KTS Job Analysis

Palak Shah & Duncan Evans
1
02 Executive Summary
03 Job Description
04 Introduction
05 Interview Process
06 Survey Process
08 Consultant Tasks
10 Consultant Characteristics
13 Selection
14 Training
15 Conclusion
16 Limitations
17 Interview format
18 Survey
21 Definitions
22 References & Acknowledgments
Table Of Contents
Key Talent Solutions
37 N Orange Ave, Orlando, FL 32801

2
 Coach clients to increase their self-awareness and potential for success
 Analyze survey results to generate intervention strategies for organizational issues
 Ask powerful questions to comprehend what the client needs for improvement
 Assess the needs of clients to design intervention strategies that mitigate organizational issues
Selecting organizational development consultants who can demonstrate strong knowledge of
organizational development concepts, are self-motivated, and who are committed to Key Talent So-
lutions’ four core values is crucial to maintaining the production standards and team environment
that allows KTS to thrive. Applicants should be pre-screened to examine levels of knowledge and ex-
perience, and afterwards the applicants can be interviewed to gauge their possession of relevant
characteristics.
Training organizational development consultants should focus on teaching systems and oper-
ations analysis via web courses, seminars, and relevant literature. Training for client interaction,
coaching, and increasing self-awareness and emotional intelligence should be an on-going process
using in-house workshops, role-playing activities, and hands-on learning experiences that involve
the entire KTS team.
The organizational development consultant’s job functions, tasks, and characteristics were
analyzed using a Combination Job Analysis Method (CJAM). The information detailed in this report
can be used to produce a thorough job description, increase role clarity, and create selection and
training criteria. This will in turn lead to growth in terms of revenue and number of clients, a de-
crease in operational costs, and an increase in client satisfaction.
Through interviews with two incumbents and a supervisor (the CEO of the consulting team),
and a survey with four incumbents and the supervisor, the job analysts determined the organiza-
tional development consultant’s main job functions: Assessment of client needs, product creation,
project management, product delivery, relationship building with team and client, and coaching.
The four most important tasks for the organizational development consultant were found to be:
Executive Summary

3
Key Talent Solutions (KTS) specializes in providing manage-
ment consulting and coaching services. As a consultant in or-
ganizational development, you will be able to tap into the inner
workings of organizations to provide people-oriented solutions
to hire the best talent, develop employees beyond the status
quo, and promote leadership growth that maximizes the poten-
tial of the overall organization and its employees.
Below are the most important job duties and qualifications that are expected for the role of an Organizational
Development Consultant.
Job Duties:
 Assess client’s needs to diagnose organizational issues and design organizational assessments.
 Analyze assessment results to design intervention strategies that mitigate organizational issues.
 Create products based on intervention strategies to help clients meet their needs.
 Deliver products in the form of workshops and meetings with clients to share results.
 Debrief clients to gather feedback on the product delivered.
 Manage projects by establishing deadlines, generating a structured timeline, and delegating tasks.
 Build a relationship with clients to foster a continuous business relationship and with team members to
increase synergy.
 Coach clients to increase their self-awareness and potential for success.
Qualifications:
 Knowledge in Industrial/Organizational Psychology, Human Resources Principles and Procedures, Sta-
tistics, Organizational Development, and Team Dynamics.
 Skills include active listening, project leadership, public speaking, written communication, time and re-
sources management, problem solving, and goal-setting.
 Ability to use Microsoft Office and technology for internal communication.
 Commitment to the core values.
 Willingness to work in uncertain conditions, to be available outside of typical 9-5 work hours, and travel
to client sites
Company: Key Talent Solutions
Location: Orlando, Florida
Title: Organizational Development Con-
sultant
Status: Part-time or Full-time
Job Description

