sample job analysis questionnaire - wripac

8/12/2019 SAMPLE Job Analysis Questionnaire - WRIPAC

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SAMPLE Job Analysis QuestionnaireSAMPLE Job Analysis QuestionnaireSAMPLE Job Analysis QuestionnaireSAMPLE Job Analysis Questionnaire

In completing this analysis, please respond to every section. After you and your supervisor complete the questionnaire,

the answers will be rated and analyzed.

Your responses are used to determine the ranking of your position relative to others in the district and aid in the analysisto see if your position is properly classified. Your responses, therefore, need to be as complete and accurate as

possible. They will not be used to evaluate your job performance nor be seen as limiting the authority of district

management to assign work.

Please answer the following:

Supervisor's C ontact Information:

CURRENT JOB FAMILY: _____________________________

If you disagree, please enter the correct job family:

CURRENT JOB TITLE: _____________________________

If you disagree, please recomme nd an appropriate job title:

CURRENT DEFINITION: __________________________________________

If you disagree, please suggest alternate wording:

CURRENT DISTINGUISHING JOB C HARACTERISTICS: _____________________________

If you disagree, please suggest alternate wording:

1. SAMPLE Job Analysis Questionnaire -Page 1

*Name:

Department:

Location:

Email:

Phone Number:

Length of time in this

position:

How many months out of the

year do you work:

*Supervisor Name:

Supervisor Email:

Supervisor Phone:

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INTERACTION WITH OTHERS ON A FREQUENT BASIS

If any of the interactions are checked, describe the reason and the frequency of the workcontact in the box p rovided.

WRITTEN MATERIALS PRODUCED:Check only those that are produced while

performing job-related tasks.

2. SAMPLE Job Analysis Questionnaire -Page 2

*

*

Students

gfedc

General Public

gfedc

Teachers

gfedc

Adminis trator s

gfedc

Vendors

gfedc

Classified Employees

gfedc

Other (Explain below)

gfedc

Explain your Selections (Be as Detailed as Possible)

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Notes

gfedc

Informal emails

gfedc

Reports

gfedc

Other (Explain below)

gfedc

Explain your Selections (Be as Detailed as Possible)

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SUPERVISION RECEIVED Decision M aking Authority: Check the c losest match.

DIRECT SUPERVISION is defined as budgetary responsibility for the position and

accou ntability to include scheduling, performance app raisals, goal setting, and

disciplinary action.

Based on the definition above, do you directly supervise full-time or part-time staff?

(Students are not included)

If Yes, how many employees do you supervise?:

If Yes, identify staff name, job title and full or part-time status below:

(Exam ple: Jean Doe, Office Assistant I/ PT)

LEAD RESPONSIBILITIES is defined as scheduling s taff, providing daily work

assignments and recomm endations regarding goals or performance evaluations.

Based on the definition above, do you lead full-time or part-time staff?

(Students are not included)

3. SAMPLE Job Analysis Questionnaire - Page 3

*

*

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*

Close Supervision -Work frequently checked by supervisor. Does not make decisions regarding work assignments.

gfedc

General Supervision -Works alone on routine or regular work assignments, checks with the supervisor regarding non -routine assignments

or when in doubt as to correct procedures to be followed. Makes limited decisions on routine assignments. Other decisions require supervisory

approval.

gfedc

Limited Supervision - Requires occasional supervision while working toward a definite objective requiring use of a wide range of

procedures. Plans, arranges, and/or determines the specific procedures or equipment needs required to meet assigned objectives. Analyzes

and solves non-routine problems, guided by work policies, procedures and manuals, refers only unusual decisions to supervisor.

gfedc

Minimal Supervision - Works from broad policies and on general objectives. Routinely analyzes, evaluates and solves problems that arise

in the course of work, and refers specific matters to superior(s) only when interpretation or clarification of departmental or district policies is

necessary.

gfedc

Other (please specify)

gfedc

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YES

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NO

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YES

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NO

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If Yes, how m any employees do you have lead responsibilities over?:

If Yes, identify staff name, job title and full or part-time status below:

(Exam ple: Jean Doe, Office Assistant I/ PT)

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Please review the following statements. These are the duties listed in the current job description. Rate them accordingly.

Relative Time Spent Schedule from "Percentage of Time Table":

~FREQUENTLY: Performs task Daily or Weekly~OCCASIONALLY: Performs task Monthly or Quarterly

~RARELY: Performs task Annually

~NOT PERFORMED: Task is no longer performed

Task 1. __________________________________________________________

.

