2019 Talxcellenz® Job Analysis O*NET-Based Confirmatory Job Analysis Process
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©2019 Metrics Reporting, Inc. | www.metricsreporting.com Job Analysis Report HireReach – BarFly Ventures Corporate Managers (CORM) Job Family June 18, 2019 This is the final job analysis report for the above job family. This job analysis was performed in accordance with the ONET-Based Confirmatory Job Analysis Process published in the Metrics Reporting Research Brief: Job Analysis and Validation. This report is organized in alignment with EEOC’s Uniform Guidelines on Employee Selection Procedures (UGESP). The headings and grey text are excerpts of UGESP. This job analysis was conducted by a job analysis team with the following members: • James Guest, Director of Research, Metrics Reporting, Inc. • Rachel Cleveland, Technical Consultant, HireReach • Marlene Brostrom, Consultant, HireReach • Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc. This job analysis included subject matter experts from the employer(s) listed above.
UGESP Section 15(C)(1) User(s), location(s) and date(s) of study. Dates and location(s) of the job analysis should be shown (essential). The job analysis was completed in three phases. Phase 1 included job family research using www.onetonline.org and www.talxcellenz.com, competency model research, and preparation of initial drafts of the occupational competencies (task) list, tools and technology list, occupational credentials list, and foundational competencies list. Phase 2 was the SME session. The SME session was facilitated by James Guest with support from other members of the job analysis team. In that session a representative sample of SMEs confirmed and/or edited the occupational competencies (task) list, tools and technology list, occupational credentials list, and individually determined ratings of the foundational competencies. The SMEs then together reached and documented their consensus regarding the ratings for each foundational competency. Phase 3 was the work of compiling this final report. The date and location of the SME session was Tuesday, June 18, 2019 at BarFly Ventures, LLC., 35 Oakes SW, 3rd Floor, Grand Rapids, MI 49503.
Rev: 2019-06-18 Job Analysis Report Page 1 of 6 The job analysis team collaborated with the employer(s) to identify and schedule SMEs representative of the job family based on race, gender, jobs within the job family, participating employers, and locations. The list of SMEs (sign-in sheet) is provided in Appendix A. Please note that Appendix A will be provided to the employer’s human resources department and omitted from the publicly available version of this report to protect the personal information of the SMEs.
UGESP Section 15(C)(2) Problem and setting. An explicit definition of the purpose(s) of the study and the circumstances in which the study was conducted should be provided. A description of existing selection procedures and cutoff scores, if any, should be provided. This job analysis supports employer initiatives that are launching evidence-based selection process and/or evidence-based career pathways. Employers, education and training providers, and workforce development agencies may use the information in this report to improve education and training programs. Employers may also use this report to support the use of selection systems that incorporate measures of the important competencies as part of their selection processes.
UGESP Section 15(C)(3) Job analysis – Content of the job. A description of the method used to analyze the job should be provided (essential). The work behavior(s), the associated tasks, and, if the behavior results in a work product, the work products should be completely described (essential). Measures of criticality and/or importance of the work behavior(s) and the method of determining these measures should be provided (essential). Where the job analysis also identified the knowledges, skills, and abilities used in work behavior(s), an operational definition for each knowledge in terms of a body of learned information and for each skill and ability in terms of observable behaviors and outcomes, and the relationship between each knowledge, skill, or ability and each work behavior, as well as the method used to determine this relationship, should be provided (essential). The work situation should be described, including the setting in which work behavior(s) are performed, and where appropriate, the manner in which knowledges, skills or abilities are used, and the complexity and difficulty of the knowledge, skill, or ability as used in the work behavior(s). The job analysis method used to analyze this job family is described thoroughly in the Research Brief: Job Analysis and Validation. Preparation for the job analysis was supported by the Talxcellenz® website. The O*NET-defined knowledge, skills, abilities, educational levels, interests, work values, work styles, work activities, work contexts, wages, and job zone for each occupation code were compiled into a Job
Rev: 2019-06-18 Job Analysis Report Page 2 of 6 Family Portrait to illustrate the job-related elements and to calculate the average ratings for each element. The O*NET-defined foundational competency elements were also combined into the Talxcellenz® Foundational Competency framework to calculate the importance ratings and level ratings for each of the 22 foundational competencies. The O*NET provides an indirect linking of competencies to tasks by providing a task list and corresponding Detailed Work Activities (DWAs) along with importance ratings and level ratings for each competency and for each occupational code. As this occupational level data is combined at the job family level, the foundational competencies are linked to the tasks and the DWAs based on the linking in the O*NET taxonomy. The Appendices listed at the end of this report provide supporting information describing the content of the jobs in this job family.