4
Key Talent Solutions specializes in providing management consulting and coaching services. As ex-
perts in organizational and leadership development, KTS knows how to tap into the inner workings of their
client’s business and mind to provide people-oriented solutions to hire the best talent, develop employees be-
yond the status quo, and promote leadership growth that maximizes the potential of the organization and
its employees. In order to provide the best solutions, KTS must employ the best consultants. The organiza-
tional development consultant is often on the front line for client interaction and product creation, and plays a
crucial role in the completion of each project. This analysis was conducted to better define the role of organi-
zational development consultant and discover what skills help complete the mission of KTS.
The analysts interviewed multiple experts, two job incumbents and one supervisor who is also the CEO
of Key Talent Solutions, concerning the role of an organizational development consultant. The interviews were
used to establish job tasks as well as find major job functions. The analysts then crafted a list of task state-
ments and generated a survey to assess two elements of the task statements: difficulty and criticality. Difficul-
ty is measured in the challenge in completing the task relative to the other job tasks. Criticality is measured in
the importance of completing the task correctly based on possible negative consequences. The tasks that were
most important were those that had the highest combined levels of criticality and difficulty. These tasks were
coaching clients to increase their own self-awareness, analyzing survey results to generate intervention strate-
gies, asking powerful questions to best discover the client’s needs, and assessing client needs to design inter-
vention strategies. The methods used to determine task difficulty, criticality, and importance can be found in
the results section of the report.
The data collected from surveys can be used to fine-tune Key Talent Solution’s selection and training
procedures. The survey respondents provided data that suggests the majority of knowledges, skills, abilities,
and other characteristics relevant for job performance were more important to possess upon hiring, and could
not be trained for. Most relevant were knowledge in the field of organizational development, skill in complex
problem solving, self-motivation, and other characteristics that lined up closely with KTS’ four core values.
Skill in analysis, interaction with clients, and two key personality traits (self-awareness and emotional intelli-
gence) were found to be more relevant for training procedures.
The collection of knowledges, skills, abilities, and other characteristics (KSAOs) and their associated
ratings of importance will increase role clarity for organizational development consultants. Employees will be
more tuned to the specific requirements of the job, and will be able to better prioritize work based on im-
portance. Further, the outcomes of this analysis will be a growth in the number of clients and thus an increase
in revenue, a decrease in operational costs, and an increase in client satisfaction.
Introduction

5
The interview process was used to create task statements and consultant characteristics. Three one
hour interviews were conducted in October of 2015. The demographic range of the interviewees are
as follows:
Organizational tenure: 1—2.5 years
Average hours worked per week: 20—55
Age: 27—33
Gender: Female
Ethnicity: Caucasian
The analysts used an informal interview process, with two interviews conducted via video call
and one interview conducted in person. Prior to the interviews, the analysts sent a list of questions to
the interviewees to give them time to prepare and gauge the substance of the upcoming interview. A
list of these questions can be found on page 21 of this report. Following the first two interviews, the
analysts constructed a draft of job functions and job responsibilities and instructed the supervisor
assess the accuracy and comprehensiveness of the job duties listed. The analysts then met with the
supervisor for the third and final interview. The analysts used the first half of the interview to gather
feedback from the supervisor on the content of the draft, and used the second half of the interview as
another informal session to gather any further information relevant to the role of an organizational
development consultant.
Interview Process

