1. SHRM Survey Findings: Job Analysis Activities In collaboration with and commissioned by ACT December 11, 2014

2. In this research, respondents were asked about activities related to the processes that occur to examine and analyze the activities of a particular job or role within an organization. The analysis can result in information that includes the tasks or competencies of the job/role; the knowledge, skills and abilities required for successful performance in the job/role; and the conditions under which the responsibilities are performed. These types of activities are often referred to as a job analysis. Job Analysis Activities ©SHRM 20142 Definitions

3. What methods and tools did organizations use to conduct job analysis activities? The leading methods to conduct job analysis were interview (50%), observation (33%) and structured questionnaires (27%). Organizations with 25,000 or more employees were more likely than organizations with 1 to 99 employees to use structured questionnaires to conduct job analysis activities. Over two-fifths (44%) of organizations used tools that were specifically designed for their organization, and one-quarter (26%) used online job analysis tools. What types of information did organizations collect when conducting job analysis activities? The most common types of information organizations collected when conducting job analysis activities were knowledge (96%), skills (95%), abilities (92%) and task statements (90%). How did organizations use information collected through job analysis activities? Nearly three-quarters of organizations used the information collected through job analysis activities for recruitment (73%) and performance standards (72%). Other purposes included compensation (69%) and training (61%). For what job levels did organizations conduct job analysis activities? The majority of organizations conducted job analysis activities for management (87%), nonexempt (84%) and professional nonmanagement (80%) job levels. Furthermore, 60% of organizations conducted job analysis activities for executive-level positions. Job Analysis Activities ©SHRM 20143 Key Findings

4. What experience did HR professionals have with job analysis? Roughly one-half (51%) of HR professionals have participated in at least one formal or informal job analysis-related activity, and 45% of HR professionals have used information from job analyses for purposes beyond identifying what was required for a job/role, such as developing interview questions and performance appraisal systems. Approximately two out of five HR professionals have conducted job analyses at their current organization. Job Analysis Activities ©SHRM 20144 Key Findings (continued)

5. Considering that many HR professionals say they are having trouble finding qualified candidates for open positions at the moment, an accurate job description becomes even more important as an element of the recruiting process. Nearly three-fourths of respondents to this survey said they used information collected through job analysis activities for recruiting. With proper analysis of jobs at all levels of organizations, HR professionals will also have a more effective performance management process. Clearly knowing the responsibilities that come with certain jobs allows for ease of measurement on annual evaluations, periodic reviews, goal attainment and other forms of performance management. HR professionals need a comprehensive understanding of how jobs are performed at all levels of their organizations to perform their own duties. The tasks of managing personnel, developing training guidelines and fulfilling other responsibilities could be much more difficult for HR professionals without an effective job analysis system. Job Analysis Activities ©SHRM 20145 Implications for the HR Profession

6. Methods to Conduct Job Analysis Activities Job Analysis Activities ©SHRM 20146 Note: n = 459. Percentages do not equal 100% due to multiple response options. Respondents who answered "don't know" were excluded from this analysis.

7. Methods to Conduct Job Analysis Activities Job Analysis Activities ©SHRM 20147 Note: Only statistically significant differences are shown. Existing sources of information Government (42%)>Publicly owned for-profit (17%) Comparisons by organization sector Government organizations were more likely than publicly owned for-profit organizations to report existing sources of information as a method for identifying the knowledge, skills, abilities and competencies required for a job/role.

8. Methods to Conduct Job Analysis Activities Job Analysis Activities ©SHRM 20148 Note: Only statistically significant differences are shown. Checklists 25,000 or more employees (42%)>500 to 2,499 employees (18%) Comparisons by organization staff size Larger organizations were more likely than smaller organizations to report checklists, structured questionnaires and technical conference/focus groups as methods for identifying the knowledge, skills, abilities and competencies required for a job/role. Structured questionnaires 25,000 or more employees (38%)>1 to 99 employees (13%) Technical conference/focus groups 25,000 or more employees (36%)>1 to 99 employees (13%)

9. Tools for Conducting Job Analysis Activities Job Analysis Activities ©SHRM 20149 Note: n = 388. Percentages do not equal 100% due to multiple response options. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

10. Tools for Conducting Job Analysis Activities Job Analysis Activities ©SHRM 201410 Note: Only statistically significant differences are shown. Survey software 500 to 2,499 employees (23%)>1 to 99 employees (2%) Comparisons by organization staff size Larger organizations were more likely than smaller organizations to use survey software and tools designed specifically for their organization when identifying the knowledge, skills, abilities and competencies required for a job/role. Tools designed specifically for my organization 25,000 or more employees (69%)>100 to 499 employees (40%)