UGESP Section 15(C)(4) Selection procedure and its content. Selection procedures, including those constructed by or for the user, specific training requirements, composites of selection procedures, and any other procedure supported by content validity, should be completely and explicitly described or attached (essential). If commercially available selection procedures are used, they should be described by title, form, and publisher (essential). The behaviors measured or sampled by the selection procedure should be explicitly described (essential). Where the selection procedure purports to measure a knowledge, skill, or ability, evidence that the selection procedure measures and is a representative sample of the knowledge, skill, or ability should be provided (essential). The primary purpose of this job analysis is to provide information to support the incorporation of competencies in evidence-based selection processes and evidence- based career pathways that are part of employers’ talent supply chains. Clear communication of competencies that are documented as job-related enables talent acquisition professionals to improve selection decisions and enables education and training providers to improve programs by appropriately focusing competency development and occupational training on areas that are related to job performance. This in turn helps individuals enter and advance along career pathways. The information in this report can also be used to improve the quality of career coaching by using occupational and foundational competency information to
Rev: 2019-06-18 Job Analysis Report Page 3 of 6 support career guidance and decision making. Evidence-based career profiles will also benefit by aligning portfolio content with these documented job-related competencies. Employers may also use this report to support selection systems that incorporate the important job-related competencies using selection tools such as reliable assessments, structured interview guides, and other reliable methods.
UGESP Section 15(C)(5) Relationship between the selection procedure and the job. The evidence demonstrating that the selection procedure is a representative work sample, a representative sample of the work behavior(s), or a representative sample of a knowledge, skill, or ability as used as part of a work behavior and necessary for that behavior should be provided (essential). The user should identify the work behavior(s) which each item or part of the selection procedure is intended to sample or measure (essential). Where the selection procedure purports to sample a work behavior or to provide a sample of a work product, a comparison should be provided of the manner, setting, and the level of complexity of the selection procedure with those of the work situation (essential). If any steps were taken to reduce adverse impact on a race, sex, or ethic group in the content of the procedure or in its administration, these steps should be described. Establishment of time limits, if any, and how these limits are related to the speed with which duties must per performed on the job, should be explained. Measures of central tendency (e.g., means) and measures of dispersion (e.g., standard deviations) and estimates of reliability should be reported for all selection procedures if available. Such reports should be made for relevant race, sex, and ethnic subgroups, at least on a statistically reliable sample basis. This report documents the O*NET-defined occupational and foundational competencies that are job-related so that employers, educators and training providers can align career pathways, career coaching, career profiles, and selection systems with the important job-related competencies. The ONET-Based Confirmatory Job Analysis Process was developed and refined by Metrics Reporting in work with Mercy Health, a Regional Ministry of Trinity Health. The following steps were taken to reduce adverse impact: (1) personality tests were added to cognitive tests, (2) independent reference-check data was added, (3) structured interview guides were implemented, (4) banding scores, and (5) a compensatory decision making method was implemented to reinforce the use of whole-person evidence with no single element used as a cut-score. Metrics Reporting’s work improved diversity as evidenced by increasingly diverse hiring rates resulting in an increasingly diverse workforce.
Rev: 2019-06-18 Job Analysis Report Page 4 of 6 The objective of this work is to help employers improve selection processes and help regions improve sector initiatives by building demand-driven competency-based career pathways that are intentionally inclusive. The ONET-Based Confirmatory Job Analysis Process was redesigned to support regions (WIOA agencies, community colleges, human services, and other community partners) to reach out to under- represented populations.
UGESP Section 15(C)(6) Alternative procedures investigated. The alternative selection procedures investigated and available evidence of their impact should be identified (essential). The scope, method, and findings of the investigation, and the conclusions reached in light of the findings, should be fully described (essential). Steps to reduce adverse impact are detailed above in UGESP Section 15(C)(5). The earlier evolution of the process resulted in a compensatory selection process that yields improved diversity.