6
A survey was created via Qualtrics and was
distributed online to members of Key Talent Solu-
tions. The survey followed the format of a CJAM,
which asks respondents to rate the job tasks and or-
ganizational development consultant characteristics.
These characteristics are broken down into Knowledg-
es, Skills, Abilities, and Other Characteristics and are
referred to as KSAOs. The ratings from respondents
on these KSAOs can be used to guide selection and
training methods (Brannick, Levine, Morgeson.
2007.)
The survey was sent to five members of Key
Talent Solutions via company email. The analysts in-
formed the respondents that the survey would be
completely confidential and would take between 30
and 60 minutes to complete. All five members filled
out the survey over a period of one week, providing a
100% response rate. The surveys contains two ele-
ments: Job Tasks and KSAOs.
Job Tasks
Job Tasks can be defined as “collections of ac-
tivities directed toward the achievement of specific job
objectives, and these statements can be used to de-
scribe job functions (or job duties), which are a
“collection of tasks all directed at general goals of a
job” (Brannick et al, 2007) in more detail. For exam-
ple, the first listed job function is “coaching” and the
first job task listed is “coach clients to increase their
self-awareness and potential for success.” In this case,
the job task of coaching clients specifically to increase
their self-awareness fits into the overall job function
of coaching.
Job Tasks were presented twice with seven
point Likert-style response options. The first list
asked respondents to rate the criticality of each task,
and the second list asked the respondent to rate the
difficulty of each task. For each task, the questions
were as follows.
Q1: Please rate each task below based on its criticality
or consequence of error. Criticality can be defined as
the degree to which an incorrect performance would
result in negative consequences. Compared to other
tasks, the criticality of completing this task is:
1. Not at all important
2. Slightly important
3. Somewhat important
4. Moderately important
5. Important
6. Very important
7. Extremely important
Q2: Please rate each task below based on its difficulty
in doing the task correctly relative to all other tasks.
Compared to other tasks, the difficulty in completing
this task is:
1. Entirely easy
2. Mostly easy
3. Somewhat easy
4. Neither easy nor difficult
5. Somewhat difficult
6. Mostly difficult
7. Entirely difficult
Survey Process

7
KSAOs
As mentioned earlier, the analysts used interview data to compile a list of consultant characteristics
that are relevant for job performance. These characteristics are broken down in Knowledges, Skills,
Abilities, and Other Characteristics, together referred to as KSAOs, and are listed below, as defined
by Brannick, Levine, and Morgeson (2007):
Knowledges: memory of a retrievable set of facts needed for job performance
Skills: developed or trained capacity to use tools/equipment for the job
Abilities: enduring capacity to acquire skills/knowledge and carry out tasks in which tools/equipment are
not a major element
Other Characteristics: job-relevant interests, preferences, temperament, and personality characteristics
that suggest what an employee is likely to do
KSAOs were presented four times to the respondents and rated based on four questions:
Q1: Is this KSAO necessary for newly hired employees? (Yes/No)
Q2: Is this KSAO practical to expect in the labor market? (Yes/No)
Q3: To what extent is trouble likely if this KSAO is ignored in selection (compared to other KSAOs)?
1. Very little or none
2. To some extent
3. To a great extent
4. To a very great extent
5. To an extremely great extent
Q4: To what extent does this KSAO distinguish the superior from the average worker (compared to the other
KSAOs)?
1. Very little or none
2. To some extent
3. To a great extent
4. To a very great extent
5. To an extremely great extent
Survey Process

8
Job tasks were rated on scales of difficulty and criticality and the analysts took the average score from
all survey respondents, which left each job task with a mean score between 1 (least difficult/critical) and 7
(most difficult/critical). For the purposes of ranking job tasks, the two scores were combined to give each task
a total score between 2 (least difficult and critical) and 14 (most difficult and critical). This score is referred to
as job importance. Below is the list of task statements organized by job function and ranked by importance.
Consultant Tasks
Coaching M SD
Coach clients to increase their self-awareness and potential for success 12.4 2.2
Ask powerful questions to comprehend what the client needs for improvement 11.8 2.0
Actively listen to clients to be able to paraphrase and review their needs 11.2 2.2
Educate clients about knowledge of I/O psychology to increase their ability to generate their own solutions 9.2 0.8
Assessment of Client Needs M SD
Analyze survey results to generate intervention strategies for organizational issues 11.8 1.8
Assess the needs of clients to design intervention strategies that mitigate organizational issues 11.6 0.9
Compute statistical measures to analyze survey results 11.4 4.5
Create organizational assessment report to deliver results of the interviews and survey to the client 11.2 1.9
Present organizational assessment report to client to help them understand and mitigate organizational
issues 10.4 1.1
Create surveys to measure pre-intervention baseline of specific organizational issues determined from the
interviews 9.8 1.1
Interview clients to diagnose organizational issues 9.2 0.8
Release survey to clients to collect the necessary data to measure pre-intervention baseline of specific or-
ganizational issues 8.2 2.2
Review information on client to gather initial organizational impression 6.6 2.9
Project Management M SD
Estimate the total time to complete the project to be able to calculate a price for the project 10 2.1
Establish deadlines and a structured timeline for tasks to streamline project completion 9.8 1.9
Delegate tasks to team members to utilize individual strengths 7.6 0.5
Break down project into separate tasks to increase the effectiveness and efficiency of the project 7.4 2.2

