JOB ANALYSIS

Job analysis (also known as work analysis) is a family of procedures to identify the content of a job in
terms of activities involved and attributes or job requirements needed to perform the activities. Job
analysis provides information of organizations which helps to determine which employees are best fit
for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the
job are, how they are carried out, and the necessary human qualities needed to complete the job
successfully.

Job analysis is crucial for first, helping individuals develop their careers, and also for helping
organizations develop their employees in order to maximize talent. The outcomes of job analysis are key
influences in designing learning, developing performance interventions, and improving processes. The
application of job analysis techniques makes the implicit assumption that information about a job as it
presently exists may be used to develop programs to recruit, select, train, and appraise people for the
job as it will exist in the future.

Here, I have attempted to use the Hay Job Evaluation Method to analyze the job of a ‘Top Level Expert
– Business Development’ at a leading Govt. of India Engineering Consultancy.

In the Hay’s method, four factors are used in job evaluation: Skill, Effort, Responsibility and Working
Conditions, which Hay translates into Knowledge, Problem Solving, Accountability and Working
Conditions. The system works on an integration of all the factors. A job is evaluated by looking at the
knowledge required to do the job (whether practical or intellectual), the kind of thinking required to
solve the problems which the job commonly faces, the responsibilities (accountabilities) assigned, and
the work environment in which the work is performed.
This popular method of job analysis can deliver the following key benefits:-

 Clarity in result areas and accountabilities in the processes of the organization

 Enabling salary and benefit grading or benchmarking due to standardization of job levels
 Improved succession planning or mobility within the organization
 Creation of more useful and focused job descriptions

Factor 1: KNOW-HOW

‘Know How’ is defined as the "sum total of every kind of knowledge and skill, however, acquired,
needed for acceptable job performance."

 Educational - Engineer (Civil/Mechanical/Electronics/Computers), MBA, Project management

certification desirable.
15+years of Experience of undertaking Engineering Consultancy Projects and Project
Management, out of which 5+ in Managerial role
 Behavioral - Good at team management, knowledge of international business, excellent
networking and communication skills, people management, assertive, convincing skills,
confident and outgoing personality, good at change management, flexible attitude, and stable
temperament.
  Technical – IT and GIS Expert, Good knowledge of Project management tools, Good
communication skills.

Factor 2: PROBLEM-SOLVING

‘Problem Solving’ is "the amount and nature of the thinking required in the job in the form of analyzing,
reasoning, evaluating, creating, using judgment, forming hypotheses, drawing inferences, arriving at
conclusions, etc." Problem solving is always expressed as a percentage of know how since it directly
relates to how one uses the knowledge which he or she must have in the job to solve the problems
which are encountered as part of that job.

 Identification of domestic and international Business opportunities, preparing project proposal,

expression of Interest, attending meetings and discussions, presentations for business
promotion etc.
 Negotiation with clients, preparing technical and financial proposals, identification of personnel
required, submission of bids, meetings with client to understand scope of work and frequent
interaction to check if any changes are required, identifying key result areas and deviations,
follow-ups

Factor 3: ACCOUNTABILITY

‘Accountability’ is "the answerability for action and its consequences. The measured effect of the job on
end results in the organization."

 Managerial - Completing Projects within given time and budget constraints, getting a team
together, detailing roles and responsibilities, making detailed project plans using Gantt charts
and following up with all experts on deliverables
 Playing the role of Project Manager to coordinate site work and hold surveys, meetings,
workshops etc. as required.

Factor 4: WORKING CONDITIONS

‘Working Conditions’ assess the environment in which the job is performed.

 Working hours – regular hours (35-40 hours a week), extra hours may be required as per project
requirements, should be accessible on smartphone, e-mail etc. during non-office hours
 Machine, Tools etc. - desktop, laptop, appropriate Software for presentations, office work,
Project management, GIS modelling etc.
 Will normally be managing a team of 10 Engineers/Experts/field staff.
 Will normally be located at Head Office and will manage projects from HOD. The employee
should be willing to travel and visit client locations/site periodically and interact with
Ministries/International organizations/clients as per project requirements.