately owned for-profit
organizations were more likely than government organizations to
use or plan to use
personality testing
within the next 12 months to evaluate job candidates for hiring
.Slide25
Job Candidate Evaluation Methods
Job Analysis Activities ©SHRM 2014
25Note: Only statistically significant differences are shown.
Online minimum qualification screening questionnaires
2,500 to 24,999 employees (53%)
>
100 to 499
employees (27%)
Comparisons by organization staff size
Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to
use or plan to use
online minimum qualification screening questionnaires
within the next 12 months to evaluate job candidates for hiring
.Slide26
HR Professionals’ Experience with Job Analysis Activities
Job Analysis Activities ©SHRM 2014
26
Note: n = 339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question.
Percentage
I have conducted job analyses at my current organization.
41%
I have conducted job analyses at a previous organization.
39%
I have used information from job analyses for purposes beyond identifying what was required for a job/role such as developing interview questions and performance appraisal systems.
45%
I have taken one or more courses that covered job analysis.
30%
I have a certification that covers job analysis.
15%
I have participated in at least one formal or informal activity associated with job analysis.
51%
I have no experience with any formal or informal activities associated with job analysis.
15%
Other
1%Slide27
Job Analysis Activities ©SHRM 2014
27
DemographicsSlide28
Demographics: Organization Industry
Job Analysis Activities ©SHRM 2014
28Note: n = 392. Percentages do not equal 100% due to multiple response options.
Percentage
Professional,
scientific and technical services
18%
Health
care and social assistance
15%
Manufacturing
15%
Government
agencies
11%
Finance and
insurance
9%
Educational
services
8%
Transportation and
warehousing
7%
Accommodation and
food services
6%
Retail
trade
6%
Administrative
and support and waste management and remediation services
5%
Construction
5%Slide29
Demographics: Organization Industry (continued)
Job Analysis Activities ©SHRM 2014
29Note: n = 392. Percentages do not equal 100% due to multiple response options.
Percentage
Utilities
5%
Information
4%
Wholesale
trade
4%
Arts,
entertainment, and recreation
3%
Real
estate and rental and leasing
3%
Religious,
grant-making, civic, professional and similar organizations
3%
Agriculture,
forestry, fishing and hunting
2%
Mining,
quarrying, and oil and gas extraction
2%
Repair and
maintenance
2%
Personal and laundry services
1%
Other
2%Slide30
Demographics: Organization Sector
Job Analysis Activities ©SHRM 2014
30n = 385 Slide31
Demographics: Organization Staff Size
Job Analysis Activities ©SHRM 2014
31Note: n = 387. Percentages do not equal 100% due to rounding. Slide32
n = 394
Demographics: Other
Job Analysis Activities ©SHRM 2014
32
U.S.
-based operations only
70%
Multinational
operations
30%
Single-unit organization: An organization in which the location and the organization are one and the same.
26%
Multi-unit organization: An organization that has more than one location.
74%
Multi-unit headquarters determines HR policies and practices
47%
Each work location determines HR policies and practices
4%
A combination of both the work location and the multi-unit headquarters determines HR policies and practices
50%
Is your organization a single-unit organization or a multi-unit organization?
For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or
by both
?
Does your organization have U.S.-based operations (business units) only, or does it operate multinationally?
n = 397
Note: n = 305. Percentages do not equal 100% due to rounding.
Corporate (companywide)
69%
Business unit/division
16%
Facility/location
14%
Note: n = 304. Percentages do not equal 100% due to rounding.
What is the HR
department/function for which you responded throughout
this survey?Slide33
33
SHRM Survey Findings: Job Analysis Activities
Response rate = 16%459 HR professionals from a randomly selected sample of SHRM’s membership participated in this survey
Margin of error +/-5%
Survey fielded September 11-October 15, 2014
In collaboration with and commissioned by ACT
Survey Methodology
Job Analysis Activities ©SHRM 2014Slide34
Job Analysis Resource Page
Performing Job Analysis Toolkit
Job Analysis: Desk Audit Review Sample FormResources for HR Educators: Job Analysis-Based Performance Appraisal
Job Analysis Activities ©SHRM 2014
34
Additional SHRM ResourcesSlide35
For more survey/poll findings, visit
shrm.org/surveysFor more information about SHRM’s Customized Research Services, visit
shrm.org/customizedresearchFollow us on Twitter @SHRM_Research
Job Analysis Activities ©SHRM 2014
35
About SHRM ResearchSlide36
Founded in 1948, the Society for Human Resource Management (SHRM) is the world’s largest HR membership organization devoted to human resource management. Representing more than 275,000 members in over 160 countries, the Society is the leading provider of resources to serve the needs of HR professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at
shrm.org
.Job Analysis Activities ©SHRM 2014
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About SHRMSlide37
ACT is a mission-driven, nonprofit organization dedicated to helping people achieve education and workplace success. Headquartered in Iowa City, Iowa, ACT is trusted as the nation’s leader in college and career readiness, providing high-quality achievement assessments grounded in more than 50 years of research and experience. ACT offers a uniquely integrated set of solutions that help people succeed from elementary school through career, providing insights that unlock potential. To learn more about ACT, go to
www.act.org
. Job Analysis Activities ©SHRM 2014
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About ACT