9
Product Creation M SD
Create products based on intervention strategies to help clients meet their needs 10.8 2.2
Review revised draft of the product with client to ensure that the product meets their needs 9 1.6
Revise initial draft of the product to incorporate feedback from the team 7.6 1.5
Use research and best practices to create the initial draft of the project 7.6 1.7
Research extant literature based on client needs to shape the foundation of the product 7.2 2.0
Review initial draft of the product with the team to gather useful feedback 6.8 1.3
Consultant Tasks
Job tasks were rated on scales of difficulty and criticality and the analysts took the average score from
all survey respondents, which left each job task with a mean score between 1 (least difficult/critical) and 7
(most difficult/critical). For the purposes of ranking job tasks, the two scores were combined to give each task
a total score between 2 (least difficult and critical) and 14 (most difficult and critical). This score is referred to
as job importance. Below is the list of task statements organized by job function and ranked by importance.
Relationship Building with Team and Client M SD
Build rapport with clients to foster a continuous business relationship 11 1.6
Lead probing discussions with clients to help them connect to their emotions 11 2.5
Counsel executives on intervention strategies to highlight opportunities 10.4 1.5
Coach team members to reach project goals 10.4 0.5
Provide advice to executives on best practices to help them meet their goals 10.2 1.8
Listen actively to client to find intervention targets 10.1 2.5
Teach team members new work strategies or new research results to increase team effectiveness 9 1.0
Build rapport with team members to increase synergy 8.85 2.4
Share knowledge with team members to increase cooperation and effectiveness 7.4 2.9
Attend internal meetings to stay up to date with team's progress 6.8 2.9
Product Delivery M SD
Facilitate workshops and meetings with clients to share results 11.4 1.8
Debrief clients to gather feedback on the product delivered 9.2 3.1

10
The following is a list of the KSAOs compiled by the job analysts. The survey asked the respondents to rate all
KSAOs one the four scales mentioned above. The analysts then used a mathematical formula to determine
which KSAOs would be best suited for use in selection procedures or training processes.
In order for a KSAO to be used in the selection process, three conditions must be met: A) the majority of re-
spondents must have reported the KSAO as necessary for newly hired employees to possess, B) the majority of
respondents must have reported the KSAO as practical to expect in the labor market, and C) the KSAO has an
average rating on the “trouble likely if not considered” scale of at least 1.5.
For a KSAO to be used in training processes, two conditions must be met: A) the majority of respondents must
have reported the KSAO as not necessary for new employees to possess, and B) the KSAO has an average rat-
ing on the “distinguishing superior from average” scale of at least 1.5. A more detailed description of how the
conditions for selection and training are relevant can be found on page 13 and 14 of this report.
The following is a list of all the Knowledges, Skills, Abilities, and Other Characteristics for the role of an or-
ganizational development consultant, marked as either a suggestion for selection or a suggestion for training.
Consultant
Characteristics
Knowledge Selection Training
Knowledge of Industrial/Organizational Psychology
Knowledge of Human Resources Principles and Procedures
Knowledge of English language
Knowledge of training design and implementation
Knowledge of statistics
Knowledge of team dynamics
Knowledge of organizational development
Knowledge of organizational assessments

