12.

06 2014 redus din memo

Considering the mentioned changes and the decision of adjusting the CA&GS team by creating a new
position of CA&GS Officer which will combine the actual 2 different roles, HR assisted the department
manager with some important details on the JA.

Job Analysis is the systematic study of positions to identify their observable duties and
responsibilities, as well as the knowledge, skills and abilities required to perform a particular task or
group of tasks ( Kovac,2006, p.1).












Regulatory Affairs in Romania is responsible to monitor and manage the regular contacts with the local
regulators, the National Bank of Romania (NBR) as well as other bodies.

further it assumes the role of a general Secretariat and is responsible for the maintenance of local
Powers of Attorney (PoA) and administers documentation related to participations.

We propose to conduct a Job Analysis used to identify the important tasks of a job and the essential
competencies an individual should possess to satisfactorily perform the job (State of Colorado, 2002,
http://www.colorado.gov/dpa/dhr/select/docs/jobanal.pdf).


Changed environment for Corporate & Regulatory Affairs

Unicorn: with the change from a subsidiary of RBS NV to a branch of the RBS plc the regulatory
oversight changed from the National Bank of Romania to the PRA (UK regulator) reducing the local
reporting importantly. This also reduces the local reviews the National Bank of Romania are expected
to accomplish on RBS Romania, concentrated now only on Compliance, Liquidity overview and
Labour law.
The transfer to a branch does not require any Local Managing Board anymore and with this reducing
the secretariat work significantly.
Further the number of PoAs was reduced importantly from around 50 to now 28.
Retail: with project Holmes, the sale of the retail business, assets reduced by approx EUR 400 mln
and staff by 115 FTE. The sale of the Non Performing retail assets, Mundabit, further reduced the
staff of retail by 38 FTE and the asset base.
This will reduce in future importantly the regulatory contacts and work of Corporate and Regulatory
Affairs.
Global restructuring of Compliance and Regulatory Affairs is currently being accomplished, this is
aimed to rearrange duties and functional reporting. The duties assigned to the Regulatory stream are
accomplished in general terms by the Corporate and Regulatory Affairs team, but is noted that the
secretariat work is not included under responsibilities of Regulatory Affairs on a global level. On the
other hand the Dodd Frank attestation is included as one of the tasks of a Regulatory Affairs, while this
duty was accomplished by another team in Romania.




Proposed changes for Regulatory Affairs:

The Corporate and Regulatory Affairs team was set up with 6 FTEs to accommodate the reporting
requirements of a Subsidiary and a much larger organization as RBS Romanian branch is now.
Considering the mentioned changes it is recommended to adjust the Regulatory Affairs team in 2
waves as follows:
Wave 1 in 2013: reduction from FTE 6 to 2 FTEs with effective date . The reduction affects
all the Corporate Affairs officer positions, which in consideration of all the above mentioned are not
needed anymore. For the FTEs on medical and maternity leave the termination of their employment
contracts will be implemented whenever legal circumstances allow for it.
Wave 2 in H12014: reduction from 2 FTE to 1 FTE when the remaining tails / to dos from Unicorn
and the Retail sale are analysed in view of potential further restructuring. Expectation is that the FTE
can be reduced in 1H2014.

Approval is requested to restructure Regulatory and Company Affairs as outlined above,


Birgit Baehr Delia Murafa
Chief Risk Officer Head of Human Resources






INTERNAL MEMORANDUM

TO: Executive Management
The Royal Bank of Scotland Group, Edinburgh, Romania branch

DATE: 10 February 2014

SUBJECT: Proposal to close RBS Brasov and Cluj-Napoca agencies



Preamble:

Based on the reorganisation strategy adopted and successfully initiated in 2012, RBS Romania, as
part of the RBS Group Non-core businesses, has continuously focused on adapting the local business
to match the structures of the Core Bank. From a branch/agency perspective, the Core organisational
structures show reduced country footprints, usually not more than 1 branch presence besides the
headquarters.

Previous experience RBS Romania had with closing its branches revealed that the Core profile clients
of our Bank have limited needs for local physical presence of a branch. Most of the clients
communication with the Bank is performed electronically.

As a continuation of the process started during 2012, the Bank is currently exploring further
opportunities for business efficiency and redesign.


