Is your company’s collection of job descriptions out of date and rarely used as a reference for gauging performance?

Job Analysis

Oftentimes, job descriptions gather dust deep inside each manager’s file cabinet. If management feels that the annual appraisal process is an interruption of the “real work” that is going on in the company, then you should consider getting help from the experts at Steinbrecher. We provide decades of experience and a series of scientifically proven methods to validate your bank of job descriptions by conducting a job analysis.

A job analysis is a scientific process of discovery and validation that is leveraged to define and classify work tasks that are executed within the scope of the company’s operation. This process also identifies the knowledge, skills, and abilities required to correctly execute each job by title, rank, and level. There are several key leverage points that happen through the job analysis and validation process:

A Valid Job Analysis Ensures

• Selection criteria correlate accurately with job success and thus predict future performance.
• Current and future employee and management training programs offer the very highest possible job relevance and job connection.
• Performance-management systems are rewarding the right performance for the right reasons.
• Delivery of a greater level of legal protection and leverage for management personnel decisions.

When your company’s job bank is out of date, then your company’s entire set of HR programs are at risk of becoming poorly valued and underutilized by the management team that relies upon them for support.

The Steinbrecher Solution:

Our expert consultants will provide a detailed and comprehensive assessment of your company’s current job bank and job descriptions. Through focus groups and organizational surveying, we provide you with a detailed set of valid job criteria based on the results of the most current scientific research.

In order to provide an accurate, valid picture of work tasks and performance, we rely on a proprietary three- dimensional method of job analysis and validation.

Job Analysis Validation: A Three-Dimensional Approach

Frequency of Performance. This dimension refers to how commonly or routinely a task is performed. Tasks that occur constantly (continuously, hourly, every shift, every week, etc.) have strong validity in describing performance, since they are highly salient in nature when describing job roles (i.e., there is a high likelihood of the task occurring at a given time or in various situations).

Degree of Difficulty. This dimension measures how difficult a task is to learn and just as important, how difficult a task is to perform exceptionally well (i.e., how difficult to master). Such items are critical to capture because they identify high-potential performance while also revealing a higher risk to performance once an individual is promoted, or if his or her work scope or responsibility has been expanded. Difficulties can be tactile in nature (motor skill), demanding in quality of execution (error tolerance is low), complex (requires multitasking ability, the ability to cope with distraction, ambiguity, and higher cognitive load) or social in nature (requires the successful influence of others).

Importance to the Job. This dimension measures how critical a task is to the role being measured. Tasks that are highly important carry stronger consequences if they are not executed correctly. Poor performance of a highly important task typically carries a significant negative consequence. Conversely, proper task execution of highly important items does not necessarily lead to a direct positive consequence. Workplace safety, sanitation and regulatory compliance are common examples.

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