11. Information Collected in Job Analysis Activities Job Analysis Activities ©SHRM 201411 Note: n = 267-339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Responses for this question were as follows: yes, no and don’t know. Respondents who answered "don't know" were excluded from this analysis. Only respondents who answered “yes” are shown. Percentage Knowledge (i.e., specific types of information people need to perform a job such as an understanding HIPAA regulations) 96% Skills (i.e., practiced acts such as writing clearly or operating a crane) 95% Abilities (i.e., stable capacity to engage in a specific behavior such as lifting objects weighing up to 50 pounds or climbing ladders up to 25 feet) 92% Task statements (i.e., list of activities performed on the job) 90% The types of tools and technology that are used in the job89% Requirement/qualification of knowledge, skills and abilities at time of appointment 86% Competencies (i.e., set of defined behaviors that are used to identify, evaluate and develop employees) 84% Job context (e.g., purpose of job within the organization or work environment) 80% Ratings for knowledge, skills, abilities (e.g., importance, criticality, frequency) 64% Performance criteria (e.g., standards for each performance level) 64%

12. Information Collected in Job Analysis Activities (continued) Job Analysis Activities ©SHRM 201412 Note: n = 267-339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Responses for this question were as follows: yes, no and don’t know. Respondents who answered "don't know" were excluded from this analysis. Only respondents who answered “yes” are shown. Percentage Ratings for tasks (e.g., importance, criticality, frequency, difficulty) 61% Ratings for competencies (e.g., importance, criticality, frequency) 58% Other characteristics (e.g., personality, interests, work styles, values) 55% Consequences of error36%

13. Information Collected in Job Analysis Activities Job Analysis Activities ©SHRM 201413 Note: Only statistically significant differences are shown. Ratings for tasks Publicly owned for-profit (75%)>Privately owned for-profit (52%) Comparisons by organization sector Publicly owned for-profit organizations were more likely than privately owned for- profit organizations to collect ratings for tasks and ratings for competencies when identifying the knowledge, skills, abilities and competencies required for a job/role. Ratings for competencies Publicly owned for-profit (74%)>Privately owned for-profit (50%)

14. Information Collected in Job Analysis Activities Job Analysis Activities ©SHRM 201414 Note: Only statistically significant differences are shown. Ratings for tasks 2,500 to 24,999 employees (75%)>100 to 499 employees (48%) Comparisons by organization staff size Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to collect ratings for tasks when identifying the knowledge, skills, abilities and competencies required for a job/role.

15. Purposes for Job Analysis Activities Job Analysis Activities ©SHRM 201415 Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis. Percentage Recruitment73% Performance standards/appraisals72% Compensation (e.g., classification and pay)69% Training61% Employee development58% Selection54% Workforce planning/organizational design45% Succession planning43% Disability or return-to-work accommodation38% Legal support (e.g., ADA compliance, termination, workers’ compensation) 33% High-potential identification and development27% Test identification, test development and/or test validation15% Other1%

16. Purposes for Job Analysis Activities Job Analysis Activities ©SHRM 201416 Note: Only statistically significant differences are shown. Workforce planning Publicly owned for-profit (62%)>Privately owned for-profit (36%) Comparisons by organization sector Publicly owned for-profit organizations were more likely than privately owned for- profit organizations to use information identifying the knowledge, skills, abilities and competencies required for a job/role for workforce planning. Succession planning Publicly owned for-profit (64%)> Privately owned for-profit (39%) Nonprofit (31%) Publicly owned for-profit organizations were more likely than privately owned for- profit and nonprofit organizations to use information identifying the knowledge, skills, abilities and competencies required for a job/role for succession planning.

17. Purposes for Job Analysis Activities Job Analysis Activities ©SHRM 201417 Note: Only statistically significant differences are shown. Compensation Nonprofit (80%)>Privately owned for-profit (60%) Comparisons by organization sector Nonprofit organizations were more likely than privately owned for-profit organizations to use information identifying the knowledge, skills, abilities and competencies required for a job/role for compensation.

18. Job Levels Used for Job Analysis Activities Job Analysis Activities ©SHRM 201418 Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis.