11
Skills Selection Training
Skill in actively listening to clients and team members
Skill in leading projects
Skill in public speaking
Skill in systems analysis
Skill in systems evaluation
skill in writing proficiently
Skill in managing time efficiently
Skill in learning actively
Skill in operations analysis
Skill in instructing clients and team members
Skill in managing personal resources
Skill in negotiating with clients
Skill in inductive reasoning
Skill in solving complex problems
Skill in making effective decisions
Skill in persuading clients
Skill in coaching clients
Skill in sharing information with clients and team members
Skill in facilitating meetings and workshops
Skill in setting effective goals
Abilities Selection Training
Ability to use Microsoft Office
Ability to use SPSS
Ability to use phones for meetings and communication
Ability to use a computer
Ability to use email
Consultant
Characteristics

12
Other Characteristics Selection Training
Commitment to core value: continuous improvement
Commitment to core value: maintain uninhibited teamwork
Dedication to core value: honest consulting
Dedication to core value: power of choice
Willingness to be flexible and adaptable
Motivation to create a "family" environment
Willingness to work in a team setting
Willingness to work in uncertain conditions
Possess high self-awareness
Commitment to holding a positive outlook
Willingness to show vulnerability
Maintain a curious disposition
Possess high emotional intelligence
Possess high levels of empathy
Maintain a non-judgmental attitude
Possess high levels of conscientiousness
Willingness to be available outside of typical 9-5 work hours
Willingness to respond to messages promptly
Willingness to travel to office and client location
Consultant
Characteristics

13
Selecting organizational development consultants who can demonstrate strong knowledge of the field of or-
ganizational development, are self-motivated, and can represent the organization’s four core values of con-
tinuous improvement, uninhibited teamwork, honest consulting, and the power of choice is critical to select-
ing the best organizational development consultants. The survey results show that the raters believe the ma-
jority of required job knowledges, skills, abilities, and other characteristics are best left for selection proce-
dures – that is, the raters believe these KSAOs to be immediately necessary for new employees to possess.
Therefore, it is recommended that the selection process contain two steps:
1. Pre-screening
Applicants should be pre-screened for relevant job knowledges and other characteristics. Applicants should
present a resume and examples of work experience to demonstrate their level of education and knowledge of
the field. Applicants that do not have knowledge of the field of organizational development should be
screened out. Additional questions that address other characteristics such as ability to travel to clients, will-
ingness to work outside of traditional 9-5 hours, willingness to work in a team setting can be used to screen
out applicants who cannot work with these crucial job requirements. Personality tests could be used to
find applicants with high levels of conscientiousness and empathy.
2. Interview
Following the initial application, applicants who demonstrate appropriate levels of job knowledge and other
characteristics should be interviewed to examine their skills and other characteristics that could not be deter-
mined via the pre-screening process. Interviews can focus on examples of work experience or personality
traits that fit the four core values of Key Talent Solutions. An interview is the perfect time for the interviewer
to ask probing questions of the applicant to gauge their possession of critical other characteristics, such as
commitment to a positive outlook, a willingness to show vulnerability, and a curious disposition. Since Key
Talent Solutions has a strong team-focused attitude, interviews can also be used to gauge the individual’s
ability to communicate effectively and function within the family environment KTS strives to uphold. Situa-
tional interview questions, where the interviewer asks the interviewee to demonstrate how they would react
to specific job-relevant situations, are recommended. The interviewee can script situational interview ques-
tions that address each specific skill or other characteristic required for the job.
Selection
Procedures

