Job Analysis: Job Descriptions & Essential Functions Job descriptions, as a management tool, can greatly simplify an organization's human resource management. A job description clarifies work functions and reporting relationships, helping employees understand their jobs. Job descriptions aid in maintaining a consistent salary structure. Well written duty statements contain action words which accurately describe what is being done. Duty/responsibility statements should focus on primary, current, normal, daily duties and responsibilities of the position (not incidental duties, an employee’s qualifications or performance, or temporary assignments). Related or similar duties should be combined and written as one statement. Each duty statement should be a discreet, identifiable aspect of the work assignment, described in one to three sentences, and should be outcome-based, allowing for alternate means of performing the duty, changes in technology, preferences of employees and supervisors, and accommodations of workers with disabilities, without altering the nature of, and/or the duty itself. JOB ANALYSIS answers the following important questions: 1. What are the specific duties for the position? This puts the position in context and spells out broad responsibilities. What are the critical tasks and key result areas of the position? The question helps to isolate the most critical activities that the position holder is expected to perform. What are the discrete outcomes of the job for which the person appointed will be held accountable and evaluated?
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What behaviors, skills, knowledge and experience are the most important to the program in achieving the key results and outcomes in 2 and 3 above? This question focuses on the specific personal qualities that are necessary to best meet the requirements set out in questions 1-3. What is the nature of contacts with people within and outside the organization? This question assists with the determination of level and discretion of judgement the position may have. What non-essential duties make up some of the day in the position? This questions assists in determining possible changes in the position. The content of job descriptions should identify and describe: 1. Mental Functions A. Comparing - Judging the readily observable functional, structural, or compositional characteristics (whether similar to or divergent from obvious standards) of data, people, or things. b. Copying - Transcribing, entering, or posting data.
c. Computing - Performing arithmetic operations and reporting on and/or carrying out a prescribed action in relation to them. d. Compiling - Gathering, collating, or classifying information about data, people, or things. Reporting and/or carrying out a prescribed action in relation to the evaluation is frequently involved. e. Analyzing - Examining and evaluating data. Presenting alternative actions in relation to the evaluation is frequently involved. f. Coordinating - Determining time, place, and sequence of operations or action to be taken on the basis of analysis of data. May include prioritizing multiple responsibilities and/or accomplishing them simultaneous-ly. g. Synthesizing - To combine or integrate data to discover facts and/or develop knowledge or creative concepts and/or interpretations. 2. Relations With Others a. Supervision (given) - Coordinating and directing the activities of one or more subordinates. b. Supervision (received) - Independence of actions; authority to determine methods of operation. c. Negotiating - Exchanging ideas, information, and opinions with others to formulate policies and programs and/or jointly arrive at decisions, conclusions, solutions, or solve disputes. d. Communicating - Talking with and/or listening to and/or signaling people to convey or exchange information; includes giving/receiving assignments and/or directions. e. Instructing - Teaching subject matter to others, or training others through explanation, demonstration, and supervised practice; or making recommendations on the basis of technical disciplines. f. Interpersonal Skills/Behaviors - Dealing with individuals with a range of moods and behaviors in a tactful, congenial, personal manner so as not to alienate or antagonize them. g. Health/Safety/Control Of Others - seizing, holding, controlling, and/or otherwise subduing violent or physically threatening persons to defend oneself or prevent injury. Body strength and agility of all four limbs is necessary. 3. Physical Demands (Strength) a. Sedentary - Exerts up to 10 lbs. of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects, including the human body. Involves sitting most of the time, but may involve walking or standing for brief periods of time. b. Light - Exert up to 20 lbs. of force occasionally, and/or up to 10 lbs. of force frequently, and/or a negligible amount of force constantly to move objects. Physical demands are in excess of those of sedentary work. Light work usually requires walking or standing to a significant degree. c. Medium - Exert up to 50 lbs. of force occasionally, and/or up to 20 lbs. of force frequently, and/or up to 10 lbs. of force constantly to move objects. d. Heavy - Exert up to 100 lbs. of force occasionally, and/or up to 50 lbs. of force frequently, and/or up to 20 lbs. Of force constantly to move objects. e. Very Heavy - Exert in excess of 100 lbs. of force occasionally, and/or in excess of 50 lbs. of force frequently, and/or in excess of 20 lbs. of force constantly to move objects. 4. Physical Demands (Movement) a. Climbing - Ascending or descending using feet and legs and/or hands and arms. Body agility is emphasized.
