The importance of job analysis is part 2 on the topic of job analysis. Here's part 1 on functional job analysis
In this section of the functional job analysis you are calling out the requirements of knowledge, education, training, expertise and aptitudes required for the position. To satisfy legal requirements often times there are also descriptions of physical and environmental factors called out here as well.
Following up with the financial products sales position above, the right candidate should have some training in both sales and finance and if the position required a license to sell a particular financial product that would be called out in this section as well.
As you can see, this section of the functional job analysis encapsulates the capabilities an employee must have or be able to obtain in order to execute in this position.
This is the most critical part of a worthwhile job analysis. The underlying importance of job analysis is captured in the definition of success because this is where clarity is introduced.
In order to clarify recruitment, evaluation and ultimately success of the employee in the position, there needs to be a definition of success. This is a trick element to tackle but there are a few questions that can get you started in thinking about how to define success.
Each position at each company will be different. If you have the definition of success mapped our for a candidate, it will make your selection much clearer and your job as a manager much easier. Spend the time, it is worth it.
Each stake holder from above needs to review and have input into this document. Ultimately it is up to the HR representative to start and move along the process. Management and employees have the responsibility to capture the essence of the core requirements of the position for the analysis to be accurate.
The process of writing a useful and clear functional job analysis should be reviewed on a periodic basis, say every 2-3 years. As companies change and job functions evolve, there may be specific additional skills that are required or others that may not be as necessary as originally thought.
To take this analysis to the next level, benchmarking can sometimes reveal more accurate requirements of the employee in terms of attitudes, aptitudes and beliefs about themselves.