UGESP Section 15(C)(7) Uses and applications. The methods considered for use of the selection procedure (e.g., as a screening device with a cutoff score, for grouping or ranking, or combined with other procedures in a battery) and available evidence of their impact should be described (essential). This description should include the rationale for choosing the method for operational use, and the evidence of the validity and utility of the procedure as it is to be used (essential). The purpose for which the procedure is to be used (e.g., hiring transfer, promotion) should be described (essential). If the selection procedure is used with a cutoff score, the user should describe the way in which normal expectations of proficiency within the work force were determined and the way in which the cutoff score was determined (essential). In addition, if the selection procedure is to be used for ranking, the user should specify the evidence showing that a higher score on the selection procedure is likely to result in better job performance. Uses and applications are detailed above in UGESP Section 15(C)(4).
UGESP Section 15(C)(8) Contact person. The name, mailing address, and telephone number of the person who may be contacted for further information about the validity study should be provided (essential). Bill Guest, President and Chief Solutions Architect Metrics Reporting, Inc. 7063 Country Springs Drive Byron Center, Michigan 49315 [email protected]
Rev: 2019-06-18 Job Analysis Report Page 5 of 6 UGESP Section 15(C)(9) Accuracy and completeness. The report should describe the steps taken to assure the accuracy and completeness of the collection, analysis, and report of data and results. Jobs were organized into job families to leverage the extensive O*NET data of the U.S. Department of Labor. The O*NET is the nation’s largest source of information on jobs. O*NET data was used extensively as detailed above in UGESP Section 15(C)(3). The ONET-Based Confirmatory Job Analysis Process is designed to build upon the cumulative knowledge contained in the O*NET. List of Appendices: • Appendix A is the confidential list of subject matter experts (SMEs) that participated in the job analysis SME session. This list is on file at the employer(s) and not included in this report because it contains confidential demographic information about the SMEs. • Appendix B provides the Research Brief: Job Analysis and Validation published by Metrics Reporting, Inc. at www.metricsreporting.com • Appendix C provides the Job Family Definition which documents the O*NET codes and occupational titles related to this job family. • Appendix D provides the Occupational Competencies List based on the Detailed Work Activities (DWAs) from the O*NET. • Appendix E provides the final Tools and Technology List. • Appendix F provides the final Credentials List. • Appendix G provides a list of the Foundational Competency Definitions. The 22 foundational competencies are a logical grouping of related O*NET elements. Definitions for each competency are provided and supported by the O*NET definitions of the related elements. • Appendix H provides example O*NET Skills and Abilities Questionnaire Rating Instructions for the skill of Writing and ability of Arm-Hand Steadiness. • Appendix I provides the Foundational Competency Level Rating Anchors. • Appendix J provides the Foundational Competencies Rating Sheet as determined by SME Consensus.
Rev: 2019-06-18 Job Analysis Report Page 6 of 6 RESEARCH BRIEF Talxcellenz® Metrics Reporting, Inc.
February 2019
Job Analysis and Validation Authors: Bill Guest and James Guest Ph.D. Technical Guidance and Editing: Ryan Gimarc, John Cleveland and Jim Sharf Ph.D. This research brief introduces the Talxcellenz® O*NET-Based Confirmatory Job Analysis Process and validation studies. Job analysis is a method to determine the competencies that are measurably related to job performance. Occupational and foundational competencies are the essential items that workers need to know and be able to do on the job. The Talxcellenz® job analysis process leverages O*NET information and engages local subject matter experts (SMEs) to confirm the competencies related to job performance. Validation studies are conducted to confirm the assessments used to measure competencies are in fact related to job performance measures.
