Why is a job analysis essential to the defense of any selection process or selection system?

Impact of the Uniform Guidelines on Employee Selection Procedures

The Uniform Guidelines on Employee Selection Procedures states that a thorough job analysis is needed for supporting a selection procedure (see: 60-3.9 - No assumption of validity. Section B.)

Validity studies should be based on review of information about the job. Any validity study should be based upon a review of information about the job for which the selection procedure is to be used. The review should include a job analysis...(see: 60-3.14 - Technical standards for validity studies. Section A.)

A job analysis should describe all important work behaviors, their relative importance, and their difficulty level. "[A] job analysis [should include] an analysis of the important work behavior(s) required for successful performance and their relative importance and, if the behavior results in work product(s), an analysis of the work product(s). Any job analysis should focus on the work behavior(s) and the tasks associated with them. If work behavior(s) are not observable, the job analysis should identify and analyze those aspects of the behavior(s) that can be observed and the observed work products. The work behavior(s) selected for measurement should be critical work behavior(s) and/or important work behavior(s) constituting most of the job." (see: 60-3.14 - Technical standards for validity studies. Section C.(2))

Impact of the Americans with Disabilities Act

With the passage of the American's With Disabilities Act (ADA, 1990), job analysis has taken on an increasing importance. A job analysis can be used to define the essential elements of the job, including the physical demands that the work requires.

The ADA specifically states:
No covered entity shall discriminate against a qualified individual with a disability because of the disability of such individual in regard to job application procedures, the hiring, advancement, or discharge of employees, employee compensation, job training, and other terms, conditions, and privileges of employment.

The Act defines "qualified individual with a disability" as someone with a disability who:

"with or without reasonable accommodation, can perform the essential functions of the employment position that such individual holds or desires." (see ADA Section 101. Definitions (8)).

What is an "essential function"?

The Act states: "...consideration shall be given to the employer's judgment as to what functions of a job are essential, and if an employer has prepared a written description before advertising or interviewing applicants for the job, this description shall be considered evidence of the essential functions of the job (see ADA Section 101. Definitions (8)).

Determination of "reasonable accommodations".

The ADA requires that handicapped individuals be given "reasonable accommodation" in the workplace so that they will not be unreasonably excluded from employment. Job Analysis is a process to identify the tasks and duties performed on the job as well as equipment used. This information may be helpful in determining what "reasonable accommodations" could be made for an individual to perform the job.

Can the job analysis be used in defense of actions by the employer sued under ADA?

Job Analysis will play a crucial role in identifying the essential functions of a job and also assisting in identifying what reasonable accommodations may be made.

Answer:

A job analysis is often conducted every few years for each position. This helps you track possible changes that occur over time in the nature of an employee's role. ... Having the analysis helps you defend against discrimination lawsuits or other claims that your recruitment and selection is unfair.

AutoGOJA Guidelines Oriented Job Analysis > Benefits of a Job Analysis

What are the Benefits of Performing a Job Analysis?

A job analysis consists of a thorough analysis of the job duties and knowledge, skills, abilities, and personal characteristics (KSAPCs) required for success in a certain position. However, a job analysis can sometimes take a substantial amount of time and effort. So why should an organization consider performing a job analysis?

The primary reason an organization will perform a job analysis is to ensure the selection procedures they use to choose between job applicants are valid and defensible. Practically speaking, a valid selection procedure is one that accurately measures the actual requirements of the job in a fair and reliable way. A valid selection procedure should measure only knowledge, skills, abilities, and personal characteristics that the job analysis has identified as being required to perform important and/or critical job duties. Essentially, a valid selection procedure should only measure the qualifications that are really needed for the job.

In the legal realm, a selection procedure is valid if it can be proven by an employer in litigation that it is "... job related and consistent with business necessity" (see Griggs v. Duke Power Co., 401 U.S. 424 ,1971), to address the requirements of the various federal Civil Rights Act. This standard is usually met (or not) by arguing how the selection procedure address, (1) the federal Uniform Guidelines on Employee Selection Procedures (1978); (2) professional testing standards, such as, but not limited to, the Society for Industrial and Organizational Psychology’s Principles for the Validation and Use of Personnel Selection Procedures (SIOP Principles, 2003) and the American Psychological Association’s Standards for Education and Psychological Testing (APA Standards, 1999); and three (3) court decisions that have examined the validity of employment testing in various settings.

Academically speaking, the SIOP Principles and APA Standards have adopted the same definition for validity: "The degree to which accumulated evidence and theory support specific interpretations of test scores entailed by proposed uses of a test."

Beyond this overlying benefit, there are several more compelling benefits to performing a job analysis:

• Workforce planning -- An effective job analysis can work in tandem with an organization�s future-casting. By identifying the duties and KSAPCs for various job titles, HR professionals can match the needs of their organization with the talent of their current and future workforce.
  

• Succession planning -- A strategy of workforce planning, HR professionals can use job analysis results to help fill key roles within their organization, now and in the future.
  

• Training -- By basing training procedures on the findings of a job analysis, organizations are better equipped to identify the gaps or distances between the current workforce or a newly-hired workforce and the KSAPCs needed the first day of the job. HR professionals can consequently create job-specific or group/employee-specific training procedures.
  

• Employee development -- Using the results of a job analysis, organizations may identify any gaps on an individual level and assist employees with their career management.
  

• Compensation -- With an effective job analysis, organizations can ensure that job titles requiring similar duties and KSAPCs are being compensated similarly.
  

• ADA compliance -- Biddle Consulting Group�s patented GOJA job analysis (Guidelines-Oriented Job Analysis) process asks specific questions that are outlined by the 1990 Americans with Disabilities Act (ADA) to determine whether or not a duty is considered an essential function. Our GOJA process gathers information to assist the organization in deciding whether or not each duty is an essential function. If an employee can perform an essential function with or without reasonable accommodation, the employer must provide such an accommodation (unless it would incur an undue hardship, ADA, 1990).
  

• Performance appraisals -- The results of a job analysis can allow an organization to develop an employee according to the specific needs of their job title. Additionally, organizations may also use the results of a job analysis to groom employees for promotion by training in areas that will contribute to a future position.
  

AutoGOJA Job Analysis Software is a hosted software solution that automates many steps necessary to complete a traditional job analysis. Qualified organizations may sign up for a FREE Basic Job Analysis account. This FREE service will allow an organization to complete a job analysis for one position. The account may be upgraded to allow for analyses to be performed on subsequent job titles.

The GOJA Manual is a manual (paper and pencil) solution that leads that leads an HR practician through the steps necessary to complete a traditional job analysis. Organizations opting to perform a manual job analysis may download our free Guidelines Oriented Job Analysis form. This 99-page job analysis booklet is free to download, print and use (without modification) for any number of job analyses.

Back To AutoGOJA Guidelines Oriented Job Analysis

Why is job analysis important in the selection process?

What is job analysis and why is it important?

Why is job analysis an important process quizlet?