Job analysis and a usable job description
Step 1 / 4·Three different things that get conflated
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Learning objectives — after this module you will:
- Separate job analysis, job description and job evaluation
- Write a five-part job description usable for several purposes
- Recognise what makes a JD useless
Three different things that get conflated
Clear up the terms before starting.
These three are closely related but answer completely different questions — and treating them as one thing causes a lot of trouble later, especially when you reach pay structure.
Three activities and their outputs
| Activity | Answers | Output |
|---|---|---|
| Job analysis | What does this role actually do, need, and own? | Raw data: tasks, frequency, requirements, working conditions |
| Job description (JD) | How do we write that up as a formal document? | A JD used for hiring, appraisal and training |
| Job evaluation | Relative to other roles, what is this one worth? | Points and a grade, forming the basis of the pay structure |
Always evaluate the JOB, never the PERSON
This is the single most important principle in the course. The question is 'what grade does this role sit at', not 'how good is A'. A strong performer in a low-graded role is still in a low-graded role — their reward belongs in performance pay or in moving to a bigger role, not in regrading the job.
Key takeaway: Analysis → description → evaluation are three activities, and you always evaluate the job, not the person.