Products and Services - Law Enforcement - Job Analysis
The main reasons to do a job analysis are:
1. The job analysis is based largely on the perspectives of incumbents. Therefore, when retirements and growth have added many new incumbents, it is important to incorporate their perspectives to include new ideas and approaches.
2. The job analysis also includes the perspectives of leadership. Priorities and issues may change significantly in 5 years, so these need to be included as well.
3. The job analysis is the basis for job descriptions, promotional policies and procedures, and the testing and selection methods used in the department. Changes, such as new technology, new priorities for the department or community, a new generation of firefighters, and other changes, will influence the skills and abilities that supervisors and leaders in the department must possess, as well as job duties.
4. New technology and methods in the testing and selection field (I/O psychology) may offer different approaches to testing and promotion that will improve the quality of your process, if the job analysis supports using these. Some examples would include computerized testing processes, situational judgment written tests, and other types of testing that may be new to the department.
5. While the job analysis does not affect the compensation plan for the department directly, it may be useful for Human Resources and Management to have current job analysis information to develop and justify the pay scale for different positions.
It is professionally recommended that job analyses be re-done approximately every 5 years. It may be necessary to re-do the job analysis in a shorter period of time in certain circumstances, or the job analysis may be used for a longer time if few changes have occurred in the job, organization, or profession.
2. The job analysis also includes the perspectives of leadership. Priorities and issues may change significantly in 5 years, so these need to be included as well.
3. The job analysis is the basis for job descriptions, promotional policies and procedures, and the testing and selection methods used in the department. Changes, such as new technology, new priorities for the department or community, a new generation of firefighters, and other changes, will influence the skills and abilities that supervisors and leaders in the department must possess, as well as job duties.
4. New technology and methods in the testing and selection field (I/O psychology) may offer different approaches to testing and promotion that will improve the quality of your process, if the job analysis supports using these. Some examples would include computerized testing processes, situational judgment written tests, and other types of testing that may be new to the department.
5. While the job analysis does not affect the compensation plan for the department directly, it may be useful for Human Resources and Management to have current job analysis information to develop and justify the pay scale for different positions.
It is professionally recommended that job analyses be re-done approximately every 5 years. It may be necessary to re-do the job analysis in a shorter period of time in certain circumstances, or the job analysis may be used for a longer time if few changes have occurred in the job, organization, or profession.
CWH job analysis involves the following steps:
1. Review existing documentation and previous research about the position.
2. Review of Job Analysis Questionnaire (JAQ) by Subject Matter Experts (SMEs).
3. Develop the final version of Job Analysis Questionnaire.
4. Distribute JAQs to personnel and collect responses.
5. Analyze data obtained from JAQs.
6. Develop final list of critical job duties and Knowledge Skills Abilities Personal Characteristics (KSAP’S).
2. Review of Job Analysis Questionnaire (JAQ) by Subject Matter Experts (SMEs).
3. Develop the final version of Job Analysis Questionnaire.
4. Distribute JAQs to personnel and collect responses.
5. Analyze data obtained from JAQs.
6. Develop final list of critical job duties and Knowledge Skills Abilities Personal Characteristics (KSAP’S).
