1. Introduction
The purpose of this paper is to do a short job analysis. Robert D. Gatewood’s definition of job
analysis is “a purposeful, systematic process for collecting information on the important work-
related aspects of a job” (257). That being said, there is no standard way to do job analysis
(Gatewood 262). Several possible aspects of work-related information can be collected
including work activities, tools and equipment used in work activities, context of the work
environment and KSAs and other personal characteristics. Gatewood goes on to say that job
analysis has been used in areas such as compensation, training and performance appraisal. Job
analysis data are frequently used to identify KSAs needed for success in a job, to select or
develop predictors to assess important KSAs that can be administered to job applicants and
used to predict who will be successful in the job, and to develop criteria or standards of
performance that employees have to meet to be considered successful in their job (Gatewood
257). Gatewood also says that job analysis develops predictors and criteria which in turn
develops a job-related selection system to predict who can and who cannot do a job well
enough. This will result in a systemthat is deemed fair by the courts and job applicants. A job
analysis systemis “the foundation of the effectiveness of any HR selection system” (Gatewood
258), and has become “the focal point in the legal context of HR selection” (Gatewood 260)
with court cases such as Griggs v Duke Power Co. and Albemarle Paper Co v. Moody
emphasizing job analysis’ importance.

2. The Job
I selected the job title Global Compensation Manager at Atmel. I wanted to choose a job in
human resources in the corporate world because I have two possible paths or even a merged
path in mind for my career: to work in the corporate world in the human resources area and/or
work as a professor perhaps also in the human resources arena.
The Methods Used
I used a structured interview method with a single job incumbent Subject Matter Expert (SME)
named MiSook Chung. The interview method for job analysis is one of the most frequently
used, and can meet a broad range of purposes. When job analysis data is collected through
interviews they usually utilize a group or individual incumbents or supervisors (Gatewood 265).
The main assumption with this method is that participants know the job that is being analyzed
thoroughly (Gatewood 265-266). For this paper, the job analysis interview was conducted to
collect job information. However, a job analysis interview can also be used to clarify or verify
information previously collected and also to collect data for developing a selection system. The
interview can be used for a broad spectrum of jobs from those that are mostly physical in
nature to those that are mostly mental. The job analysis interview method can identify
activities that would normally be unobserved or happen over long time periods for those that
are knowledgeable respondents. Since one important step towards the interview being applied
effectively is to plan the interview (Gatewood 266), I wrote up the interview questions ahead of
time and also emailed MiSook the questions so she would be mentally prepared. Gatewood
also points out that the success of the interview depends to a large part on the skill of the

3. interviewer and important skills to possess for the interviewer include things such as “the
ability to listen, put individuals at ease, probe and prompt for answers from reluctant
interviewees and control the direction of an interview” (Gatewood 271). I embodied all these
skills so the job analysis.
Essential Job Functions (Duty Areas)
Essential job functions are those functions that the job cannot exist without. The essential job
functions of Global Compensation Manager are to manage the annual focal program (which has
to do with annual stock and bonuses), manage salary structure, benchmark jobs, manage and
review countries, look at market movement to make sure that Atmel is competitive, use reward
system to motivate employees such as through vesting period.
Job Tasks and Duties
Using O*Net I identified the necessary tasks for the position. I also added two tasks that MiSook
considered important (task number 1 and 2).
1 (not important)
2 (somewhat important)
3 (Important)
4 (Very Important)
5 (Extremely important)

4. Task # Task Source Rating Percentage of
Time used on
Task
1 Work with HRIS SME 3 4%
2 Work with outside
consultant
SME 4 6%
3 Serve as a link between
management and
employees by handling
questions, interpreting and
administering contracts
and helping resolve work-
related problems.
SME 2 2%
4 Analyze and modify
compensation and benefits
policies to establish
competitive programs and
ensure compliance with
legal requirements.
SME 5 30%
5 Perform difficult staffing
duties, including dealing
with understaffing,
refereeing disputes, firing
employees, and
administering disciplinary
procedures.
SME 2 2%
6 Plan and conduct new
employee orientation to
foster positive attitude
toward organizational
objectives.
SME 2 2%
7 Identify staff vacancies and
recruit, interview and
select applicants
SME 1 1%
8 Plan, direct, supervise, and
coordinate work activities
of subordinates and staff
relating to employment,
compensation, labor
SME 4 20%

5. relations, and employee
relations.
9 Plan, organize, direct,
control or coordinate the
personnel, training, or
labor relations activities of
an organization.
SME 4 10%
10 Represent organization at
personnel-related hearings
and investigations.
SME 2 1%
11 Administer compensation,
benefits and performance
management systems, and
safety and recreation
programs.
SME 5 20%
I identified the cutoff for a task to be considered critical as 3.0. This eliminated task numbers 3,
5, 6, 7, 10. These tasks will not move on to the task-and-competency linkage step.
Knowledge, Skills, and Abilities Used to do the Job
Gatewood defines knowledge as “a body of information, usually of a factual or
procedural nature, that makes for successful performance of a task” (327). Skill is defined as
“An individual’s level of proficiency or competency in performing a specific task. Level of
competency is often expressed in numerical terms.” (Gatewood 327). An ability is defined as “A
more general, enduring trait or capability an individual possesses when he or she first begins to
perform a task”(Gatewood 327).
Knowledge needed to do the job of Global Compensation Manager includes statistics,
compensation, performance management and psychology. Skills needed to do the job include
active listening, management of personnel resources, social perceptiveness, speaking,

