Job Analysis Plan - Senior Systems Analyst in Benign Security - Case Study Example

JOB ANALYSIS PLAN COMPANY –BENIGNSECURITY POSITION – Senior SystemsAnalyst TABLE OF CONTENTS Executive Summary This job analysis plan looks at a Senior Systems Analyst. The position he occupies is held by two such individuals occupying the same position but each has his specialty. The company is a medium-sized company of 20 people. The purpose of this plan is to identify, describe and rationalise the kind of methods that will be used to accurately describe the position. Though the position has been analysed in the past, it is often confused with other terms like software analysts, programmers among others. Therefore, the initial should involve carrying out of an unstructured interview to get to find what kind of a position it is especially for a security organization. Information collected using this analysis will be used for recruitment purposes, for job development and promotional activities in intelligence firms. The plan considers the organization’s size, the clients of the organization and the employees. The outcome of this analysis will give a thorough understanding of the job and the specifications of the job which can help even in the recruitment and selection process. As McEntire et al. (2006) notes, the information gained through a job analysis acts as a foundation of many of the functions that human resource departments play in any organization. 1.0. Introduction 1.1 Job Title Senior Systems Analyst 1.2 Type of Organization Benign Security is a private security agency involved in all types of security services to organizations. It is involved in physical as well as intelligence and detective services. The major clients are small companies and organizations. 1.3 Organizational Hierarchy and Location Benign Security is led by a managing director. The organization is divide into three departments; General Security, Internet Security and Intel Security. The second in command is a general manager who is in charge of three departments. Each department is led by a department manager. The Senior Systems Analyst reports directly to the department manager. Each senior systems analyst has a team of three analysts and two programmers. Benign Security is located on Brighton Road in Glenelg, South Australia. A senior systems analyst is involved in overseeing all systems management in the company and in client companies within South Australia. 1.4 Purpose of the Report The main purpose of this repost is to come up with a plan for carrying out a job analysis for the position of Systems Analyst and coming up with the best techniques and methods for doing a job analysis for this position with the aim of getting a deep and accurate understanding of the role of a systems analyst in a small security organization. 2.0. Analysis Plan The job title for analysis is a title that is specific to Benign Company, thus it is important to know what a systems analyst does in this company. There are system analysts in almost every company that uses computer system; however this is a very important person in a security organization especially where intelligence security is concerned. The strategy employed must therefore portray clearly the position. The analysis will give consideration to the size of the company, the clientele, the specific characteristic of the position, the tasks performed and reliability in order to come up with a concrete outcome. The outcome of this analysis will give a thorough understanding of the job and the specifications of the job which can help even in the recruitment and selection process. As McEntire et al. (2006) notes, the information gained through a job analysis acts as a foundation of many of the functions that human resource departments play in any organization. The analysis is for a specific position and a specific person, therefore considerations will be given to the effectiveness of the tools chosen. The analysis will have as a foundation for job descriptions that exist and data gathered will reveal whether there are changes in the job or how it compares with other job descriptions. As Chang and Kleiner (2002) opine, the analysis will look at the duties and responsibilities of the job as well and personal attributes necessary to perform the job. Priet et al. (2003) says that it is important to assess the person’s possession of the skills and competencies important in the performance of the job and it must be constructed with psychological fidelity.Singh (2008) says that the traditional methods of job analysis are becoming questionable in today’s work environments and some of the methods are not applicable to many emerging jobs. Thus, there is need for proactive and strategic approach in carrying out job analysis so as to maintain relevance in the procedures (Siddique 2004). 3.0. Analysis Tools There are several methods used in carrying out a job analysis. The choice of the job analysis method is guided by the objectives for the analysis and the outcomes expected (Brough and Smith 2003). Gatewood et al. (2008) says that it is important to use multiple methods in order to improve the outcome of the analysis. Thus the job analysis will employ three job analysis techniques; online tools, individual Interview and questionnaire. 3.1. Online Tools The online tools will be used to give a familiarity with the job description. This will be the first method used. The analysis will start by using ANZSCO to give insight in the position and provide a description of the position. Career-one and Seek.com will be used in order to see the different descriptions and requirements from various organizations who have advertised for the position. Although this method is not specific to Benign Security Company, it will give a fundamental overview of the position and provide detailed background information. It will also help in identifying similarities and differences in the tasks, competencies and personality traits which creates a firm understanding of the position. Existing information on the position will be used, that is, the position descriptions. This information will aid in the formation of the interview questions as well as the questionnaire. The questionnaire will seek to find out what has changed in the position. 3.2. Interview The first step to this job analysis was a casual interview with the Systems Analyst. It provided the information needed to introduce the position, the tasks performed and the competencies needed. The information gained helped in deciding the best tools for analysis. Since it is an individual employee, the interview method is apt. It is a quick and direct way to get information; even overlooked information. It is also a good way to confirm information gained using the online tools. This is because, as Gatewood, Field &Barrick (2008) say, the person has direct familiarity with the role. The interview questions are drawn from the information gained through the initial casual interview coupled with the information gained from the online tools. Since will be a second interview, it will follow the structured format although the process will allow the person to provide any new information further information that will give a deeper understanding of the position. 3.3. Questionnaires The questionnaire will be used to get specific information from the systems analyst. The questionnaires will be prepared using data gathered from the preliminary interview and from online resources. The analysis will concentrate on competency profiling in order to get the skills and behaviours a systems analyst needs. These include the traits, skills and knowledge. Since the respondent is a close acquaintance, it will be easy to carry out the interview and he will not have a problem in filling the questionnaire accurately. The cost of the process does not pose a big challenge since the person is readily available and not many materials are required. The questionnaire will provide both qualitative and quantitative data. The structure of the questionnaire will be in such a will be tailored to compare what is provided in the online tools with what the respondent does. Since it will be one questionnaire, cost and time will not be a challenge. 4.0. Reporting Findings Findings from this analysis will be given in the form of a report which will include graphs and tables which will display key behaviours, similarities and differences. 5.0. Conclusion The analysis involves a single position in a small security company. Therefor the methods settled consider the cost effectiveness, accuracy and relevance. The job analysis is to determine the duties and the skills of a systems analyst, the specifications of the person and can also be used for performance appraisal. It can also be used to determine training requirements. Holman (2012) says that carrying out a job analysis helps in determining the changes in the position since the work environments are growing and not static. This will ensure that thorough and accurate job information will be collected. 6.0. Recommendations After the analysis, recommendation will be given especially on what has changed on the position. References Chang, I & Kleiner, B 2002, ‘How to conduct job analysis effectively’, Management Research News, vol. 25, no. 3, pp. 73-81. Cronshaw, S F, Zugec L, Hysong S J, Best R, Warner M A and Pugh J A, 2007, ‘A five-component validation model for functional job analysis as used in job redesign’, Ergometrika, 4, 12-31. Gatewood, R, Field, H &Barrick, M 2008, Human Resource Selection, 6thedn, South-Western, Mason. Gatewood, R, Field, H &Barrick, M 2008, Human Resource Selection, 6th edn, South-Western, Mason. Homan H, 2012, ‘job types and job quality in Europe, Human Relations, 66, pp. 475-502. McEntire, L, Dailey, L, Osburn, H &Mumford, M 2006, ‘Innovations in job analysis: development and application of metrics to analyse job date’, Human Resources Management Review, vol. 16, no. 3, pp. 310-323 Prien K O, Prien E P and Wooten W, 2003, ‘Interrater reliability in job analysis: differences in strategy and perspective’ Public Personnel Management, 32, 1, 125-141. Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. International Journal of Human Resource Management, 15(1), 219−244. 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