19. Job Levels Used for Job Analysis Activities Job Analysis Activities ©SHRM 201419 Note: Only statistically significant differences are shown. Executive level Nonprofit (78%)>Privately owned for-profit (51%) Comparisons by organization sector Nonprofit organizations were more likely than privately owned for-profit organizations to identify the knowledge, skills, abilities and competencies required for a job/role for executives and nonexempt job levels. Professional nonmanagement level Nonprofit (94%)> Publicly owned for-profit (74%) Privately owned for-profit (71%) Nonexempt level Nonprofit (95%)>Privately owned for-profit (80%) Nonprofit organizations were more likely than publicly owned for-profit and privately owned for-profit organizations to identify the knowledge, skills, abilities and competencies required for a job/role for professional nonmanagement job levels.

20. Job Levels Used for Job Analysis Activities Job Analysis Activities ©SHRM 201420 Note: Only statistically significant differences are shown. Executive level 2,500 to 24,999 employees (70%)>100 to 499 employees (47%) Comparisons by organization staff size Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to identify the knowledge, skills, abilities and competencies required for a job/role for the executive job level.

21. Job Candidate Evaluation Methods Job Analysis Activities ©SHRM 201421 Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis. Percentage Behavioral interviews: job specific and prepared in advance.62% Online, minimum qualifications screening questionnaires: questions that may eliminate/disqualify candidates from the recruiting process. 41% Skills testing: assessing the level of a practiced activity such as writing, blueprint reading and computer programming. 38% Interviews with behaviorally anchored rating scales: answer keys used to evaluate candidate responses and rating methods that produce a numeric score. 26% Situational judgment questionnaires: choosing a response when given a scenario. 23% Organizational fit questionnaires: questions that evaluate organization-relevant factors such as team based, entrepreneurial and traditional. 23% Personality testing: assessing personality traits such as persuasiveness, detail orientation, conscientiousness, rule following, optimism, goal orientation, data rational and boredom proneness. 22% Aptitude testing: assessing the level of abilities in areas such as problem-solving and critical reasoning. 18% Scorable job applications: numeric values placed on experience, skills, etc. 16%

22. Job Candidate Evaluation Methods (continued) Job Analysis Activities ©SHRM 201422 Note: n = 344. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Respondents who answered "don't know" were excluded from this analysis. Percentage Cognitive skills testing: assessing the level of abilities in areas such as reading and mathematics. 16% Online, realistic job preview (RJP): an overview of the job demands with questions to confirm interest in continuing the application process. 12% Biodata questionnaires: standardized questions on verifiable school/work history, reported in scales such as reliability, dependability and safety. 7% Simulations: interactive experience that models job demands.7% Assessment centers: formal observation under controlled conditions. 6% Virtual job tryouts: completing online work samples.2% Other2%

23. Job Candidate Evaluation Methods Job Analysis Activities ©SHRM 201423 Note: Only statistically significant differences are shown. Interviews with behaviorally anchored rating scales Publicly owned for-profit (39%)>Privately owned for-profit (18%) Comparisons by organization sector Publicly owned for-profit organizations were more likely than privately owned for- profit organizations to use or plan to use interview with behaviorally anchored rating scales, online minimum qualification screening questionnaires and biodata questionnaires within the next 12 months to evaluate job candidates for hiring. Online, minimum qualifications screening questionnaires Publicly owned for-profit (58%)>Privately owned for-profit (30%) Biodata questionnaires Publicly owned for-profit (14%)>Privately owned for-profit (3%)

24. Job Candidate Evaluation Methods Job Analysis Activities ©SHRM 201424 Note: Only statistically significant differences are shown. Online, realistic job previews Publicly owned for-profit (24%)> Privately owned for-profit (8%) Nonprofit (3%) Comparisons by organization sector Publicly owned for-profit organizations were more likely than privately owned for- profit and nonprofit organizations to use or plan to use online, realistic job previews within the next 12 months to evaluate job candidates for hiring. Personality testing Publicly owned for-profit (27%) Privately owned for-profit (26%) >Government (4%) Publicly owned for-profit and privately owned for-profit organizations were more likely than government organizations to use or plan to use personality testing within the next 12 months to evaluate job candidates for hiring.

25. Job Candidate Evaluation Methods Job Analysis Activities ©SHRM 201425 Note: Only statistically significant differences are shown. Online minimum qualification screening questionnaires 2,500 to 24,999 employees (53%)>100 to 499 employees (27%) Comparisons by organization staff size Organizations with 2,500 to 24,999 employees were more likely than organizations with 100 to 499 employees to use or plan to use online minimum qualification screening questionnaires within the next 12 months to evaluate job candidates for hiring.