6. coordination, critical thinking, reading comprehension, judgment and decision making,
negotiation, and complex problem solving. Abilities to do the job include inductive reasoning
and oral expression. MiSook said that everyone has strengths and weaknesses and not all the
traits specified on O*Net are necessary because you work in a team and leverage strengths-you
may not be good in one area but someone else in the team may be and vice versa. She said that
talking to others is a big part of what you do, so psychology and oral communication are
important.
Competencies Necessary for the Job
1 (not important)
2 (somewhat important)
3 (Important)
4 (Very Important)
5 (Extremely important)
Competency Source Importance Need at Entry Distinguishing
Value
Analytical Skills SME 5 Yes Yes
Oral
Communication
Skills
SME 4 Yes Yes
Written SME 5 Yes Yes

7. Communication
Skills
Interpersonal
Skills
SME 5 Yes Yes
Detail Oriented SME 5 Yes Yes
Logical SME 4 Yes Yes
Project Ability SME 4 Yes Yes
Adaptable SME 5 Yes Yes
I used a cutoff of 3.0 for competency importance. All competencies were above a 3.0 so all the
competencies moved on to the task-competencies linkage step. All competencies had need at
entry and distinguishing value.
Competency-Task Linkage
1 (not important)
2 (somewhat important)
3 (Important)
4 (Very Important)
5 (Extremely important)

8. Task Analytical
Skills
Oral
Communication
Skills
Written
Communication
Skills
Interpersonal
Skills
Detail
Oriented
Logical Project
Ability
Adapt-
ability
Work with
HRIS
3 4 4 4 4 4 4 4
Work with
outside
consultant
4 4 4 4 5 4 4 4
Analyze and
modify
compensation
and benefits
policies to
establish
competitive
programs and
ensure
compliance
with legal
requirements.
5 4 4 4 5 4 4 4
Plan, direct,
supervise, and
coordinate
work activities
of
subordinates
and staff
relating to
employment,
compensation,
labor relations,
and employee
relations.
2 3 4 4 4 4 4 4
Plan, organize,
direct, control
or coordinate
the personnel,
training, or
labor relations
activities of an
organization.
2 3 3 4 4 3 2 4

9. Administer
compensation,
benefits and
performance
management
systems, and
safety and
recreation
programs.
5 4 4 5 5 5 5 5
From the above task-competency linkage table most of the critical tasks are linked to the critical
competencies and vice versa, using the cutoff of 3.0.
Physical Requirements of the Job
MiSook said that the job is sedentary with the necessity of sitting for hours in a chair.
Equipment Used
MiSook said that the job requires a computer and/or laptop.
Supervision/Contacts for the Job
A network is beneficial for gaining job opportunities and gathering information. MiSook gave
me the contact of Jessi Kaur, a Senior Recruiter at Atmel with the phone number of (xxx)-xxx-
xxxx and work email of xxxxx and personal email of xxxxx@xxxxx.com. I had the pleasure of
speaking with her.

10. Career Path for the Job
Entry level can be either analyst or HR generalist and can lead up to the Vice President of
Human Resources. Knowledge of Human Resources is not necessary to get into the field, but is
necessary to help you grow.
Conclusion
There are limitations to the job analysis interview. It has a lack of standardization and it
is difficult to cover a large number of respondents. Important legal requirements of the job
analysis can also go unmet if documentation is not done thoroughly. The utility of the interview
can be measured by the skills and procedures followed by the interviewer. This technique can
take a lot of time and will not be cost effective if a lot of jobs need to be studied. Information
can also be distorted such as if the interviewee believes that overstating their work load will
help them get a raise (Gatewood 273).
Gatewood reaches the conclusion that a job analysis interview should not be used as a
sole method when the analysis is being used for selection purposes, though the interview data
is helpful when used as a supplementary source of information. The interview can be used for
identifying content for other job analysis methods for example the development of task analysis
inventories or the clarification of responses gained from other methods (Gatewood 273).
This paper can be supplemented by including observations of the job incumbent
working, having more questions for the job incumbent, having additional SMEs, and using an
additional job analysis method such as the PAQ (Position Analysis Questionnaire) or FJA

11. (Functional Job Analysis) to introduce more standardization. A multi-method job analysis
approach is preferable to a single method (Brumback qtd in Gatewood, 294), however if
differences in methods are not reconciled it may result in job analysis results to be open to
technical and legal challenges (Gatewood 294). This is important to keep in mind if a multi-
method job analysis procedure is undertaken to supplement this paper.

12. Works Cited
Gatewood,RobertD.,HubertS. Feild,andMurray R. Barrick. Human ResourceSelection. Mason: South-
WesternPartof Cengage Learning,2008.