shrm survey findings: job analysis activities in collaboration with and commissioned by act december...

SHRM Survey Findings: Job Analysis Activities

In collaboration with and commissioned by ACT

December 11, 2014

Job Analysis Activities ©SHRM 2014 2

• 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.

Definitions


• 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.

Key Findings


• 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.

Key Findings (continued)


• 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.

Implications for the HR Profession


Methods to Conduct Job Analysis Activities

Note: n = 459. Percentages do not equal 100% due to multiple response options. Respondents who answered "don't know" were excluded from this analysis.

Interview

Observation

Structured questionnaire

Checklist

Open-ended questionnaire

Existing sources of information

Technical conference/focus group

Critical incident

Diary

None of the above

Other

50%

33%

27%

25%

25%

24%

19%

9%

7%

6%

3%



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.




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



Tools for Conducting Job Analysis Activities

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.

Tools designed specifically for my organization

Online job analysis tools

Off-the-shelf questionnaires

Survey software

Human capital management (HCM) software

Other

44%

26%

16%

13%

8%

9%


Tools for Conducting Job Analysis Activities


Survey software

500 to 2,499 employees (23%) > 1 to 99 employees (2%)


• 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



Information Collected in Job Analysis Activities

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%


Information Collected in Job Analysis Activities (continued)

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%




Ratings for tasks

Publicly owned for-profit (75%) > Privately owned for-profit (52%)


• 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





Ratings for tasks

2,500 to 24,999 employees (75%) > 100 to 499 employees (48%)


• 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.


Purposes for Job Analysis Activities

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

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%




Workforce planning



• 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.




Compensation

Nonprofit (80%) > Privately owned for-profit (60%)


• 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.


Job Levels Used for Job Analysis Activities


Executive level(e.g., CEO, CFO, VP)

Management(e.g., director, manager, supervisor)

Professional nonmanagement(e.g., analyst, nurse, engineer)

Nonexempt(e.g., assistant, coordinator, specialist)

60%

87%

80%

84%




Executive level



• 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 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.




Executive level



• 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.


Job Candidate Evaluation Methods


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%


Job Candidate Evaluation Methods (continued)


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%




Interviews with behaviorally anchored rating scales



• 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


Biodata questionnaires





Online, realistic job previews

Publicly owned for-profit (24%) >Privately owned for-profit (8%)

Nonprofit (3%)


• 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.




Online minimum qualification screening questionnaires



• 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.


HR Professionals’ Experience with Job Analysis Activities

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%


Demographics


Demographics: Organization Industry

Note: 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%


Demographics: Organization Industry (continued)

Note: 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%


Demographics: Organization Sector

n = 385

Privately owned for-profit

Publicly owned for-profit

Nonprofit

Government

Other

43%

23%

19%

14%

1%


Demographics: Organization Staff Size

Note: n = 387. Percentages do not equal 100% due to rounding.

1 to 99 employees

100 to 499 employees

500 to 2,499 employees

2,500 to 24,999 employees

25,000 or more employees

14%

24%

23%

25%

13%


n = 394

Demographics: Other

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


Corporate (companywide) 69%

Business unit/division 16%

Facility/location 14%


What is the HR department/function for which you responded throughout this survey?


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 Resource Page

• Performing Job Analysis Toolkit

• Job Analysis: Desk Audit Review Sample Form

• Resources for HR Educators: Job Analysis-Based Performance Appraisal

Additional SHRM Resources

http://www.shrm.org/hrdisciplines/staffingmanagement/pages/jobanalysis.aspx

http://www.shrm.org/hrdisciplines/staffingmanagement/pages/jobanalysis.aspx

http://www.shrm.org/templatestools/toolkits/pages/performingjobanalysis.aspx

http://www.shrm.org/templatestools/samples/hrforms/articles/pages/1cms_015841.aspx

http://www.shrm.org/education/hreducation/pages/jobanalysis-basedperformanceappraisal.aspx


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