1. JOB ANALYSIS PLANNING METHOD SELECTION OBTAINING ACCEPTANCE

2. METHOD SELECTION PROBLEM MANY METHODS MANY HR FUNCTIONS NO THEORY TO GUIDE APPLICATION GUIDES SELECTION

3. JOB DESCRIPTION AND SPECIFICATION MATCH WITH WORK-ORIENTED JA JOB CONTEXT TRAIT REQUIREMENTS USE OBSERVATION INTERVIEWS TASK INVENTORY

4. JOB CLASSIFICATION FOUR APPROACHES JOB ORIENTED SYSTEMS PRODUCTS PRODUCED WORKER ORIENTED BEHAVIOURS ATTRIBUTE REQUIREMENTS KSAs, PERSONALITY, PHYSICAL JOB TITLE/TYPE OF WORK MANAGERIAL CORRESPONDENCE OF JC AND JA TYPE

5. JOB EVALUATION RANKING JOB DESCRIPTIONS POSITION CLASSIFICATION WORK PERF/ RESPONSIBILITY JOB WORTH

6. JOB DESIGN JOB FACTORING BLENDING EXISTING JOBS REQUIRES TASK BASED OBSERVATION, INTERVIEWS, ELEMENTAL (TIME & MOTION) MANAGERIAL QUESTIONNAIRES, INTERVIEWS, DIARIES

7. PERFORMANCE APPRAISAL PROMOTIONS, RAISES, TERMINATION BASE ON BEHAVIORS RELATIVE IMPORTANCE USE TASK INVENTORIES OBSERVATION INTERVIEWS WRITTEN DOCUMENTATION/MANUALS CUSTOMERS TECHNICAL AND TRAINING EXPERTS CLUSTER INTO JOB FAMILIES USE SIMILAR INSTRUMENT

8. PERSONAL REQUIREMENTS/SPECIFICATION CONTENT VALIDATION TASK INFORMATION REQUIRED MULTIPLE DATA SOURCES USE EXPERT ANALYST TO GATHER DATA LARGE SAMPLE OF RESPONDENTS TASKS, DUTIES RATE RELATIVE IMPORTANCE TIE KSAS TO TASKS AND DUTIES STANDARDIZE JA PROCEDURES ASSESS REQUIREMENT TRAINABILITY/DIFFICULTY

9. TRAINING IDENTIFY TASKS JOB CONTEXT TOOLS, EQUIPMENT CRITICAL INCIDENTS USEFUL

10. WORKFORCE PLANNING SKILLS BASED INVENTORY EMPLOYEES AND COMPETENCIES USE SUPERVISORS, INCUMBENTS, OTHER EXPERTS, INTERVIEW, STANDARDIZED QUESTIONNAIRE

11. CONCLUSIONS TASK SEEM MORE APPLICABLE MEASURE TASK IMPORTANCE USE VARIETY OF METHODS TRAINED ANALYST HELPS INCLUDE BOTH TASK AND WORKER-ORIENTED

12. OBTAINING AND MAINTAINING ACCEPTANCE INITIAL ACCEPTANCE ESTABLISH AND MAINTAIN MOMENTUM FIRST CONTACT JA TOOLS TO FACILITATE ACCEPTANCE COOPERATION COMMUNICATING JA RESULTS APPLYING JA INFO FINAL ACCEPTANCE

13. INITIAL ACCEPTANCE ESTABLISH OBJECTIVES BE SPECIFIC, REALISTIC, POSITIVE DOCUMENT CORRECTABLE INADEQUACIES SELECT PROJECT STAFF CREDIBLE PROFESSIONAL GOOD INTERPERSONAL SKILLS TRAIN INFORM STAFF

14. ESTABLISH AND MAINTAIN MOMENTUM CHECK ORG READINESS BAD TIMES START/END QUARTER REORGANIZATION APPEAL TO BUSINESS LOGIC RATIONALE GOOD SENSE TO HIRE BEST DEFINE ROLES/OBJECTIVES OF ADVISORY BOUNCE IDEAS MEMOS AND DATA APPROPRIATE

15. FIRST CONTACT TELL WHO AND WHY INTRODUCE SELF AND ROLE EXPLAIN REASON NEEDED INFORMATION THEY ARE BEST PERSON OPEN HONEST CLIMATE FOCUS IS ON JOBS NOT PEOPLE SET REALISTIC EXPECTATIONS FOR FEEDBACK WHEN DATA AVAILABLE/FORMAT LIST OF TASKS, KSAS ETC. ANSWER QUESTIONS

16. DEVELOPING JA TOOLS TO FACILITATE ACCEPTANCE CONSIDER TRADEOFFS OBTAIN FEEDBACK MAKE PROFESSIONAL TOOLS PROOF EVERYTHING RELIABLE AND EFFICIENT FORMAT SME REVIEW

17. PARTICIPANT COOPERATION IN QUESTIONNAIRE ADMINISTRATION OBTAIN APPROVAL INFORM MANAGERS COVER LETTER PREPARE MAILINGS ESTABLISH HOTLINE KEEP RECORDS RETURN RATE INFO REMINDERS THANK-YOU NOTES

18. COMMUNICATING JA RESULTS PROCESS DATA IN TIMELY FASHION WRITE FOR NON-TECHNICAL AUDIENCE CONSIDER PACKAGING LIKE NEWSPAPER BROAD TO DETAIL

19. APPLYING JA INFO PRESENT USEABLE/UNDERSTANDABLE RESULTS INVITE FEEDBACK ADDRESS CONCERNS WHILE MAINTAINING INTEGRITY PROVIDE INFO TO ORG DECISION-MAKERS STONEWALLING WHAT ABOUT…? HAVE YOU CONSIDERED…? FOLLOW-UP ON ALL QUESTIONS THANK PERSON

20. FINAL ACCEPTANCE DETERMINE RESPONSIBILITY PROVIDE DOCUMENTATION TRAIN RELY ON WRITTEN OBJECTIVES DEVELOP IMPLEMENTATION PLAN SHOW COST-EFFECTIVENESS RETAIN KEY PEOPLE FOR SUPPORT FUTURE PROJECTS