Job Analysis for Content Validation

1. Job Analysisfor Content Validation

2. Section I.Introduction

3. Agenda - Job Analysis I. Introduction II. Overview of Job Analysis III. Legal Considerations and Case Studies Methods of Job Analysis for Content Validation V. Collecting Job Information VI. Planning the Job Analysis

4. Agenda - Job Analysis (cont.) VII. Describing Work: Task Workshop Deriving KSA Requirements: KSA Workshop IX. Verification and Documentation of Job Analysis Results X. Concluding Exercise, References, Course Evaluation, Feedback

5. Section II.Overview of Job Analysis

6. What is Job Analysis? Job Analysis is a systematic process of collecting, processing, analyzing, interpreting and documenting data about jobs and their requirements.

7. Why Do Job Analysis? Job Definition and Structuring Human Resource Planning and Recruitment Personnel Selection Training Program Development Performance Standards Development

8. Job Analysis General Model 1. Determine the need for job analysis and define the set of positions to be analyzed 2. Gather and review existing job information 3. Identify SME�s and develop sampling plan 4. Conduct Site Visits 5. Identify work performed: write duty/task statements

9. Job Analysis General Model(cont�d) 6. Identify potential job requirements: write KSA�s/WC�s 7. Assemble survey, collect data, and analyze data to identify relative importance of job duties/tasks and KSA�s/WC�s 8. Collect data to link job duties/tasks and KSA�s/WC�s 9. Prepare technical report

10. Definitions Task Duty Work Behavior Job Description Content Validity Knowledge

11. Definitions (cont�d) Skill Ability Linkage KSA/KASO Observable

12. Section III.Legal Considerations & Case Studies

13. Relevant Legislation Fair Labor Standard Act of 1938 Civil Rights Act of 1964, as amended by the Equal Employment Opportunity Act of 1972 Civil Service Act of 1883 - Pendleton Act Civil Service Reform Act of 1978

14. Key Provisions Uniform Guidelines on Employee Selection Procedures Principles for the Validation and use of Personnel Selection Procedures Standards for Educational and Psychological Testing

15. What is AdequateJob Analysis Information? 

16. What is Adequate Job Analysis Information? (cont�d)

17. What is Adequate Job Analysis Information? (cont�d)

18. Section IV. Methods of Job Analysis for Content Validation

19. Job Element(Ernest S. Primoff) Focuses on worker traits (KSAO�s) needed for successful job performance, while ignoring tasks and job behaviors Purposes of KSAO�s

20. Task Analysis Describes observable job behaviors performed by workers, including data regarding what is accomplished, the tools and equipment used to accomplish it, and the verifiable characteristics of the job environment

21. Functional Job Analysis (Sidney A. Fine) Tasks are rated and ordered relative to three worker functions: Data People Things Tasks are also rated on a variety of other job context items

22. Abilities Analysis(Fleishman�s Job Analysis Survey) Focuses on the human abilities needed to perform the work; it relies on a standard set of defined human abilities, instead of generating a new set of KSAO�s for every job FJAS: a version of this method

23. Critical Incidents Collection of a series of anecdotes of job behavior that describe especially good or especially poor job performance

24. O*NET A comprehensive database system that offers a powerful setting for exploring the world of work

25. WRIPAC Methodology A method of job analysis that is based on the content validation model, and is designed to meet the requirements of the Uniform Guidelines, Test Standards, and the Americans with Disabilities Act (ADA)

26. Multi-Purpose Job Analysis (MPJA) Definition a method of job analysis and the study of work performed, with the purpose of using the data collected to meet a number of needs in personnel management Why do MPJA? to make the most effective use of resources to have a true systems approach to managing personnel resources

27. Competency Modeling Competencies are underlying personal characteristics which are expressed in observable behaviors and actions Skills Knowledge Self-Concepts

28. Section V.Collecting Job Information

29. Sources of Background Information Literature review Class specifications Relevant organizational charts Existing job descriptions Training manuals Regulatory materials Unions or Trade organizations

30. Job Experts (SME�s) Who are Subject Matter Experts (SME�s) and what do they do? Sources of SME�s Considerations in selecting and using SME�s Your role and the role of the SME Obtaining SME cooperation and assistance Documenting the qualifications and role of the SME

31. Data Collection Techniques Interviews Group Meetings Questionnaires Worker Log Observation Critical Incidents

32. Some Considerations in Selecting Data Collection Techniques Purpose of the study Occupational complexity and variability (type, level, skills of incumbents, ...) Class size and desired sample size Location and work hours of incumbents Availability and quality of existing data Time, staff, and funds available

33. Some Considerations in Selecting Data Collection Techniques (cont�d) Degree of EEO need Expertise of the analyst assigned (e.g., knowledge of the data collection method and occupation, skills, etc.) Data analysis capability General Advice: Use two or more methods plus background information and literature review. Get needed rating data from SME�s

34. Steps in Conducting a Tryout of Job Analysis Data Collection Techniques 1. Clearly define the questions you want to answer. 2. Select a tryout sample of workers or supervisors that is adequate to answer your questions. 3. Conduct the tryout. To the extent possible make this a mini job analysis. 4. Analyze the results to answer the questions from Step 1.

35. Types of Samples Convenience Sample Simple Random Sample Systematic Random Sample Stratified Sample Cluster Sample

36. Why Do We Need a Representative Job Analysis Sample?

37. What is an Adequate Job Analysis Sample? Needed sample size and composition are related to the: Data collection purpose Data collection method Type of data collected Nature of the job and incumbents Number of positions in the class Time and resources available Situation

38. What is an Adequate Job Analysis Sample? (cont�d) The sample composition should be representative of the employee group performing and supervising the work. The sample size should be adequate.

