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Overview

Job analysis is the foundation for setting up HRM systems in an organization. Just as you cannot construct a good building without a solid foundation, similarly HRM systems be- come nebulous without the aid of job analysis. It is used in HRP, corporate restructuring,

recruitment and selection, T & D, performance management, and compensation and reward systems (Armstrong, 2009; Dessler, 2010; Prien and Roman, 1971; Sackett and Laczo, 2003; Schuler, 1987).

Broadly defined, job analysis involves collecting data about observable job behaviours and delineating the knowledge, skills, abilities, and other characteristics needed to perform the job (Cascio and Aguinis, 2010).

The use of technology is changing the nature and execution of many areas of HRM prac- tice, and particularly job analysis. Use is being made of online assessments, online data ware- houses of traditional models and competency models, web-based focus groups, and online surveys to gather data from Subject Matter Experts (SMEs) and incumbents (Bartram, 2004; McEntire et al., 2006; Reiter-Palmon et al., 2006). In the context of competency models, a

2 JOB ANALYSIS

After reading this chapter, you will be able to:

1. Understand the relevance of job analysis, job descriptions (JDs), and job specifications 2. Identify the techniques for obtaining job information 3. Chart out a plan for job analysis in your organization, given the organizational needs

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debate is still on regarding the replacement of traditional job analysis by competency model- ling. Additionally, some researchers have pointed out that competency modelling is consid- erably less rigorous and often fails to achieve the levels of reliability and validity attained by job-analytic methods (Lievens et al., 2004; Lievens and Sanchez, 2007).

The need for strategic job analysis is becoming more apparent because of the dynamic nature of modern-day organizations (with a greater reliance on rapidly changing project teams) and as organizations try to hire, train, and appraise the performance of new positions (Sackett and Laczo, 2003; Sanchez and Levine, 2001).

With increase in the use of technology in the workplace, today’s jobs contain more cogni- tive complexity than ever before (Bartram, 2004). In an effort to best select and appraise the performance of today’s workers, cognitive task analysis, that is, the identification and analysis of cognitive processes that underlie task performance has been offered as a supplement to traditional task analysis (Chipman et al., 2000; Sackett and Laczo, 2003). Some studies have even demonstrated the impact of cognitive task analysis on performance (Lee, 2004). There is, as of yet, no agreed-upon method for conducting cognitive task analysis. However, Yates (2007) has developed a taxonomy of cognitive task-analysis methods that is of interest.

This chapter deals essentially with the traditional methods of doing job analysis. It also seeks methods of conducting job analysis with relatively low resource requirements. Conducting job analysis is extremely beneficial in setting up an HRM-systems framework.

The aim of the next section is to familiarize you with some of the basic concepts.

Key Terms and Concepts

Job analysis is the process of gathering information about a job. It is an attempt to delineate in words the things that employees do in performance of their duties in an organization. It indicates what activities and accountabilities the job entails. It is the process of studying and collecting information relating to the operations and responsibilities of a specific job (Arvey and Mossholder, 1979; Brannick and Levine, 2002; Wilton, 2011). Its reliability varies de- pending upon the method and process used (Dierdorff and Wilson, 2003; Levine et al., 1983; Mathis and Jackson, 2010; Morgeson and Campion, 2000).

Products of Job Analysis

There are various methods of conducting job analysis. Depending upon the method used, different products can be derived from the effort. The most frequent and commonly used products are JD and ‘job specification’ (Stone and Yoder, 1970).

Job Description

A JD is a written statement describing what an employee does in an organization. It in- cludes information about the employee’s job, but its focus is on depicting the duties and Co py ri

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Chapter 2 Job Analysis  13

responsibilities the employee is expected to execute for the organization. It profiles the major components of a job’s structure. To cover all facets and describe everything about a job is not necessary and may not be practical since every job has unplanned components. Key elements of the make-up of the job and the physical and social environment in which the tasks are performed are generally included in a JD. It should be noted carefully that a JD is attached to the position and not to an employee (Berenson and Ruhnke, 1966). For example, an executive may be performing the jobs pertaining to ‘credit’ as well as ‘risk management’ since the executive responsible for risk management may be on leave. In such a case, two JDs should be prepared: one pertains to ‘credit’ and the other to ‘risk management’.