b. Balancing - Maintaining body equilibrium to prevent falling on narrow, slippery, or erratically moving surfaces; or maintaining body equilibrium when performing feats of agility. c. Stooping - Bending body downward and forward. This factor is important if it occurs to a considerable degree and requires full use of the lower extremities and back muscles. d. Kneeling - Bending legs at knees to come to rest on knee or knees. e. Crouching - Bending body downward and for-ward by bending legs and spine. f. Crawling - Moving about on hands and knees or hands and feet. g. Reaching - Extending hand(s) and arm(s) in any direction. h. Handling - Seizing, holding, grasping, turning, or otherwise working with hand or hands. Fingers are involved only to the extent that they are an extension of the hand. i. Fingering - Picking, pinching, or otherwise working primarily with fingers rather than with the whole hand or arm as in handling. j. Feeling - Perceiving attributes of objects, such as size, shape, temperature, or texture, by touching with skin, particularly that of fingertips. 5. Physical Demands (Auditory) a. Talking - Expressing or exchanging ideas by means of the spoken word. Talking is important for those activities in which workers must impart oral information to clients or to the public, and in those activities in which they must convey detailed or important spoken instructions to other workers accurately, loudly, or quickly. b. Hearing - perceiving the nature of sounds. Used for those activities that require ability to receive detailed information through oral communication, and to make fine discriminations in sounds, such as when making fine adjustments on running engines. 6. Physical Demands (Taste/Smell) Tasting/Smelling - Distinguishing, with a degree of accuracy, differences or similarities in intensity or quality of flavors and/or odors, or recognizing particular flavors and/or odors, using tongue and/or nose. 7. Physical Demands (Vision) a. Near Acuity - Clarity of vision at 20 inches or less. Use this factor when special and minute accuracy is demanded. b. Far Acuity- Clarity of vision at 20 feet or more. Use this factor when visual efficiency in terms of far acuity is required in day and night/dark conditions. c. Depth Perception - Three-dimensional vision. Ability to judge distances and spatial relationships so as to see objects where and as they actually are. d. Accommodation - Adjustment of lens of eye to bring an object into sharp focus. Use this factor when requiring near point work at varying distances. e. Color Vision - Ability to identify and distinguish colors. f. Field Of Vision - Observing an area that can be seen up and down or to right or left while eyes are fixed on a given point. Use this factor when job performance re-quires seeing a large area while keeping the eyes fixed. 8. Environmental Conditions & Physical Surroundings - exposure results in marked bodily discomfort. a. Exposure To Weather - Exposure to hot, cold, wet, humid, or windy conditions caused by the weather. b. Extreme Cold - Exposure to non-weather-related cold temperatures. c. Extreme Heat - Exposure to non-weather-related hot temperatures. d. Wet And/Or Humid - Contact with water or other liquids; or exposure to non-weather related humid conditions.
