Job Analysis Recently researchers working in the area of personnel selection have broadened the classic definition of job analysis to reflect more contemporary approaches to this topic, although both terms can be used interchangeably. Work analysis, in its broadest sense, refers to any systematic gathering, documenting, and analyzing of information about the content of work performed by people in organizations; the worker attributes related to work performance; or the context, both psychological and physical, in which the work is performed.1 The change in terminology has been made to reflect recent and important innovations2 such as the Occupational Information Network that we will discuss later in this chapter. Job analysis refers to the process of collecting information about jobs.3 In its simplest terms, a job analysis is a systematic process for gathering, documenting, and analyzing Identifying the KSAOs as part of a job specification. data about the work required for a job. Job analysis data include a description of the context and principal duties of the job, including job responsibilities and working conditions, and information about the knowledge, skills, abilities, and other attributes (KSAOs) required in its performance. In short, it is a method that provides a description of the job and profiles the characteristics or competencies people need to have in order to be successful in the job. It is widely accepted as the foundation of many HR activities and functions.4 For the most part, the distinction between the definitions of work and job analysis is minor from an applied view. In this chapter we will use job analysis to refer to both and talk about work analysis only when it makes a difference in our understanding. There are three key points to remember about job analysis: 1. A job analysis does not refer to a single methodology but rather to a range of techniques. 2. A job analysis is a formal, structured process carried out under a set of guide- lines established in advance. 3. A job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole. Figure 4.1 presents an overview of the job analysis process and outcomes; it shows that job analysis data support several HR activities and can be used toward several ends (e.g., recruitment and selection; training and development; performance management; and, as we've seen, job evaluation, among several others).5 Many activities in an organization that focus on identifying a match between a person and a job rely on accurate information produced by job analysis. Job analysis helps to ensure that decisions made with respect to HR processes are good decisions (i.e., fair and accurate), and that those employee-related decisions can be defended in courts and tribunals, if necessary. All of these HR activities are concerned with matching people to jobs within a specific organizational context. Job analysis is a procedure to assess the goodness of this fit between people and jobs. It provides information about both the job requirements and the KSAOs needed to do the job. Since job analysis data have the potential for many uses, it is important to know how the information will be used before deciding on an approach or method to use in collecting the data. As we will see after we review several different job analysis methods, each has its strengths and weaknesses, and the data from a particular method may be better suited to only one or some of the above uses. It is very unlikely that one method will produce information that can be used in all of the applications where we would want to use it. Therefore, HR must develop a strategic plan like the one presented in Chapter 1. As part of that exercise, HR may wish to undertake an organizational analysis that can be used to anchor job analysis in the context of the organization's mission, goals, and strategy. When designing and implementing recruitment and selection programs to fill jobs within their organization, HR specialists must be aware of the overall organizational mission and strategic goals. Losing sight of the organization level can result in less-than- optimal recruitment and selection policies and practices that are used to fill positions at the job level. Although there are many ways to conduct an organization analysis, most methods share the common goals of describing and understanding the design and struc- ture, functions and processes, and strategies and missions of organizations, issues that we discussed in Chapter 1. Data obtained from an organization analysis can highlight areas of strengths and weakness useful to HR planning, such as: * identifying expected changes in the external environment; * aligning staffing and development plans to ensure appropriate succession planning; * identifying expected structural changes in the organization; and * understanding how expected changes will affect recruitment and selection practices. HR should undertake this planning process prior to conducting a job analysis to determine the type of personnel they will be seeking and the factors that may influence their success in staffing positions. Once HR has gone through a strategic planning pro- cess including an organizational analysis, it should be able to determine the type of job analysis procedure that will produce the best information for the intended purpose of the job analysis. Recruitment and Selection Notebook 1.1 presented the elements of a recruitment and selection action plan. As part of that plan, HR must develop or review the job description for positions they are seeking to fill. A job analysis should be used to specify the requirements of the job and knowledge, skills, and abilities of the people who will be selected to fill the positions. After completion of the planning process, job analysis is the next step in identifying job tasks and duties as well as the KSAOs needed to carry out those duties. These are the two basic products of a job analysis. The first is formally referred to as a job description, a written description of what the persons in the job are required to do, how they are sup- posed to do the job, and the rationale for any required job procedures. A job description contains a summary of job analysis data. Recruitment and Selection Today 4.1 presents a job description for a Licensed Practical Nurse (LPN) to work in an assisted living facility. The second product is a job specification, which states the KSAOs that are required to perform the job successfully. These may include the compensable factors that are used in performing a job evaluation, such as analytical abilities, physical exertion, account- ability for budgets, and unpleasant working environments. A job description like that in Recruitment and Selection Today 4.1 is typically used to recruit employees and is based on an actual job analysis. The job description does not present all of the information gathered as part of a job analysis, only a summary of the important aspects. As we go through this chapter we will use examples based on this job analysis to demonstrate how the information was collected.

Assignment Through this organizational analysis: Name of Organization: Canadian Imperial Bank of Commerce (CIBC)

Type of Organization: Publicly traded multinational banking and financial services corporation.

Brief description/ history of the business:The Canadian Imperial Bank of Commerce, commonly known as CIBC, is one of Canada's largest banks and financial institutions. It was formed in 1961 through the merger of the Canadian Bank of Commerce and the Imperial Bank of Canada, making it the largest merger between chartered banks in Canadian history. CIBC offers a wide range of financial services, including personal and business banking, wealth management, capital markets, and investment banking. It operates internationally with a significant presence in the United States, the Caribbean, Asia, and the United Kingdom. Size of Organization:CIBC is a major player in the financial industry, with total assets of nearly Can$976 billion as of 2023. It serves over eleven million clients globally and employs around 48,000 full-time equivalent employees.

Size of Organization: CIBC is a major player in the financial industry, with total assets of nearly Can$976 billion as of 2023. It serves over eleven million clients globally and employs around 48,000 full-time equivalent employees.

Location: CIBC is headquartered in Toronto, Ontario, Canada, with a prominent presence in the Financial District at CIBC Square. It operates numerous branches and offices across Canada and has international operations in various countries.

Mission/ Goals/ Strategy of the Organization):CIBC's mission is to provide innovative financial products and services to meet the needs of its diverse clientele, while also delivering sustainable growth and value to its shareholders. The bank aims to maintain its position as a leading financial institution through strategic initiatives focused on customer satisfaction, technological innovation, risk management, and corporate responsibility. CIBC's strategic goals include expanding its presence in key markets, enhancing digital capabilities, optimizing operational efficiency, and fostering a culture of diversity, inclusion, and integrity within the organization.

Examine the job analysis of the entry-level Office Administration position, using three methods Think of this as a roadmap/toolkit for hiring an entry-level Office Administration position. The key is to lay out your process step by step. Job Analysis-Guideline (Three job analysis techniques are identified and described. The techniques are appropriate given the type / nature of the job. Provides rationale for each of the techniques, this includes consideration of criteria such as time and money. Provides clear and concise explanation of the procedures for each of the three job analysis techniques. Explanation of the procedures shows that the students have a comprehensive understanding of how each technique will be completed. Demonstrate solid understanding of the key elements involved in conducting each of the job analysis techniques)