14
The survey results show the KSAOs most necessary for training procedures involve analysis
(systems analysis, operations analysis), client interactions (instructing clients, persuading clients,
coaching clients), or a focus on personal traits (self-awareness, emotional intelligence).
Knowledge of training design and implementation was found to be critical for training rather than
selection. It can be implied that KTS offers appropriate training in that area for Organizational De-
velopment Consultants. Training resources could include educational books or workshops.
Skills in systems or operations analysis were found to be critical in training for an Organizational De-
velopment Consultant. To foster growth in this area, training should be conducted via web courses,
seminars, and with relevant literature. Learning systems and operations analysis should be a contin-
uous process. Additionally, skills in instructing, persuading, and coaching clients were also found to
be critical in training for an Organizational Development Consultant. Training for these skills could
be fostered through job-shadowing, mentoring, or role-playing opportunities.
Ability in using SPSS was rated as a necessity for training rather than selection because SMEs did
not seem to rate it as an ongoing necessity for the job of an Organizational Development Consultant.
KTS should proactively identify the tasks in which SPSS skills would be required and train employees
accordingly.
Other Characteristics that were found to be essential for training included high self-awareness and
high emotional intelligence. SMEs had all reported that both personality characteristics are always a
work in progress to generate the culture they want at KTS. Therefore, training in these two charac-
teristics will require long periods of time and continuous dedication to refine. Training should be
fostered via in-house workshops, role-playing activities, and other forms of hands-on learning. Fur-
thermore, we recommended that training for these traits and abilities be part of an on-going process
with the entire Key Talent Solutions team.
Training
Procedures

15
The job analysis provided a foundation of tasks and KSAOs that are most important and relevant
for outcomes such as selection and training. In addition, the job analysis also provided clarity to
roles and identified a job description that the company can use for recruitment.
The essential functions:
 Coaching
 Assessment of Client Needs
 Project Management
 Relationship Building with Team and Client
 Product Delivery
 Product Creation
Results for job tasks suggest that the position of an Organizational Development Consultant re-
quires high-level responsibilities that are abstract and difficult to define. However, insight on the
most essential functions and most important tasks will guide consultants to prioritize work ap-
propriately. Prioritization of work will lead to more efficient and effective performance. Results
for KSAOs suggest that most knowledges, skills, abilities, and other characteristics should be con-
sidered for selection. However, those that were found to be critical for training should be consid-
ered of a higher priority for new and existing employees to succeed in their job.
Through a debrief with the CEO of KTS, the following business results are anticipated to arise
through the outcomes of the job analysis.
 Growth in number and satisfaction of clientele through better performance
 Growth in revenue through an increase in clientele
 Decrease in operational costs through effective selection and training procedures
Conclusion
The most important tasks:
 Coach clients to increase their self-awareness and potential
for success
 Analyze survey results to generate intervention strategies for
organizational issues
 Ask powerful questions to comprehend what the client needs
for improvement
 Assess the needs of clients to design intervention strategies
that mitigate organizational issues

16
By its nature, the position of organizational development consultant is a complex job that features high levels of
change. Each interviewee was very quick to say “every day is different, and rarely ever the same” when prompted
with the directive to “Tell me about a typical work day for you.” The reaction was the same, in an understandable
way. The nature of the consultant is to create client-specific products and services, and with no two clients ever be-
ing the same, each final product or service will be uniquely tailored. We can break down the role of the organiza-
tional development consultant into six major job functions and also generate a comprehensive list of job tasks, but
the information gathered lacks an ability to describe any one work day for an organizational development consult-
ant. We do not believe this to be a serious limitation in our study, as we have shown that other characteristics such
as flexibility, adaptability, willingness to work outside 9-5 hours, and willingness to work in an uncertain environ-
ment highlight the necessity of job incumbents to work in a position where every day is different.
Additionally, Key Talent Solutions is a young and growing company. While this is exciting for the future of KTS, it
provides a challenge in providing only a small number of subject matter experts (SMEs) for collection of data. We
believe our interviews were thorough and our task statements comprehensive, which was affirmed by the CEO, but
for the purposes of scientific measurement more accurate results can be attained when more SMEs are available for
survey responses. Our measures of interrater reliability were very high, which suggests that our results are very ac-
curate for the job of the organizational development consultant at Key Talent Solutions. The results of this job anal-
ysis should not be applied to the role of consultants in other organizations as the results are specific to the job of
organizational development consultant for Key Talent Solutions.
In regards to training procedures, the formulas used to categorize which KSAOs were more relevant for training
yielded two personality characteristics as targets for training and not selection – self-awareness and emotional in-
telligence. This result appears as an outlier in the data, with other similar traits like high empathy, disposition, pos-
itive outlook, and non-judgmental attitudes are firmly in the selection category. In examining the data, we see that
for both self-awareness and emotional intelligence, two respondents voted “yes” when asked if the trait was neces-
sary for new employees to possess (one vote short of a majority), four respondents voted “yes” when asked if the
trait was practical to expect in the labor market, and the mean score for “trouble likely if ignored” was 3.8 for self-
awareness and 3.6 for emotional intelligence. This means that if one more rater had voted that the
trait is necessary (a yes vote) for newly hired employees, the majority ruling would change and both self-awareness
and emotional intelligence would be recommended for selection rather than training, a suggestion that matches
with the rest of the data. In examination of company procedures, it was found that KTS does have a plethora of
training methods to increase both self-awareness and emotional intelligence, and the company does feel very
strongly that self-awareness and emotional intelligence are able to be increased through training. To acquire more
consistent results, perhaps the KSAO could have been presented as “willingness to seek an increase in self-
awareness/emotional intelligence.” We acknowledge that this is also a function of a small sample size in our survey
respondents, and would expect differences between other characteristics to disappear in a larger sample size.
Limitations

