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A systematic
look at the job helps one take into consideration all of these important
elements and differentiates them in terms of what is necessary upon
entry and what is learned on the job. A good analysis of the job in the
beginning will ordinarily save more than it will cost. An employee who
is not well matched to the job performs poorly; requires extra
supervision and extra training; produces less; affects overall morale,
productivity, operational costs, and service delivery; and is more
likely to have to be replaced soon.
The first step in the development of a highly effective
selection system is identifying the critical or essential tasks
necessary for successful job performance. Once the critical tasks are
known the second step is identifying the knowledge, skills, abilities
and other characteristics (KSAOCs), necessary upon entry, for successful
job performance.
A job analysis can take many forms. It may be an
informal process covering key questions or one of the many formal
techniques available. The job analysis could be as simple as meeting
with one or a panel of subject-matter experts (SMEs) describing the
critical KSAOCs for the position. SMEs are the incumbent(s) or the
supervisor(s) of the position who have direct knowledge of the job
duties and requirements. The most common method of job analysis is
critical incidents job analysis. Critical incidents job analysis
typically involves meetings where SMEs share critical incidents they
have witnessed that show a necessary knowledge, skill, or ability that
an incumbent needs for the job.
Regardless of the process used, the results must specify
what are the critical or essential tasks of the job, and what knowledge,
skills, abilities, and other characteristics (KSAOCs) that distinguish
successful potential performers from other candidates. In addition, the
working environment, the level of training expected of a new hire, and
the type of supervision the employee will receive should also be
identified. |