1. Business rationale

Brasov

The agency manages 23 client relationships. Being located in the center of the country, following the
previous branch footprint reduction of RBS Bank, Brasov took over clients managed mostly by Sibiu
Branch.

Part of the revenues generated during 2013 will not continue to be generated during 2014 since the
associated relationships were exited during 2013 or are in course of being exited (Albalact, Compa,
Covalact, GSK). The envisaged focus during 2014 will be on MIB (Markets & International Banking)
profile clients; internal assessments revealed that there are only 8 clients that would meet this RBS
Core business profile in Brasov: Romgaz, Delaco, Cargill Nutritie, Purolite, Hutchinson, Apa Brasov,
Total. Two of them, Delaco and Apa Brasov, are very sensitive to local presence and RBS will have
meetings with the clients to propose adressing their customised needs from Bucharest. The remaining
ones are global relationships that are expected to accept remote coverage.

Cluj

The agency manages 24 client relationships. Following the previous branch footprint reduction of RBS
Bank, Cluj took over clients from Oradea, Timisoara and Tg Mures Branches.

According to the 2014 trend mentioned above in Brasov section, the number of MIB profile clients in
the remaining portfolio is limited to 6 names: Muresan Connection, Plexus, Rombat, Ameropa and
Sykes Enterprise Inc and Eximtur. Here we do not foresee significant issues to keep clients like
Plexus, Electrogrup and Rombat, as these are easily manageable from Bucharest, only Eximtur being
a strong local relationship which will need to be adressed with specific attention.

The reporting excludes the GRG (credit restructuring) clients in the two agencies that are managed by
Bucharest office.

Closing these two agencies will not have a negative impact on overall revenues, as it is highly
expected that the Bank will manage to keep the majority of the revenue stream for target profile
clients, whilst reducing the cost base.

Product considerations:
TSO (Transactional Services): The most important (from a capability perspective) transactional
business in which Cluj and Brasov operations are involved is related to cheques and promissory notes
scanning. In order for this task to be replaced, the Bank is considering outsourcing cheques and
promissory notes scanning needs to its external provider, G4S. Presently the contract is agreed with
G4S and the local Operations Department needs to finalize the LRA (Local Risk Assessment)
approval process.

Treasury considerations:
No impact. Products/services will continue to be provided by Bucharest/Arad, as always.


2. Financial & operational information:
- see annex 1 financial information

Brasov:

Currently there are an average of 15 corporate customers cash transactions/day (average
calculated for November and December 2013)
Revenues will be migrated to Bucharest
Transfond location will be moved to Bucharest (overall timeframe for transfer is ~2-3 months)

Cluj:

Currently there are an average of 25 corporate customers cash transactions/day (average
calculated for November and December 2013)
Revenues will be migrated to Bucharest or Arad


3. Employees:

Brasov total headcount: 10, all RBS active contracts
Cluj total headcount: 9, all RBS contracts, out of which 7 active, 1 maternity and 1 child care leave
(State paid)

Given the overall headcount of 19 employees, we are below the threshold for collective dismissals and
therefore the consultation procedure is not applicable. Moreover, within these 19 employees, there are
4 employees who were previously included in collective dismissal consultations but were not released
yet due to maternity protection period.
All employees will be offered the Mutual Agreement package previously used in the Banks collective
dismissal cases; any employee refusing the Mutual Agreement offer will receive an individual
dismissal letter within the labour legislation provisions.


4. Key Dates:

31
st
Jan 2014: Management Approval
31
st
Jan 2014: Communication to employees
31
st
Jan 2014: Communication to clients (notification letters)
31
st
Jan 2014: Landlord written notification: for Brasov, the notification period is of 30 days with
penalty payment of 3 monthly rent amounts; for Cluj, the notification period is of 90 days (or earlier if
agreed by both parties) with penalty payment of 3 monthly rent amounts;
By 21
st
March 2014: Trade Registry advice of closure
Agencies closure date: 31
st
March 2014


Approvals:

Henk Paardekooper, Country Executive

Sridhar Cadambi, Chief Operating Officer

Birgit Baehr, Chief Risk Officer

Stefan Soos, Chief Financial Officer

Supported by:

Adina Enescu, Head of Corporate Clients

Delia Murafa, Country Head of Human Resources


Identify a new role in your organisation (or one with which you are familiar), and undertake a job
analysis. The role can alternatively be an existing one that has undergone significant change since it
was first introduced. The analysis is to establish the key components required for the job, in order
that Head of Department can write a job description (note you are not asked to write the job
description itself).
The following activities should be undertaken:
write a short memo to the Head of Department to briefly explain:
why job analysis is important;
the principles and purpose of job analysis;
how one should consider issues such as equality, confidentiality and the wider organisational culture;
the relative advantages and disadvantages of at least three different job analysis methods;

attach to the memo a plan (timeframes, steps, individuals involved, etc), showing how you will carry
out the job analysis using at least two of the methods outlined above. In your plan indicate how you
have considered issues such as equality, confidentiality and the wider organisational culture of how ;
carry out your plan (job analysis) using the methods you chose (this may include actually having
meetings with line managers and job holders, for example). Keep informal notes of your findings, and
then use them to decide the key aspects of the job that will be needed to meet organisational
requirements; write a follow-up memo to the Head of Department that lists your job analysis
activities and the key findings, making realistic recommendations of what should be included in the
job description that the Head of Department is writing.


Importance of Job Analysis & Job Descriptions
Every organization has jobs that need to be staffed. Job analysis is a procedure through which you
determine the duties of these positions and the characteristics of the people to hire for them. A job
analysis will lead to information that will be used to write job descriptions and job specifications. A
job description is a list of what the job involves. Furthermore, job descriptions clarify work functions,
give support to maintaining a consistent salary structure, and help employees understand their jobs.
Function
Job analysis and job descriptions have many important functions. The job description is a product of
a job analysis. They work interdependent of one another. Job analysis and descriptions are vital
because it helps to support several human resource management activities such as recruitment and
selection processes, compensation, training, and performance appraisals.
Importance
A job analysis and job descriptions are important to any organization because they help place the
right people in the right job. A job analysis and description should describe important work
behaviors, their relative importance, and level of difficulty. According to Gary Dessler 2008, "the U.S.
Federal Agencies Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial
step in validating all major human resource activities".
Importance
In addition, a job analysis and description is important because it helps to answer important
questions such as; What are the specific job duties?, What methods or processes will be used to
perform the job?, What type of working conditions will you be working in?, and What tools,
equipments, and materials will be needed to perform the job?. The job analysis helps answer these
important questions and set the foundation for Human Resource managers. They also ensure that
you will not be breaking any labor laws and are adhering to the U.S. Federal Guidelines.
EEO Compliance
The job analysis and description play a major role in Equal Employment Opportunity compliance. For
instance, in order to comply with the American with Disabilities Act, the employer must know each
job essential functions. In order to know each job's functions, you must first do a job analysis.
Furthermore, the United States Federal Agencies Uniform Guidelines states that a thorough job
analysis is needed for supporting a selection procedure.
Benefits
The job analysis and description will help simplify human resource activities. The information from a
job analysis can determine a job's relative worth and assist with what type of training is required.
Managers also use job analysis to administer performance evaluations, as the job analysis and job
description reflects what the job duties and performance standards are. Job analysis and descriptions
have many uses, which are all important to ensuring human resource activities run properly.


Clifford, James P., "Job Analysis: Why Do It, and How Should It Be Done?" Public
PersonnelManagement, Vol. 23 No. 2 (Summer, 1994).
Ghorpade, Jai and Thomas J. Atchison. "The Concept of Job Analysis: A Review and
SomeSuggestions." Public Personnel Management Journal.
McCormick, Ernest J. Job Analysis: Methods and Applications, AMACOM, 1979.
http://www1.umn.edu/ohr/pay/classification/jobanalysis/
http://w3.unisa.edu.au/hrm/employment/remuneration/job_analysis.asp
Method Information
source
Advantages Disadvantages
Format
Interview - Individual
employees
- Groups of
employees
- Supervisors
withknowledge of
the job


Quick, direct
way to
findoverlooked
information
unclear
information
- Structured
(Checklist)
-
Unstructured

Questionnaires Have employees
fill
outquestionnaires
to describe their
job-relatedduties
andresponsibilities
Q uick and
efficient wayto
gather
informationfrom
large numbers
of employees
Expense and
timeconsumed
in preparingand
testing
thequestionnaire
- Structured
checklists
- Opened-
ended
questions

Observation Observing and
noting thephysical
activities of
employees as
they goabout their
jobs
- Provides first-
handinformation
- Reduces
distortion of
information
- Time
consuming
- Difficulty in
capturingentire
job cycle
- Of little use if
jobinvolves a
high level of
mental activity

Participant

Diary/Logs
Workers keep
achronological
diary/ logof what
they do and
thetime spent in
eachactivity
- Produces a
morecomplete
picture of the
job
- Employee
participation
- Distortion of
information
- Depends
uponemployees
to accurately
recall their
activities


Data Collection (Questionnaire, Org Charts, Existing Job Descriptions)
Collection of job information (duties, qualifications, experience requirements, etc) known as job
analysis


Design & Classification (Consistency Checking) Using the job data collected, make decisions
regarding most appropriate design of the work and determine the appropriate employee group,
titling/re-titling

Job Documentation & Evaluation Create a job summary outlining essential duties, qualifications, etc.
Using key indicators from the collection of job data, assess relative value of jobs in the organization
(via a point factor method), populate job model/hierarchy

Data Collection
Position Interview Questionnaire (PIQ), a necessary first step to understand what is done in the job.
Online survey tool.
Provides demographic information about the job holder (e.g. title, work location, Manager/supervisor
information).
Essential duties currently being performed.
Helps to communicate the importance of the project, each employee and manager receives an
information packet prior to the interview.
We review and analyze.
Essential function of the job, main job responsibilities, expertise, autonomy, thinking skills,
communication and interpersonal skills, responsibility for resources, responsibility for staff,
responsibility for relationships with others, working conditions and physical demands.
PIQ is completed by the employee and reviewed by the supervisor.





http://www.scribd.com/doc/38476643/Job-Analysis

http://www.scribd.com/doc/38476643/Job-Analysis

According to W. F. Cascio & Aguinis, H One of the main purposes of conducting job analysis is to
prepare job description and job specification which in turn helps to hire the right quality of workforce
into the organization. The general purpose of job analysis is to document the requirements of a job
and the work performed. Job and task analysis is performed as a basis for later improvements,
including: definition of a job domain; describing a job; developing performance appraisals, selection
systems, promotion criteria, training needs assessment, and compensation plans.
http://www.studymode.com/essays/Job-Analysis-And-Job-Design-599762.html
Introduction
In human resources, job analysis plays an important role of it. It provides information
regarding positions in the organisation. It is an important topic as well as a vital employment
tool which can assist with HR activities and potential and current employees, Job analysis is
the systematic study of positions to identify their observable duties and responsibilities, as
well as the knowledge, skills and abilities required to perform a particular task or group of
tasks ( Kovac,2006, p.1).

Methods of conducting job analysis
There are many different methods/ways to conduct a job analysis. It is dependent on
organizational needs and what resources are available. Questionnaires, observations and
interviews are very common methods. Although individual methods are used exclusively,
several can be used in combination. In fact, it is recommended that utilizing more than one
method is more sensible (How, 1998), (Dessler, 2005).

Reasons for job analysis
Job analysis can be used in determining training needs by identifying training content, the
assessment tests which need to be used to measure the effectiveness of training, the
equipment to be used in the training process, and the methods of training. Job Analysis can
also be used in compensation to identify the skill levels, the compensable job factors, the
work environment, the responsibilities, and the required level of education and salary level. In
selection procedures, job analysis can be used to identify job duties that need to be included
in ads of vacant position, the appropriate salary levels for a position, the minimum
requirements, the interview questions, the selection tests, the evaluation forms, etc. For
performance reviews, job analysis can be used to figure out goals and objectives,
performance standards, the evaluation criteria, the length probationary...


http://webfidel.free.fr/maich/ch06.htm
Job analysis is the process of gathering, examining and interpreting data about the jobs tasks
and responsibilities. It generally includes tracking an employees duties and the duration of each
task, observing the employee performing his or her job, interviewing the employee, managers and
others who interact with the employee, and comparing the job to other jobs in the same
department and job grade or job family. An important concept in job analysis is that it is an
evaluation of the job, not the person doing the job. The final product from a job analysis includes
a thorough understanding of the essential functions of the job, a list of all duties and
responsibilities, a percentage of time spent for each group of tasks, the jobs relative importance
in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the
job, and the conditions under which the work is completed. - See more at:
http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx#sthash.3j2OqACR.dpuf


Process of job analysis
How to perform / conduct a job analysis ? You should do 8 steps as follows for conducting / writing a
job analysis.
Step 1: Identify purpose of job analysis
You should identify purpose of job analysis because that will determine what job analysis method,
what data will be collected.
Step 2: Selecting the analysts
You can choose analyst from professional human resource, line mangers, incumbents or consultants.
Step 3: Selecting the appropriate method
Select representative positions to analyze because there may be too many similar jobs toanalyze,
and it may not be necessary to analyze them all.
Review background information such as organization charts, process charts, and jobdescriptions
of positions selected .
Then identify methods of job analysis. There are many methods in job analysis, youshould pay
attention to advantages and disadvantages of each method in order to choosesuitable one.
Identify sample size of position.
Step 4: Train the analysts
If you intend to use internal analysts you have to teach them how to use the selectedmethods.
Step 5: Preparation of job analysis


Communicate the project in the organization.
Preparing the documentation, for example: interview questions, questionnaires.
Step 6: Collecting data
Collecting data on job activities, employee behaviors, working conditions, and humantraits and
abilities needed to perform the job
Using one or more of the job analysis methods to collect data.
Step 7: Review and verify
Consolidate the results.You must review all data collected. This will help you to confirm that the
information isfactually correct and complete.How can review information? Review data with
incumbents by interview. Review data with his or her immediate supervisor. Review data by
technical conference (is a job analysis method).
Step 8: Develop a job description and job specification
Implement the results into the company procedures according to the goal-setting.Develop a job
description and job specification from the job analysis information. A jobdescription is a written
statement that describes the activities and responsibilities of the job, working conditions and safety
and hazardsA job specification summarizes the personal qualities, traits, skills, and background
required for getting the job done.
Information sources of job analysis
Sources of job information to conduct a job analysis are:
1. External sources of job analysis
Job analysis information from competitor such as job description and specification Dictionary of
Occupational Titles

http://www.pureprofessional.com/purpose-job-analysis

Kovac, (2006) claims that Job analysis is the systematic study of positions to identify their observable duties and
responsibilities, as well as the knowledge, skills and abilities required to perform a particular task of group of tasks. (The
Purpose Job Analysis, 2006) According to the information of job analysis, organizations can select the right person to
perform the job. There are some methods of job analysis as below.