This research brief is one in a series to support regional implementations ofTalent Supply Chain Management (TSCM) urrent published o o by Metrics Reporting, Inc. (MRI). The firstTagline page Update of Optioneach brief1a includes a summary of the topic along with publication date, title, authors, and suggested citation. The last page of each brief is an appendix that provides a one-page overview of the essential elements of TSCM. Pages two through eleven are the body of the brief. Each brief provides a pragmatic summary of one important element of TSCM. In addition to the research briefs we also publish three guidebooks that are availableTalent SCM at Amazon.com.Systems
• The Stakeholder Guidebook provides step-by-step guidance for creating local and regional initiatives around demand- driven, evidence-based career pathways. Tagline Update Option 1b • The Career Navigation System Guidebook provides step-by-step guidance for practitioners that defines and specifies components of demand-driven, evidence-based career pathways including the 7-step career pathway model, coaching, and profiles. • The Talent Excellence System Guidebook provides an introduction to Talxcellenz® processes and tools for job analysis and validation studies to support robust demand-driven, evidence-based career pathways. Talent SCM Systems Suggested Citation: Guest, Bill & Guest, James (February 2019). Job Analysis and Validation. Talxcellenz® Research Brief. Metrics Reporting, Inc. Published at www.metricsreporting.com.
Tagline Update Option 1c
©2019 Metrics Reporting, Inc. www.metricsreporting.com Talent SCM Systems Research Brief Metrics Reporting, Inc.
Job Analysis and Validation Introduction Confirmatory job analysis is critical to the development of evidence-based career pathways and is a foundational practice of Talent Supply Chain Management (TCSM). In this brief we offer an overview of what confirmatory job analysis is and we focus on how an open-source job analysis process can be used by employers, education and training partners, and community partners to improve career pathway initiatives by identifying competencies that are measurably related to job performance. This introduction is intended to provide an introduction suitable for workforce professionals thinking about adopting job analysis as a tool in their practice, as well as for director-level human resource and management professionals interested in improving their employer-led career pathway projects with the rigorous data supplied by job analysis. MRI’s Talent Excellence System Guidebook provides a second, more thorough discussion. What is Job Analysis? Job analysis is a family of procedures used to identify the content of a job in terms of the activities involved in the work, the competencies or attributes of the individuals that do the job, or the job requirements needed to perform the work activities. Job analysis provides detailed information to organizations that helps to determine which potential or incumbent employees are the best fit for specific jobs. A job analyst is someone who plans and conducts employer specific or regional consortia-style job analyses and supports validation studies. The role of the job analyst is to collect and examine the information necessary to define and validate competencies that can be measurably related to job performance. Through job analysis, the job analyst discerns the important tasks of the job (job tasks), how these tasks are carried out (occupational competencies), and the personal skills and work behaviors needed to perform the job successfully (foundational competencies). The process of job analysis requires the analyst to describe the duties of the employee, the nature and conditions of the work, and finally some basic qualifications. There is currently no organized industry standard process for defining and validating the full spectrum of competencies. There are numerous solutions, some open-sourced and others proprietary, that each have their advantages and disadvantages. Metrics Reporting, Inc. (MRI) has developed The Talent Excellence System (Talxcellenz®) and the Talxcellenz® website to supply tools and guidance for job analysts seeking to define, validate, and openly communicate competencies that can be measurably related to job performance. The Talxcellenz® system is rooted in openly available O*NET data that MRI’s tools and processes make easier to navigate and use. These tools and processes provide a foundation for a cooperative and openly shared competency-based talent supply chain system that aligns employers, individuals, education and training partners and other community organizations.
Job Analysis and Validation | Page 2 of 12 Research Brief Metrics Reporting, Inc.
O*NET-Based Confirmatory Job Analysis In Talxcellenz® O*NET-Based Confirmatory Job Analysis, we use O*NET data gathered and organized by Talxcellenz® tools to clarify occupational and foundational competencies that define the things individuals need to know and be able to do at work. The O*NET is a project of the US Department of Labor (USDOL) and the nation’s largest database for job related information. The O*NET model contains hundreds of competency elements of knowledge, skills, abilities, work styles, and more. Many job analysis methods start with a blank sheet and define the job from scratch. Our process is designed to efficiently build upon the extensive knowledge already compiled in the USDOL O*NET database about the jobs in each job family. The purpose of this analysis is to take a general view of a family of jobs – we do not look at every job in an organization individually, but rather at more reliable and representative groups of related jobs. We strive to identify the essential core competencies of job families. We then have that information confirmed by subject matter experts (SMEs) – a representative group of incumbent employees with relevant experience in the jobs – assess, alter as necessary, and confirm that the competencies we have identified are an accurate description of the work they do. The results of this work can then be used by employers, educators, and community partners to improve each of their contributions to career pathway initiatives. In what follows we’ll take a close enough look at the three steps in the confirmatory job analysis process to provide stakeholders an overview of the process. STEP ONE: Preparation. In the first step of the Talxcellenz® job analysis process, we collect and organize O*NET data via the Talxcellenz® website to create job families that cover the jobs employers (or other partners) want to understand. We then conduct competency model research and prepare initial drafts of a series of documents to be used in the SME sessions with incumbent employees. Creating Job Families A job family is a set of jobs that are logically grouped by similar job characteristics such as knowledge, skills, abilities, behavioral skills, training requirements, education level, compensation and other factors. Well-designed job families are organized so that each job occurs in only one job family in each sector and is never placed in multiple job families. A single job family, however, may sometimes include job codes from different departments within an organization.1
1 See MRI’s Research Brief “How to Create Uniform Job Families Across US Economic Sectors” for more details about job families and our comprehensive job family list for the major industry sectors of the US economy.
