Module IV: Conducting a Job Analysis

Module Summary:

This module deals with the importance of conducting a job analysis to determine the essential functions of a specific position. How to conduct a task analysis will be discussed, including distinguishing essential job functions from marginal functions.

Module Objectives:

1. To demonstrate the importance of analyzing jobs and using the information.
2. For participants to review the methods of conducting a job analysis.
3. To instruct participants on distinguishing essential job functions from marginal functions.
4. For participants to understand how to use the analysis information to develop job descriptions.

Preparation:

1. Assemble handouts and have copies available for each participant.
2. Have chairs arranged so participants can see both the presenter and screen.
3. Have overheads prepared in order and placed next to projector.
4. Provide: Bring in examples of current good and bad job descriptions. (Optional)

Module Format:

1. Ask the group to define "job analysis." What is it? Allow for responses. Display Overhead T and read aloud.

2. Ask for input on why job analysis is necessary. What can companies gain from the effort? How can they use the information?

   Explain that today we commonly hear the term 'job analysis' related to the Americans with Disabilities Act (ADA). For companies to conduct analysis of their positions benefits both employers as well as individuals with disabilities. Use Overhead U to discuss some of the most prevalent benefits to conducting an analysis. Distribute Handout A to facilitate the discussion.

3. Explain that the component parts found during a job analysis are known as the essential funtions of the position.

   Using Handout "Americans with Disabilities Act H" and Overheads "Americans with Disabilities Act R and S," discuss "Essential functions as defined by the ADA" and contrast to the definition of marginal job functions.

4. Ask the group if anyone has ever conducted a job analysis? Was it a positive experience? Negative? Easy? Frustrating? Allow participants to briefly discuss their experiences.

5. Referring to Handout A and using Overhead V, review the types of questions to ask when conducting a job task analysis.

6. Explain that there are several different methods of gathering data for job analysis. Which method(s) to use varies depending on the type of industry, the specific position, the amount of time and resources available, and the availability of subject matter experts. Using Overhead W, discuss the various data gathering methods.

7. Distribute Handouts B and C, and display Overhead X. The presenter may want to summarize each method rather than read every description aloud. Handouts B is a sample job analysis form.

8. Depending on the size of the group as well as available time, have the participants break up into small groups of two or three and distribute Handout D.

   Explain briefly that the task for the group will be to determine if the stated function is essential or marginal based on the information given. Have participants put an "E" next to those tasks they feel are essential and an "M" next to those they deem to be marginal. Allow 10 minutes.

   Using Overhead Y and the answer sheet on page 10 of this section, ask each group which of the functions they determined to be essential job functions and which are only marginal. Write the corresponding numbers on the overhead.

9. Distribute Handouts E and F. Using Overhead Z, discuss what should go into a written job description and where to begin in revising the job descriptions within an organization. Handout F briefly touches on some of the software programs available to assist in writing job descriptions. Ask participants if they know of, or use, any other software programs. Allow discussions for several minutes.

Discussion Points:

1. Discuss the importance when conducting a job analysis that employers need to make sure the functions are real and not assumed i.e. sight, sound, mobility, etc. Just because you can not think of a way to perform the functions without a sense or a limb does not mean that a way does not exist. Basing job descriptions on actual job functions helps to screen in applicants with disabilities.

2. Emphasize the benefits of taking the time to conduct a job analysis and determine the essential functions of specific positions as well as the consequences for not performing an accurate analysis.

3. Discuss how job analysis and job descriptions relate to one another and how organizations should be consistent in the way they analyze their positions. Choose one method of analysis and stick with it.

Trainers Note: