Memo

To:
Date:
Subject:

XYZ Head of Department

April 7th, 2014
Operations division Branch Manager

.
Business context and Rational
Implementation of RBS restructuring strategy determined within our agencies significant staff reduction
and operational redesign. In this respect, we propose to conduct a thorough Job Analysis for the Branch
Manager role to provide relevant information about the job and support you in updating its job
description and job specifications.
Job analysis is important because it is a structured, analytical process for assessing, collecting and
analysing information about the value of a job within the organisation, determine what a job-holder is
expected to do and how the job should be best performed 1.
The purpose of the job analysis is to understand/collect information about the job (identification of the
type and level of work that needs to be performed, the work environment, KSAs, experience,
qualification people need to have to perform and some personality traits for an optimal work outcome)
from relevant sources and through a multi-method approach, and well document these information.
These will support sound human resources practices (recruitment and selection, job evaluation, job
design, compensation and benefits, performance management, learning and development, legal
defensibility, etc.) while promoting task effectiveness, meaningfulness of the job and responsibilities.
In the process it is important to follow some principles: must be performed for the job at the moment and
not for the job performance of the individual; should determine the actual KSAs required to perform the
job successfully and not the KSAs of the job holder; should be based on facts not judgements, should
determine the critical aspects and attributes of the job. These will give the organisation the success to
offer equal opportunities and fair selection to the candidates and diminish complaints of discrimination.
Also, considering these ethical aspects, confidentiality is highly important. It is essential that the data
collected to be used for the chosen purpose only to avoid misuse and legal challenges. In addition,
having a clear understanding of the jobs nature will fundamentally impact the success of all human
resources practice ultimately promoting an organisational culture of fairness and equitability which will
determine the company to be considered an employer of choice.
In the job analysis process it is important to choose the methods wisely. Ex:
Method

Advantages

Disadvantages
Time consuming.

Comprehensive and firsthand

information about observable
activities.

Small sample size.

Observation

Requires skilled observer.

Simple to use.
Verifies data from other sources.

Those observed may act differently from

the norm.

Human Resources Practice, 6th edition by Malcolm Martin & Fiona Whiting, 2013

Memo
Method

Advantages

Disadvantages

Incumbent describes work.

Interview

Can yield data about cognitive and

psychomotor processes difficult to
observe.
Easy to administer
Objective, efficient in gathering a
wealth of information.
Fewer opportunities for interviewer
bias.

Questionnaire

Requires well-design questions to avoid

subjectivity and ensure consistency for
collecting relevant data.
Interviewees may seek to impress by
"talking up" the job

If questions are not carefully designed,

the information gathered may be difficult
to analyze.
Responses may be incomplete.

Relatively less expensive.

Can reach more workers.
Data is structured

Please find attached the proposed Job Analysis Plan.

In conclusion, please approve the job analysis process and plan to be able to support you with valid
and relevant information for updating the current job description and job specification for the Branch
Manager role.

Thank you,
Stefana Spatacean

Memo
To:
Date:
Subject:

XYZ Head of Department

May 14th, 2014
Operations division Branch Manager

Business Rational
To establish the relevant key components for the Branch Manager role (tasks, requirements,
responsibilities, KSAs, qualifications, environment highlights, level of performance etc.) to support the
writing of the updated job description we have considered the latest business changes and carry-out the
job analysis process and activities for this position as approved in the previous job analysis plan
and according to Annex1.
The job analysis process was performed by involving relevant subjects: job holder incumbent, his
manager, human resources business partner, former peer, direct report using the interview,
questionnaire and observation methods.
The major key findings of the job analysis process are related to the change of the job purpose and
the changes of the critical activities. Please see notes in the Annex 1 attached, to have a detailed view
of these.
Critical elements that need to be included in the Job Description 2
Job Title
Business unit, division & department
Pay grade
Reporting line
Number of direct reports/ supervised staff
Key relations
Back-up for & by
Job purpose
Tasks and responsibilities
Level of performance
Competencies
Education & Qualification
Experience
Authority
Work environment specifics

Recommendations
Considering the fact that the current activities of the role involve fewer financial responsibilities and 90%
more customer service responsibilities, we suggest to quickly updating the current job description in
accordance to the attached key findings, above recommendations and the notes attached.
Also, in accordance to the findings and the labour code 3, the job title should be changed in Client
2

Human Resources Practice, 6th edition by Malcolm Martin & Fiona Whiting, 2013

http://www.rubinian.com/

Memo
Services
Director instead of current Branch Manager.

Agree if the current job holder fits for this role, according to the new findings. If yes, agree the new job
description with the job holder and his manager/ If not: selection should be also considered as a next
step.

Thank you,
Stefana Spatacean

Memo

References:

Book references:
Human Resources Practice, 6th edition by Malcolm Martin & Fiona Whiting, 2013
Websites (legislative):
http://www.rubinian.com/

http://www.shl.com/assets/resources/Best-Practice-Job-Analysis.pdf

http://www.cipd.co.uk/cipd-hr-profession/profession-map/professional-areas/organisationdesign.aspx

Attachment:

Job Analysis Plan

Annexe:
Annex 1 Notes of the carrying-out job analysis activities