Job Analysis and Validation | Page 3 of 12 Figure 1: 7-Step Career Pathway Diagram
Research Brief Metrics Reporting, Inc.
Competency Model Research Research and preparation are essential elements of the process, and there are rarely cases where it would be advisable to define the job from scratch. The purpose of this phase is to conduct research to gather, clarify, and document already available information about the jobs in the job family in order to work as efficiently as possible. Prepare Initial Drafts of SME Documents We leverage O*NET data to prepare the following documents: Job Family Definition: Job families are defined by a short list of O*NET occupations (3 to 5) that best describe the jobs in the job family. A definition document is created by listing the O*NET information for each of the occupations. See Figure 1.
Job Family Definition for: Industrial Maintenance Mechanic The job family of Industrial Maintenance Mechanic is defined as a group of jobs that generally fall within the definitions of the following O*NET occupations. The occupational competencies list, foundational competencies list, and tools and technology list prepared for the job analysis session with subject matter experts (SME) are a combination of the relevant O*NET data for these codes:
49-9071.00 - Maintenance and Repair Workers, General Perform work involving the skills of two or more maintenance or craft occupations to keep machines, mechanical equipment, or the structure of an establishment in repair. Duties may involve pipe fitting; boiler making; insulating; welding; machining; carpentry; repairing electrical or mechanical equipment; installing, aligning, and balancing new equipment; and repairing buildings, floors, or stairs. Sample of reported job titles: Building Maintenance Mechanic, Building Mechanic, Equipment Engineering Technician, Facilities Manager, Maintenance Engineer, Maintenance Man, Maintenance Mechanic, Maintenance Supervisor, Maintenance Technician, Maintenance Worker
49-9041.00 - Industrial Machinery Mechanics Repair, install, adjust, or maintain industrial production and processing machinery or refinery and pipeline distribution systems. Sample of reported job titles: Fixer, Industrial Machinery Mechanic, Industrial Mechanic, Loom Fixer, Machine Adjuster, Maintenance Mechanic, Maintenance Technician, Master Mechanic, Mechanic, Overhauler
Figure49- 9043.001: Partial - Maintenancelist of occupations Workers, that define Machiner the joby family. Lubricate machinery, change parts, or perform other routine machinery maintenance. Occupational Competencies (Task List) are the technical knowledge and skills that are Sample of reported job titles: Lubricator, Machine Repairer, Maintainer, Maintenance Electrician, Maintenance alignedMan, Maintenance with each Mechanic, job family. Maintenance The measure Technician, of a Maintenancesound job analysisWorker, Oiler, is a Overhaulervalid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations.49-2094.00 - Electrical andThe Electronicstask list is Repairers, based Commercialon Detailed and Work Industrial Activities Equipmen t (DWAs) from the O*NET GeneralizedRepair, test, adjust,Work or Activities install electronic (GWA) equipment, taxonomy. such as This industrial is one controls, level transmitters,more general and thanantennas. the “tasks” containedSample of inreported O*NET. job Because titles: Control we Technician, are working Electrical with and job Instrument families Mechanic,rather than Electrical individual and Instrument jobs, Technician (E&I Tech), Electrical Maintenance Technician, Electrical Technician, I&C Tech (Instrument and Control thisTechnician), higher level Instrument of generality and Electrical promotes Technician greater (I&E Tech), agreement Repair Technician, among Service SMEs Technician, and is more Technical useful forSupport education Specialist and community partners that provide job training. Employers use these lists
Job Analysis and Validation | Page 4 of 12
Job Family Definition Industrial Maintenance Mechanic Page 1 of 1 Research Brief Metrics Reporting, Inc. to improve job descriptions and, more importantly, to communicate these competency requirements to education & training partners. See Figure 2.