e. Noise - Exposure to constant or intermittent sounds or a pitch or level sufficient to cause marked distraction or possible hearing loss. f. Vibration - Exposure to shaking objects or surface. This factor is rated important when vibration causes a strain on the body or extremities. g. Atmospheric Conditions - Exposure to conditions such as fumes, noxious odors, dusts, mists, gases, and poor ventilation that affects the respiratory system, eyes or, the skin. h. Confined/Restricted Working Envi-Ronment - Work is performed in a closed or locked facility i. Providing safety and security for clients, inmates, or fellow workers. 9. Equipment Used a. Office equipment such as computer, typewriter, projector, cassette player/recorder. b. Hand tools (e.g., hammer, shovel, screwdriver) power tools (e.g., radial saw, reciprocating saw, drill). c. Vehicles (e.g., automobile, truck, tractor, lift) 10. Hazards a. Proximity to moving, mechanical parts. b. Exposure to electrical shock. c. Working in high, exposed places. d. Exposure to radiant energy. e. Working with explosives. f. Exposure to toxic or caustic chemicals. ADA – Americans With Disabilities Act Determining Essential Functions The ADA states that a "qualified individual with a disability" is one who can perform the "essential functions" of the job that the individual holds or desires, with or without accommodation. In determining whether job tasks are essential functions, employers should consider several factors, such as the following: What is the purpose of the task? How is it performed? Are there other methods of performing the task? How much time does the task take? Why is the task performed? Is there someone else who can perform this task? Where is it performed? Could it be performed from another location? How is success of the task measured? What happens if the task is done wrong? There are "no formulas" for determining what functions are essential. The determination must be made on a case by case basis. Reasonable Accommodations Reasonable accommodations are adjustments or modifications which range from making the physical work environment accessible to restructuring a job, providing equipment that may assist the employee (a voice command computer, screen for enlarging print), providing certain types of personal assistants (e.g., a reader for a person who is blind, an interpreter for a person who is deaf), transferring an employee to a different job or location, or providing flexible scheduling. Reasonable accommodations are tools provided by employers to enable
employees with disabilities to do their jobs, just as the employer provides the means for all employees to accomplish their jobs. For example, employees are provided with desks, chairs, phones, and computers. The Office of Human Resources (OHR) will assist you in all aspects of accommodation. CONSIDER: Physical Efforts and the Regularity Required by Each Hand Movement Bending; Squatting; Crawling; Reaching Repetitive Motions Driving: Car/Truck; Standard/Automatic Grasping Mower/Forklift; Equipment/Machines Holding Exposure: Trees; Air vent; Night/Dark Finger Dexterity Extreme noise levels; Extreme temperatures Reading Dust; Fumes; Chemicals; Gases; Writing Potential Hazardous Conditions Eye-hand coordination Chemical Spills, Gas Leaks, Infectious Vision Bacteria, Acidic Harsh or Oily Substances Color Distinction Use of Respirator Electrical Hazards Preparing/Analyzing figures Hearing Visual inspection Talking Measuring/Assembling at distance close to eye Standing Sitting Walking Lifting: 0- 30 lbs.; 30-60 lbs.; 60-90 lbs.; 90 plus lbs. Pushing/Pulling: What and How Much Does It Weigh Climbing: Stairs; Ladders; up/down Roof; Step stools; Scaffolds Using job descriptions and job analyses to detail essential functions of the job; Involving the employee who has the disability in every step of the process; Employing confidentiality principles while exploring ways to provide accommodations; Consulting with rehabilitation professionals, if needed; Identifying the employee's functional limitations and potential accommodations; Having the employee try the equipment before purchasing; Modifying the accommodation if necessary; Evaluating and evaluating again all of the above.
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The Office of Human Resources will determine if the accommodation you are seeking is unreasonable. If the accommodation is determined to be unreasonable, OHR will offer guidance on any succeeding steps in the process. Putting job analysis to work to: Set wage and salary levels Appraise performance Establish incentives Determine profit sharing ...In Recruiting And Placement: • Developing job specifications • Promoting, transferring, and rotating personnel • Designing tests • Vocational counseling • Matching people with jobs • Placing the handicapped
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Restructuring jobs Enriching jobs ...In Labor And Personnel Relations: • Developing performance standards • Establishing responsibility • Establishing authority • Establishing accountability • Handling grievances • Conducting labor negotiations • Establishing communication channels • Organizing personnel records ...In Utilization Of Workers: • Organizing and planning • Engineering jobs • Controlling costs • Predicting changes • Avoiding task duplication ...In Training: • Developing training courses • Selecting trainees • Orienting new workers • Programming teaching machines