17
The following questions were formally sent to the interviewees prior to the interview:
1. Would you say project leadership is your biggest role as an OD consultant?
2. If you had to divide your role into five major job functions, what would they be?
3. What are the specific tasks job incumbents perform to accomplish the major functions?
4. Can you tell us what steps you take to lead a project?
5. What types of client meetings do you attend? Can you describe your role in these meetings?
6. What knowledge do you need to complete the major job functions of your job?
7. What skills do you need to complete the major functions of your job?
8. Outside of the five major functions, are there other tasks that you perform?
9. Are these tasks you perform occasionally, like once or twice a year?
The following questions were asked informally during the interview:
1. Can you tell us about a typical day?
2. Are their any tools you use on a daily basis?
3. Do you do any research?
4. What is one example of a project you are proud of?
5. How do you define success in your job?
Interview Format

18
Survey
The following survey was created with Qualtrics survey software and distributed via company email. The answer boxes
were arranged in a Likert-scale style in the distributed survey, but are presented via dropdown box in this example for
formatting purposes.

19
Survey

20
Survey

21
 KSAOs — knowledges, skills, abilities, and other characteristics
 Task difficulty — the challenge in completing the task relative to the other job
tasks
 Task criticality — in the importance of completing the task correctly based on
possible negative consequences
 SMEs — subject matter experts which include job incumbents, supervisors, clients,
or other individuals with extensive knowledge of the role of an organizational de-
velopment consultant
 Reliability — the extent to which an experiment, test, or measuring procedure
yields the same results on repeated trials
 Validity — the extent to which a measurement is well-founded and corresponds
accurately to the real world
 Job functions — the collection of tasks all directed at general goals of a job
 Job tasks — collections of activities directed toward the achievement of specific
job objectives
Definition of
terms

22
References
Brannick, M.T., Levine, E.L., & Morgeson, F.P. (2007). Job and Work Analysis: Methods, research, and
applications for human resources management. (2nd Ed.) Thousand Oaks, CA: SAGE Publications, Inc.
IBM Corp. Released 2014. IBM SPSS Statistics for Macintosh, Version 23.0. Armonk, NY: IBM Corp.
Sidney, G. (1988). The job analysis handbook for business, industry, and government. New York: Wiley.
The survey for this report was generated using Qualtrics software, Version 2.4 of the
Qualtrics Research Suite. Copyright 2015 Qualtrics. Qualtrics and all other Qualtrics
product or service names are registered trademarks or trademarks of Qualtrics, Provo,
UT, USA. http://www.qualtrics.com
The job analysts would like to thank Laura and the Key Talent Solutions team for their
consistent and prompt responses, and allowing us to tap into their valuable time and
energy to gather information. We thank you for your participation!
This job analysis should be used for academic purposes only.
Acknowledgments

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