Task 2. __________________________________________________________

.

Task 3. __________________________________________________________

4. SAMPLE Questionnaire -Task Worksheet

*

Task is NOT PERFORMED at

al l

Task is performed RARELY

in comparison to other job

tasks

Task is performed

OCCASIONALLY in

comparison to other job tasks

Task is performed

FREQUENTLY in


Relative Time Spent nmlkj nmlkj nmlkj nmlkj

*

This task is NOT PERFORMED or

is trivial to satisfactory job

performance

The performance of this task is

IMPORTANT and this task is an

essential task/job function


CRUCIAL to satisfactory job

performance and this task is an


Task Criticality nmlkj nmlkj nmlkj

*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance




The performance of this task isCRUCIAL to satisfactory job




*


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Task is performed RARELYin comparison to other job

tasks

Task is performedOCCASIONALLY in


Task is performedFREQUENTLY in



Specify percentage of time based on selection made. Example: Not Applicable or Monthly -25%. (Refer to Percentage of Time Table):

If the task statement needs to be re-worded, please re-write it here:

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.

Task 4. __________________________________________________________

.

Task 5. __________________________________________________________

.

Task 6. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 7. __________________________________________________________

.

Task 8. __________________________________________________________

.

Task 9. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 10. __________________________________________________________

.

Task 11. __________________________________________________________

.

Task 12. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 13. __________________________________________________________

.

Task 14. __________________________________________________________

.

Task 15. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 16. __________________________________________________________

.

Task 17. __________________________________________________________

.

Task 18. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 19. __________________________________________________________

.

Task 20. __________________________________________________________

.

Task 21. __________________________________________________________

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in




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.

Task 22. __________________________________________________________

.

*



performance









*


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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



*



performance










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Use this portion of the questionnaire to indicate duties currently performed, not listed on the current job description for

this position and rate them accordingly.

Relative Time Spent Schedule from "Percentage of Time Table":~FREQUENTLY: Performs task Daily or Weekly

~OCCASIONALLY: Performs task Monthly or Quarterly

~RARELY: Performs task Annually

~NOT PERFORMED: Task is no longer performed

Task 1. Other Tasks (not currently listed on the job description)

"

.


"

.


5. SAMPLE Questionnaire -Task Worksheet Cont'd

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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in



This task is NOT PERFORMED oris trivial to satisfactory job

performance

The performance of this task isIMPORTANT and this task is an







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"

.


"

"


"

"



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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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"

"


"

"


"

"



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tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









55

66


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance





CRUCIAL to satisfactory jobperformance and this task is an



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"

"

Task 10. O ther Tasks (not currently listed on the job description)

"

"

Task 11. O ther Tasks (not currently listed on the job description)

"

"


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









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al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance









55

66


al l



tasks

Task is performed

OCCASIONALLY in


Task is performed

FREQUENTLY in





performance





CRUCIAL to satisfactory jobperformance and this task is an







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Indicate the qualifications and requirements for successful performance which should be required in filling a future

vacancy in your classification. Describe what you think is necessary, not necessarily your own qualification. Indicate

your reasons for selecting these requirements.

Minimum Formal Education: ________________________________

Spec ialized Training -years and type (If not applicable, please type N /A):

Previous Experience (years and type): ________________________________

Licenses, Certification or Registration (If not applicable, please type N /A):

Valid Drivers License is required.

Training Period (required for a new em ployee possessing the qualifications above):

If not applicable, please type N /A

6. SAMPLE Questionnaire -Education, Training and Experience Requirements

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*

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*

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Rate the knowledge required for the job.

1. Knowledge of ______________________________________________

.

.

2. Knowledge of ______________________________________________

.

.

3. Knowledge of ______________________________________________

7. Knowledge

*Possession of this Knowledge is NOT

REQUIRED for successful job

performance.

Possession of this Knowledge is

REQUIRED AFTER HIRE for successful

job perf orm ance .


REQUIRED WHEN HIRED for successful

job per form ance .

When Required nmlkj nmlkj nmlkj

*


NOT RELATED to overall

satisfactory job performance.


only HELPFUL or DESIRABLE

for overall satisfactory job

performance.


IMPORTANT for overall



ESSENTIAL for overall


Knowledge

Criticality

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*NO. Possession of increasing amounts of this Knowledge

beyond the minimum level required will not result in

better job performance.

