Milestone map
Milestone map
3 milestones
Conduct a Job Analysis Using Structured Methods
2–3 weeks
Job analysis is the systematic process of gathering information about a job's tasks, responsibilities, required competencies, and performance standards. Select a real role (ideally one you know well) and conduct a job analysis using at least two structured methods: task inventories, critical incident technique, job observation, structured interviews with job holders, or O*NET data.
Proof required
Submit: (a) the role chosen and your rationale for selecting it, (b) documentation of the two job analysis methods used (e.g., notes from job holder interviews and O*NET task inventory review), and (c) a consolidated task inventory listing the 10–15 most important tasks for the role with frequency, importance, and difficulty ratings for each task.
What gets checked
- Two distinct methods are used and documented — O*NET data alone without a method addressing the specific role context is insufficient
- Task inventory covers 10–15 tasks with frequency, importance, and difficulty ratings — not just a list of tasks
- Role is real and the submitter has direct access to information about it
Common mistakes
- Using O*NET as the sole source — O*NET provides useful benchmarks but cannot replace analysis of the specific role in the specific organisation context
- Task inventory lists responsibilities without ratings — ratings are what make a task inventory analytically useful
Powstik Guide
A job analysis using two structured methods.
Steps
- Pick one real role.
- Choose two methods, like interview and observation.
- Record tasks, skills and conditions.
- Note where the methods disagree.
Template
Role: Why chosen: Method 1: Method 2: | Task | Frequency | Skill needed | |------|-----------|--------------| Disagreements:
What gets sent back
- Only one method.
- No real job holder involved.
- Tasks copied from an advert.
Resources
Foundationstart here
Depthgo deeper
What a verifier looks for
- Challenge the task importance ratings: 'You rated task X as high importance — but from your interview data, did the job holders confirm this? Were there tasks they identified as critical that weren't in your O*NET-derived list?'
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Produce a Competency Framework and Job Description
2–3 weeks
Using the job analysis data from milestone 1, produce: (a) a competency framework identifying the five to seven core competencies required for the role with behavioural indicators at three performance levels (developing, proficient, expert), and (b) a complete job description following a professional format.
Proof required
Submit: (a) the competency framework with five to seven competencies, each with a definition and three behavioural indicators at three performance levels, and (b) a complete job description covering: role title, department, purpose statement, key responsibilities (from the task inventory), required qualifications, required competencies (cross-referenced to the framework), reporting relationships, and working conditions.
What gets checked
- Behavioural indicators are specific and observable — 'demonstrates leadership' is not a behavioural indicator; 'coaches three or more junior team members through a complete project without direct supervision' is
- Job description key responsibilities are derived from the task inventory — not written from memory
- Qualifications in the job description are justified by the task requirements
Common mistakes
- Competency definitions are abstract rather than behaviourally anchored
- Job description qualifications are not linked to task requirements — asking for an MBA for a task inventory that doesn't include complex analytical work is not justified
Powstik Guide
A levelled competency framework and a full job description.
Steps
- Group your task inventory into five to seven competencies.
- Write each competency as something you can observe.
- Describe what it looks like at three levels.
- Tie every qualification to a task that needs it.
- Cross-reference competencies in the job description.
Template
Competency: Definition (observable): Developing: Proficient: Expert: Job description Title / Department / Reports to: Purpose (one sentence): Key responsibilities (from task inventory): Qualifications (each linked to a task): Competencies required (ref. framework): Working conditions:
What gets sent back
- Abstract competencies like 'good communicator'.
- Qualifications with no link to the tasks.
- Fewer than three levels per competency.
Resources
Foundationstart here
Depthgo deeper
Masteryfor the dedicated
What a verifier looks for
- Review the behavioural indicators for specificity: ask the submitter to read the 'proficient' indicator for one competency — would two HR professionals independently make the same assessment of a job candidate using that indicator? If no, it's too abstract.
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Present the Job Analysis and Description to an HR Professional
1 week
Present the job analysis methodology, competency framework, and job description to an HR professional (HR manager, recruitment specialist, or HRBP) who will challenge at least two of your competency definitions or methodology choices.
Proof required
Submit: (a) Q&A log from the review session (minimum 250 words with at least two challenges and responses), and (b) attendance record with reviewer name and HR credentials.
What gets checked
- Reviewer has HR or talent management expertise
- Q&A log shows challenges to competency definitions or job analysis methodology
- Responses address the analytical basis for design choices
Common mistakes
- Review with a line manager rather than an HR professional — line managers assess the content validity, not the job analysis methodology
- Challenges met with 'this is standard practice' without analytical justification
Powstik Guide
Your job analysis, challenged by an HR professional.
Steps
- Summarise your method: sources, interviews, task ratings.
- Mark the competency you are least sure of.
- Book an HR manager, recruiter or HR business partner.
- Ask them to challenge two definitions or method choices.
- Log the session and revise if needed.
Template
Review session log Date: Duration: Reviewer name: Reviewer role and years of experience: Challenge 1 (a competency definition or method): What they asked: My answer: Did it hold? What would I change? Challenge 2: What they asked: My answer: Did it hold? What would I change? Change I made after the session: Reviewer's overall view (their words):
What gets sent back
- A line manager reviewing instead of an HR professional.
- Answers like 'this is standard practice'.
- Fewer than two challenges logged.
Resources
Foundationstart here
Depthgo deeper
What a verifier looks for
- Challenge the competency framework design: 'You included five competencies — but your task inventory has 12 tasks across three distinct functional areas. Could a single competency framework cover all three areas, or should there be different competency profiles for different specialisations within this role family?'
- Provide written confirmation (minimum 150 words) of your HR credentials and the challenges raised.
You'll sign in first, then come straight back here.
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