JOB ANALYSIS
Jobs Are:
Basic Units of Organisation Structure
Every organisation has a purpose, a reason for its existence. The purpose
may be complex, or carried about as a general idea rather than set down
and defined, but nonetheless it is there. To achieve its purpose the
organisation adopts a strategy, a plan of campaign. Its strategy shapes
the structure of the organisation, both as it is now and as it will evolve and,
in turn, the structure of the organisation shapes the jobs which will have to be done.
This simple model summarised overleaf illustrates the central point: that
jobs exist because in some way they help the organisation to achieve its
purpose. There are organisational objectives which people are able to
achieve by carrying out their main duties and responsibilities. Jobs are the
basic units of organisation structure - the building blocks of organisations.
Ultimately all jobs should combine to achieve the purpose of the total
organisation. It follows that jobs are the link between the individual as
employee and the organisation as employer. They provide the bridge
between people and the work to be done.
Belong to the Organisation
It further follows that a job exists to be done independently of the person
undertaking it at any point in time. People can and do shape the way in
which jobs evolve over time, but jobs are ultimately distinct from their
holders. Style, approach, performance are characteristics of people.
Purpose and accountabilities in the organisation are characteristics of jobs.
They will, if a job is real, remain to be fulfilled when any individual job holder moves on.
Results-Oriented
In this model jobs are created to contribute to the achievement of
organisational objectives - they exist to achieve some sort of desired end results.
People tend to see jobs from the inside: they speak of tasks, activities,
duties and of the difficulty of doing jobs. But because a "job" is an
organisational concept, having no meaning outside the context of an
organisation of some kind, this view is only half the picture. The other half
is to do with the importance of jobs as seen from the outside in terms of
Document1
how they contribute to the organisation. Tasks and activities - the "how"
of a job - need to be considered because they are the means by which the
job holder achieves what has to be done. But it is the "why", the end
result, which ties activity together and makes it meaningful to the
organisation. This distinction between tasks and end results is, for
smaller jobs, fairly unimportant. However, for large jobs, where individuals
are given the freedom to decide "how" the job will be done, such a
distinction is central to job understanding.
Dynamic
As organisation strategy and structure change, then jobs will also change.
Many organisations are moving towards less hierarchical, flatter structures
and more project or process-based work meaning that "jobs" have become
more fluid and rapidly changing. This does not invalidate the need to
describe jobs, on the contrary there is often even more of a need for
clarity of accountability if the organisation is to avoid duplication and wasted resources.
What is Job Analysis?
Job Analysis is the process of understanding a job and presenting this
information in a format which will enable others to understand the job. Job
Analysis normally comprises the following stages:
Gathering of information about the content and context of jobs and the
relationships between them. This information may be obtained by
interviewing a manager or job holder, from existing job descriptions,
from statistical or financial data, organisation charts, etc.
Analysing and organising the job information. The skill of job analysis
is about really understanding the job in order to break it down into its key components.
Presentation of the information in a concise and systematic manner.
This is normally in the form of an individual job description, generic
role profile or job family descriptor. There are, however, other ways of
presenting job information such as annotated organisation charts, generic job matrices, and so forth.
Document1
Principles of Job Analysis
The Job Analyst must adhere to four main principles:
Analysis not lists
The Job Analyst separates jobs into their important constituent parts,
examines them, and reassembles them in a way which facilitates
understanding. Without analysis, the job description or role profile is
likely to become a wearying check-list of small and unrelated tasks.
Jobs not people
Analysis is not concerned with performance, style, character, career
history or anything else about the job holder. It is concerned with the
job, and the present job holder is only involved because he/she usually knows most about it.
Facts not judgements
It is not the role of the Analyst to make judgements about jobs rather the
task is to communicate factual information as clearly as possible. The
distinction is analogous to that between the news itself and the editorial
comment in a paper. It is for the eventual users of the job description or
role profile to form whatever kind of judgements are necessary for their
purpose, on the evidence the Analyst has presented.
The job as it is now
The Analyst's role is to capture jobs as they are at a particular point in
time. The job description or role profile should not be clouded by
references to historic roles or future aspirations, although information on
such aspects may well be gathered during the course of discussions about a job, or group of jobs.
Document1
Accountability
In order to understand and describe jobs it is critical to have a clear
understanding and presentation of what a job is accountable for delivering.
Within the job description we present this information as Main Duties and Responsibilities.
These are statements of the continuing end results required of a job. They
answer the question "What are the main areas in which this job must get
results in order to achieve its purpose?"
Characteristics of Principle Accountabilities
taken together they represent all the key outputs of the job
they focus on results, not duties or activities. They tell the "what", not the "how"
they are timeless, standing permanently unless the job itself is changed in a fundamental way
each one is distinct from the rest, and describes an explicit area in
which results must be achieved by the job holder's action