26. HR Professionals’ Experience with Job Analysis Activities Job Analysis Activities ©SHRM 201426 Note: n = 339. Percentages do not equal 100% due to multiple responses. Respondents whose organizations do not use or were unsure about methods associated with job analysis activities were not asked this question. Percentage I have conducted job analyses at my current organization.41% I have conducted job analyses at a previous organization.39% I have used information from job analyses for purposes beyond identifying what was required for a job/role such as developing interview questions and performance appraisal systems. 45% I have taken one or more courses that covered job analysis. 30% I have a certification that covers job analysis.15% I have participated in at least one formal or informal activity associated with job analysis. 51% I have no experience with any formal or informal activities associated with job analysis. 15% Other1%

27. Job Analysis Activities ©SHRM 201427 Demographics

28. Demographics: Organization Industry Job Analysis Activities ©SHRM 201428 Note: n = 392. Percentages do not equal 100% due to multiple response options. Percentage Professional, scientific and technical services18% Health care and social assistance15% Manufacturing15% Government agencies11% Finance and insurance9% Educational services8% Transportation and warehousing7% Accommodation and food services6% Retail trade6% Administrative and support and waste management and remediation services 5% Construction5%

29. Demographics: Organization Industry (continued) Job Analysis Activities ©SHRM 201429 Note: n = 392. Percentages do not equal 100% due to multiple response options. Percentage Utilities5% Information4% Wholesale trade4% Arts, entertainment, and recreation3% Real estate and rental and leasing3% Religious, grant-making, civic, professional and similar organizations 3% Agriculture, forestry, fishing and hunting2% Mining, quarrying, and oil and gas extraction2% Repair and maintenance2% Personal and laundry services1% Other2%

30. Demographics: Organization Sector Job Analysis Activities ©SHRM 201430 n = 385

31. Demographics: Organization Staff Size Job Analysis Activities ©SHRM 201431 Note: n = 387. Percentages do not equal 100% due to rounding.

32. n = 394 Demographics: Other Job Analysis Activities ©SHRM 201432 U.S.-based operations only 70% Multinational operations 30% Single-unit organization: An organization in which the location and the organization are one and the same. 26% Multi-unit organization: An organization that has more than one location. 74% Multi-unit headquarters determines HR policies and practices 47% Each work location determines HR policies and practices 4% A combination of both the work location and the multi-unit headquarters determines HR policies and practices 50% Is your organization a single-unit organization or a multi-unit organization? For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or by both? Does your organization have U.S.-based operations (business units) only, or does it operate multinationally? n = 397 Note: n = 305. Percentages do not equal 100% due to rounding. Corporate (companywide) 69% Business unit/division16% Facility/location14% Note: n = 304. Percentages do not equal 100% due to rounding. What is the HR department/function for which you responded throughout this survey?

33. 33 SHRM Survey Findings: Job Analysis Activities Response rate = 16% 459 HR professionals from a randomly selected sample of SHRM’s membership participated in this survey Margin of error +/-5% Survey fielded September 11-October 15, 2014 In collaboration with and commissioned by ACT Survey Methodology Job Analysis Activities ©SHRM 2014

34. Job Analysis Resource Page Performing Job Analysis Toolkit Job Analysis: Desk Audit Review Sample Form Resources for HR Educators: Job Analysis-Based Performance Appraisal Job Analysis Activities ©SHRM 201434 Additional SHRM Resources

35. For more survey/poll findings, visit shrm.org/surveysshrm.org/surveys For more information about SHRM’s Customized Research Services, visit shrm.org/customizedresearchshrm.org/customizedresearch Follow us on Twitter @SHRM_Research@SHRM_Research Job Analysis Activities ©SHRM 201435 About SHRM Research

36. Founded in 1948, the Society for Human Resource Management (SHRM) is the world’s largest HR membership organization devoted to human resource management. Representing more than 275,000 members in over 160 countries, the Society is the leading provider of resources to serve the needs of HR professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org.shrm.org Job Analysis Activities ©SHRM 201436 About SHRM

37. ACT is a mission-driven, nonprofit organization dedicated to helping people achieve education and workplace success. Headquartered in Iowa City, Iowa, ACT is trusted as the nation’s leader in college and career readiness, providing high-quality achievement assessments grounded in more than 50 years of research and experience. ACT offers a uniquely integrated set of solutions that help people succeed from elementary school through career, providing insights that unlock potential. To learn more about ACT, go to www.act.org.www.act.org Job Analysis Activities ©SHRM 201437 About ACT