YES. Possession of increasing amounts of this Knowledge

beyond the minimum level required is likely to result in


Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


If the Knowledge statement needs to be re-worded, please re-write it here:

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.

.

4. Knowledge of ______________________________________________

.

.

5. Knowledge of ______________________________________________

.

*







performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality



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.

6. Knowledge of ______________________________________________

.

.

7. Knowledge of ______________________________________________

.

.







Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj


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8. Knowledge of ______________________________________________

.

.

9. Knowledge of ______________________________________________

.

.

10. Knowledge of ______________________________________________

.



performance.



job perf orm ance .



job per form ance .


*Possession of this Knowledge is






performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality


*

NO. Possession of increasing amounts of this Knowledgebeyond the minimum level required will not result in


YES. Possession of increasing amounts of this Knowledgebeyond the minimum level required is likely to result in


Relationship to Job

Performance

nmlkj nmlkj



performance.



job perf orm ance .



job per form ance .


*







performance.







Knowledge

Criticality



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.*NO. Possession of increasing amounts of this Knowledge






Relationship to Job

Performance

nmlkj nmlkj


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Use this portion of the questionnaire to indicate knowledge which may be required at the time of hire, are NOT currently

listed on the current job description for this position and rate them accordingly.

1. Other K nowledge N eeded (not c urrently listed on the job description)

"

.

.


"

"

"

8. Knowledge Cont'd

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Possession of this Knowledge is NOT


performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality


NO. Possession of increasing amounts of this Knowledge






Relationship to Job

Performancenmlkj nmlkj

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj


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"

"

"


"

"

"


"

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj

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performance.



job perf orm ance .



job per form ance .



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"

"


"

"

"


"

"

"







performance.







Knowledge

Criticality








Relationship to Job

Performance

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performance.



job perf orm ance .



job per form ance .







for overall satisfactory jobperformance.







Knowledge

Criticality








Relationship to Job

Performance

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performancenmlkj nmlkj


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"

"

"


"

"

"


"

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performance

nmlkj nmlkj

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performance.



job perf orm ance .



job per form ance .








performance.







Knowledge

Criticality








Relationship to Job

Performance

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performance.



job perf orm ance .



job per form ance .



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"

"







performance.







Knowledge

Criticality








Relationship to Job

Performance

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Rate the skills required for the job.

1. Skill to ______________________________________________

.

.

2. Skill to ______________________________________________

.

.

3. Skill to ______________________________________________

9. Skills

*Possession of this Skill is NOT


performance.

Possession of this Skill is REQUIRED

AFTER HIRE for successful job

performance.


WHEN HIRED for successful job

performance.


*

Possession of this Skill is NOT

RELATED to overall satisfactory

job perf orm ance .

Possession of this Skill is only

HELPFUL or DESIRABLE for

overall satisfactory job

performance.

Possession of this Skill is






Skill

Criticality


*NO. Possession of increasing amounts of this Skill beyond

the minimum level required will not result in better job

performance.

YES. Possession of increasing amounts of this Skill beyond

the minimum level required is likely to result in better job

performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

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performance.



performance.



performance.


If the Skill statement needs to be re-worded, please re-write it here:

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.

.

4. Skill to ______________________________________________

.

.

5. Skill to ______________________________________________

.

*



job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality



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.

6. Skill to ______________________________________________

.

.

7. Skill to ______________________________________________

.

.



performance.



performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

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8. Skill to ______________________________________________

.

.

9. Skill to ______________________________________________

.

.

10. Skill to ______________________________________________

.



performance.



performance.



performance.




job perf orm ance .




performance.







Skill

Criticality




performance.



performance.

Relationship to Job

Performance

nmlkj nmlkj



performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality


*

NO. Possession of increasing amounts of this Skill beyondthe minimum level required will not result in better job

performance.

YES. Possession of increasing amounts of this Skill beyondthe minimum level required is likely to result in better job

performance.

Relationship to Job

Performance

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performance.



performance.



performance.


*



job perf orm ance .




performance.







Skill

Criticality



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.*NO. Possession of increasing amounts of this Skill beyond


performance.



performance.

Relationship to Job

Performance

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"

"

"

4. Other Skills Needed (not currently listed on the job description)

"

"

"

5. Other Skills Needed (not currently listed on the job description)

sample job analysis questionnaire - wripac

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