Analysis may be defined as the process of separating a structure into its parts or elements, so as to examine or describe it. In breaking down a structure, the analyst may distinguish between depth and breadth depending on the level of analysis required.
The analyst has a number of authorities that individually seek specific information to inform training-related decisions. Once a request for Job Analysis has been prioritised, formal communication with relevant authorities is required to establish the scope of analysis. Authorities should provide the analyst with the following information:
1. Any proposed Policy changes,
2. New equipment coming on line and / or new job roles,
3. Training design requirements,
4. Point of contact for assistance,
5. Timings for Job Analysis.
Job Analysis may assist:
a. Human resource management in identifying the underlying qualifications and skills required by personnel prior to entry to the military, their role within the overall military structure (personnel capability), training requirements, policy, and management structures,
Trainers who are responsible for the design, development, conduct and evaluation of training.
b. Training must be cost-efficient and effective insofar as reflecting the documented operational environments and cover the different contexts and conditions (range of variables) that may be encountered by specific employment groups. The analyst’s job is to document the who, how, what, when, where and why tasks are performed at minimum stated levels of supervision to meet the performance level required to operate efficiently in the workplace. Job analysis will in many cases consider issues including:
1. The need for training intervention
2. The potential training solution
3. Resource implications associated with training
c. Policy Makers and Planners by identifying the level of skills, knowledge and attitudes required for particular roles, functions or areas of work carried out within the military.
d. Assessment of performance by detailing what job roles are performed in the workplace.
The analyst must on occasion view development from these perspective’s if relevant authorities’ expectations are to be met. Job Analysis focuses on performance in the workplace rather than in the learning process. It embodies the ability to transfer and apply skills and knowledge to new situations and environments. Within Job Analysis, four components are identified which encompass the requirement to:
1. Perform individual tasks;
2. Manage a number of different tasks within a job;
3. Respond to irregularities and breakdown in routine; and
4. Deal with the responsibilities and expectations of the work environment, including working with others.
Analysis supports a quality training system by its direct application to the other key functions of the training system including design, development, conduct and quality improvement (evaluation) activities, and is therefore integral to developing and sustaining personnel capability.