Skills

Design a Job Analysis and Job Description

6 weeks · 0 milestones

Conduct a competency-based job analysis for a real role at a real organisation — interviewing at least one person who performs or manages the role — and produce a complete job description including required competencies, experience levels, success criteria, and structured interview questions. The job description must be for a real open or existing role, not a fabricated one. Proof requires review by someone at the organisation or an HR practitioner who confirms the job description accurately reflects the real role's requirements.

Part of: Business & Management · Proves for: UG

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?'

You'll sign in first, then come straight back here.

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.

You'll sign in first, then come straight back here.

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.

Part of

Human Resources Management →

Related outcomes

Milestone map

3 milestones

Conduct a Job Analysis Using Structured Methods

2–3 weeks

Proof required

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?'

You'll sign in first, then come straight back here.

Produce a Competency Framework and Job Description

2–3 weeks

Proof required

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.

You'll sign in first, then come straight back here.

Present the Job Analysis and Description to an HR Professional

1 week

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.