Talxcellenz® - Occupational Competencies List - Human Resources
O*NET Occupation Titles (O*NET Code): Human Resources Specialists (13-1071.00); Human Resources Managers (11-3121.00); Administrative Services Managers (11-3011.00); Training and Development Managers (11-3131.00) Generalized Work Intermediate Work Detailed Work Activities O*NET Tasks Key: Major Groups Minor Groups Activities (GWAs) Activities (IWAs) (DWAs) (Supporting Details) Instructions: Review, confirm, or edit the numbered tasks below (DWAs).
Information Input - Where and how are the information and data gained that are needed to perform this job? Looking for and Receiving Job-Related Information - How is information obtained to perform this job? Getting Information - Observing, receiving, and otherwise obtaining information from all relevant sources. Collect data about consumer needs or opinions. 1. Conduct opinion surveys or needs assessments. Analyze training needs to develop new training programs or modify and improve existing programs. Confer with management and conduct surveys to identify training needs based on projected production processes, changes, and other factors. Investigate incidents or accidents. 2. Investigate industrial or transportation accidents. Investigate and report on industrial accidents for insurance carriers. Interview people to obtain information. 3. Interview employees, customers, or others to collect information. Figure 2: Partial occupational competencies list (task list) for the human resources job family. The Tools and Technology List is a straightforward list of tools and technology used in the specific job family under review. This list is helpful for updating job descriptions and for education and training purposes. We have found that the tools and technology lists in the O*NET require editing to update them to reflect current technologies. They are a very useful starting point for SMEs to create an accurate list of tools and technologies important to the job family. See Figure 3. Copyright © 2019 by Metrics Reporting, Inc. Talxcellenz® - Occupational Competencies List - Human Resources 2/1/19, Page 1 of 1 Type Title Example Tools Scanners Scanners Tools Special purpose telephones Multi-line telephone systems Tools Tablet computers Tablet computers Tools Touch screen monitors Touch screen monitors Tools Voice mail systems Voice mail systems Technology Accounting software Accounting software Technology Accounting software Accounts payable software Technology Accounting software Accounts receivable software Technology Accounting software Allscripts Professional PM Technology Accounting software Automated billing software Technology Accounting software Billing software Technology Accounting software Bookkeeping software Technology Accounting software Brightree software Technology Accounting software Fund accounting software Figure 3: Partial Tools and Technology list for the Customer Services job family at a healthcare employer. GE Healthcare Centricity Practice Technology Accounting software software Technology Accounting software Job IntuitAnalysis Quick andBooks Validation | Page 5 of 12 Technology Accounting software Intuit QuickBooks software Technology Accounting software Medical billing software Technology Accounting software NDCMedisoft software Technology Accounting software Prime Clinical Systems software QMSoftware Receivables Technology Accounting software Management Technology Accounting software Sage 50 Accounting Technology Accounting software Sage Medical Manager Technology Accounting software Sage Peachtree software Technology Accounting software Seasoft software Technology Accounting software Siemens Soarian Financials Technology Accounting software Thomson Reuters Elite Enterprise Technology Analytical or scientific software Minitab software Patient satisfaction assessment Technology Analytical or scientific software software Technology Analytical or scientific software SAS software Technology Analytical or scientific software SPSS software Technology Analytical or scientific software StataCorp Stata Technology Backup or archival software Veritas NetBackup Technology Business intelligence and data analysis software IBM Cognos Impromptu Oracle Business Intelligence Technology Business intelligence and data analysis software Enterprise Edition Technology Calendar and scheduling software Appointment scheduling software Electronic calendar management Technology Calendar and scheduling software software Technology Calendar and scheduling software IDX Groupcast MD Synergy Medical Appointment Technology Calendar and scheduling software Scheduling Technology Calendar and scheduling software Scheduling software Technology Calendar and scheduling software Siemens Soarian Scheduling