39. Section VI.Planning a Job Analysis

40. Planning a Job Analysis Defining the target job Employee population Clarifying purpose Cost factors The client

41. Exercise � Planning a Job Analysis What method(s) will you use to collect data? Give your rationale for the method(s). What special circumstances will you consider when planning your study? How will you assure that your job analysis will be in compliance with the Uniform Guidelines and professional standards?

42. Section VII.Describing Work

43. Terms Used to Describe Work(In alphabetical order) Class Duty Element Occupation Position Task Work Behavior

44. What is a Good Task Statement? Task Statements are a Way of Showing, in Plain Language, by Using Descriptive Verbs: What a Worker Does (Verb) To What or Whom (Object) Why He/She Does It (Output) How-Using What Tools, Procedure, or Method (How)

45. Task Statement Worksheet

46. Summary and GuidelinesWhat is an Adequate Task Statement? Contains specific information on each of the four parts of a task statement. What is done (Action Verb) To whom or what (Object) To produce what (Expected Output) Using what tools, equipment, work aids, processes Is easy to read and understand.

47. Summary and GuidelinesWhat is an Adequate Task Statement?(cont�d) Describes work which produces an identifiable product that could be used by someone other than the performer. Describes work done by one person. Describes an important part of the job. Is specific enough for deriving KSA�s.

48. Task Writing Workshop

49. Task Statement Criteria Contains each of the four parts of a task statement. Easy to read and understand. Describes work which produces an identifiable product that could be used by someone other than the performer. Describes work done by one person. Describes an important part of the job. Is specific enough for deriving KSA�s

50. Why Rate Tasks? Provide objective information needed to make decisions. Simplify the process of deriving KSA�s. Provide evidence needed to support a broad range of human resource decisions.

51. General Purpose Rating Scales Percent performing Frequency Importance Time spent Consequence of error Entry level/Full performance Relationship to successful performance

52. Special Purpose Rating Scales Degree of supervision required Training time required Physical effort required Task difficulty/Complexity Quality of judgment Environmental conditions Impact on others

53. Types of Rating Scales Dichotomous Continuous Discrete

54. Dichotomous Rating Scales Always a forced choice between one thing and another Advantages Easy to understand Easy to complete Disadvantages Rigid and Restrictive Provides limited information

55. Continuous Rating Scales Always an open ended scale allowing a large number of possible values Advantages Useful for obtaining a wide range of data Disadvantages Analysis & Interpretation required May distribute responses too broadly

56. Discrete Rating Scales A limited number of clearly delineated choices. Advantages Easy to understand Easy to complete Can obtain maximum useful information Disadvantages Hard to create non-overlapping benchmarks May not match range of performance Benchmarks rely on internal definitions of raters

57. Choosing Benchmarks Outstanding?

58. Task Rating Exercise Frequency of performance Overall importance When needed? Relationship to successful performance Summary of ratings

59. When you have finished the exercise, turn in your ratings then . . . take a Break! Please return in 10 Minutes

60. Section VIII.Deriving Knowledge,Skill And Ability KSA) Requirements

61. Types of KSA�s Knowledges Skills Abilities Aptitudes Personal Characteristics Entry-Level KSA�s Full-Performance KSA�s

62. What is an Adequate KSA? It is essential that KSA�s be: Developed and verified by individuals who thoroughly understand the tasks performed Clearly linked to tasks Stated in specific and measurable terms Clearly labeled as entry-level or full-performance Supplemented by information on the extent to which possession of increasing degrees of the KSA differentiates among levels of job performance Supplemented by information on importance

63. KSA Derivation

64. Some KSA Derivation Methods and References Logical Analysis of Individual Tasks Group Meeting Approaches (Some References Include Use of Questionnaires and Data Analysis Procedures.) Rating Tasks with Predefined Scales Individual or group interviews Questionnaires Combinations of above approaches

65. Sample Task and KSA�sWelfare Eligibility Examiner

66. What is an Adequate KSA? It is essential that KSA�s be: Developed and verified by individuals who thoroughly understand the tasks performed Clearly linked to tasks Stated in specific and measurable terms Clearly labeled as entry-level or full-performance Supplemented by information on the extent to which possession of increasing degrees of the KSA differentiates among levels of job performance Supplemented by information on importance

67. KSA Derivation Workshop

68. Workshop Criteria for an Adequate KSA Developed and verified by individuals who thoroughly understand the tasks performed Clearly linked to tasks Stated in specific and measurable terms Clearly labeled as an entry-level KSA or a full-performance level KSA

69. Sample KSA Rating Scales Entry Level/Full Performance When Needed Expected at Entry Importance Relationship to Successful Performance

70. Special Purpose KSA Rating Scales Practical to Expect Variability in Possession

71. Behaviorally AnchoredRating Scales Definition of the KSA How it is Differentiated from Other Abilities Interval Scale (5 to 7 points) Behavioral Benchmarks (e.g., High, Middle, Low)

72. Linking KSA�s to Tasks Task-KSA linkage form Summary of Task-KSA linkage data Alternative linking procedure

73. KSA Rating Exercise When Needed? Importance Relationship to Successful Performance Rating Scale Exercise Form

74. When you have finished the exercise, turn in your ratings then . . . take a Break!

75. Section IX. Verification and Documentation of Job Analysis Results

76. Verification of Job Analysis Results Definition What to do How to do it Checking When verification may not be needed

77. Documentation of Job Analysis Results Outline for Job Analysis Report Identifying Information Method Results

78. Section X.References, Evaluation Form& Feedback

79. References

80. Questions and Course Evaluation GOOD LUCK!!!