they suggest measures or tests which could determine whether they are being met
they relate specifically to the job in question and not to the
superior's job, or to the organisation as a whole.
Areas of Contribution
In order to generate Principal Accountabilities, it is initially useful to
"brain-storm" or list all the main areas for which a job is responsible - its
Areas of Contribution. For example, the Areas of Contribution for a Personnel Manager may be:
Departmental Budget
Document1
Industrial Relations
Manpower Planning
Recruitment
Training and Development
Personnel Administration
Management Accountabilities
Some of the areas of contribution for a management position will be
similar, reflecting the common elements of management shown on the
following page. Thus, the example of an accountability statement shown
above concerning the department budget could apply to a large number of management roles.
However, it is not possible to produce a general set of management
accountabilities which apply to all jobs. In the Principal Accountability
statements you are seeking to confirm the unique nature of a particular
job and accountabilities which define a management role must be
supplemented by statements which identify the output/service
deliverables associated with the role.
Authors: HayGroup
For further assistance with Job Analysis please contact:
Liz Joyce, Reward Manager, liz.joyce@ncl.ac.uk ext 3653
Job Description Components
Job Title
The formal position of the successful applicant. Use clear terminology.
Organization Name
The name of your organization.
Job Objective
Describe the general nature, purpose and objective of both the organization and the job.
Capture the broad scope of the position in no more than three or four sentences.
Duties and Responsibilities
Identify functions that are essential to meeting the objectives of the job, and secondary
requirements. These should be differentiated in the job description. As specifically as possible,
list each duty and responsibility of the job. Each statement should begin with an action verb
describing the activity. Examples of action verbs: performs, drives, cooks, coaches, monitors,
plans, delivers, supervises, recommends, analyzes, paints, weeds, answers, trains, verifies,
sells, organizes, files.
Qualifications and Requirements
Identify the minimum qualifications needed to perform the essential elements of the job:
education, languages, experience, credentials (for example, to practice in a profession or to
operate equipment), skills, and knowledge. Draw attention to any critical expertise or skills.
Say whether experience will be viewed as equivalent to formal education requirements. Be
careful not to inflate the qualifications for the job. If only a high school education is
necessary, make this the minimum requirement rather than a university degree.
Lines of Communication
Identify where the position fits within the hierarchy of your organization.
Special Working Conditions
Are there are any unique working conditions that the candidate should know about - for
example, a non-office environment, or working with violent clients. It is also useful to mention
commitments your organization has to pay equity and/or employment equity.
Salary and Benefits
You may want to identify the starting salary or pay range and benefit entitlements that are
associated with the position. Mention whether the salary is fixed or falls within a range. If it is
negotiable, what factors will influence it? For example, is it dependent upon experience? Job
seekers prefer knowing as accurately as possible how much you expect to pay them.
Contact
Provide a contact name for applications and information about how job seekers can get in
touch - telephone and fax numbers, e-mail and mailing address.
Job Analysis plan
Job Audits In-depth job audits/interviews were held with a representative sample of incumbents in
the Staff Services Analyst (General) classification and first-level supervisors. A total of 18 job
audits/interviews were held at Department XYZ Field Offices throughout the state, as well as
Department XYZ Headquarters during March 2003. Factors considered in determining the locations
and participants for the job audits/interviews included:
Geographic location Size of Department XYZ Field Offices Participant experience level(s)
Utilization of Staff Services Analyst (General) incumbents throughout the department
Each job audit/interview lasted approximately two hours. Following a standardized format, project
staff took detailed notes regarding (1) the participants training and experience in the Staff Services
Analyst (General) classification; (2) typical, frequent, and important duties performed by an
incumbent in a Staff Services Analyst (General) job/position; (3) the KSAs required for the successful
completion of job tasks; (4) personal characteristics and competencies necessary for successful job
performance; (5) equipment, materials, and supplies used in the completion of job tasks; (6)
reference materials used in the course of completing job tasks; and, (7) the general differences
between the duties of a Staff Services Analyst (General) and his/her immediate supervisor. Each
participant then reviewed, edited, and supplemented a preliminary list of tasks and KSAs developed
by project staff prior to the job audits/interviews. Where appropriate, samples of Staff Services
Analyst (General) reading materials were collected from participants.
Appendix B contains a list of the job audit/interview participants, including work locations. The job
audit/interview notes and preliminary task and KSA lists are available in the Staff Services Analyst
(General) Job Analysis History File.
Identification of the work behaviors and work products A preliminary list of tasks and KSAs was
compiled from background research and modified based upon information collected from job
audit/interview participants. Furthermore, the entire job analysis questionnaire, including the
modified list of tasks and KSAs, was reviewed, revised, and approved by an SME group as a final
verification of accuracy before being distributed for completion. Appendix C includes a copy of the
final version of the Staff Services Analyst (General) job analysis questionnaire, along with the rating
scales used for the task and KSA statements. Appendix D contains a list of the SMEs involved in the
final review of the job analysis questionnaire on April 15, 2003.