Relevance of Job Descriptions

1. They are the basic building blocks Based on the vision, mission, goals, and objectives of an organization, various jobs

are created to help achieve the same. In other words, each job is part of the total sys- tem. JDs are important because they delineate how each part would add up to form the overall picture. To assure that different parts of the organization pull together to achieve the vision, mission, objectives, and goals of the organization, each job must be carefully designed and integrated with the others. A good JD is therefore a strategic tool.

2. They are basic determinants of performance Performance can be delivered satisfactorily only if a job is described properly and the

job incumbent is aware of what she is supposed to do. Far too often the employees in developmental organizations bemoan the fact that had the management described the job accurately in detail at the onset, their performance would have been much better.

3. A strategic tool Good JDs go a long way in helping management achieve their strategic aim of mission

and target achievements. 4. Removes ambiguity It gives an employee direction. Since expectations from an employee at least in terms

of behavioural expectations are clear, performance can be measured more accurately and employee motivation enhanced. When jobs are ill-defined, there may naturally be occurrences, on the part of employees, where they engage in actions and behaviour that may not be consistent with organizational aims and objectives (Grant, 1988; Grant, 1989).

Job Specification

It is also sometimes referred to as the person specification. It details the kinds and levels of knowledge, abilities, skills, and other characteristics (KASOCS) that a person must possess Co py ri

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in order to perform the job up to the standard. Knowledge refers to an organized body of information applied directly to the performance of the function. Ability refers to a demon- strated competence to perform an observable behaviour or a behaviour that results in an observable product. A skill is a competence to perform a learned psychomotor act and may include manual, verbal, or mental handling of data, people, or things. Other characteristics include personality factors, attitudes, aptitudes, and physical factors needed for job perfor- mance (Ghorpade, 1988).

Relevance of Job Specification

1. Helps the organization find the right candidates: An accurate job specification helps the organization in finding the right candidates for the jobs and, thereby, reduc- ing both Type 1 and Type 2 errors in the selection process.

2. Helps in the promotion process: Often organizations make the mistake of promoting employees who have performed well in the present job. What is not often seen is whether the employee has the right KASOCS for the next position. Not only does the organization loses a good performer at the current job but also gains a poor performer. Use of job specification as a promotion tool helps rectify the error.

3. Is a career-path tool: If KASOCS at different levels and designations are made clear to the employees, it becomes a career-path tool. The employee knows what capacity to build up in order to attain what level in the organization.

Another product of job analysis is job evaluation.

Job Analysis Methods

The methods that analysts, consultants, or managers can use to determine the JD as well as the job specification include the following:

1. Interview Method: In this method, the job holders are selected and interviewed in depth. The results of these interviews are combined and distilled into a single job analysis. The disadvantage of using this method is that it is time-consuming, costly, and the quality of the final analysis depends upon the competence of the analyst. It is, however, very effective for assessing what a job entails.

2. Observation Method: Using this method, the analyst observes job incumbents, di- rectly or alternately, reviewing video clippings of the daily tasks. It is a good method for the analysis of manual tasks. It also provides for a deeper understanding of job duties. For most managerial jobs this method is not very effectual if used singly and not in combination with other methods. Furthermore, observations should be over a period of time as otherwise distortions may occur.

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3. Structured Questionnaire Method: Job incumbents are given a structured question- naire on which they check or rate items they perform on their job from a long list of possible task items. However, unique features of a job may be overlooked.

4. Diary Method: This method requires job incumbents to record their daily activities. Since it is written in terms familiar to job incumbents and their supervisors, the data may be easier to use. It may also provide insights into the reasons for job activities. However, it is time-consuming and the records may be biased.

5. Extant Data/Background Records: This method requires review of relevant ma- terials including policy documents, operation manuals, HR manuals, organizational charts, training manuals, organizational policies and procedure manuals, and existing JDs, if present. This method provides the analyst with preliminary job information that can therefore be used with other methods.

6. Critical Incidents: This method involves behavioural examples of exceptionally good or poor performance, the context in which they occur and the consequences. The advantage of this method is that it can readily be used for performance ap- praisal and training purposes. It may also provide crucial insights about jobs and the job-related expectations from the incumbents (Cascio and Aguinis, 2010; Guian, 1976).

Uses of Job-analysis Information

Recruitment and Selection

Proper job specifications help in:

1. preparing specifications in terms of competencies, experience, education, etc., for re- cruitment of potential candidates;

2. constructing tests for selection; 3. other modes of selection too, for instance, preparing structured interview formats, etc.; 4. providing validation of hiring procedures; 5. reducing Type 1 and Type 2 errors in selection; 6. enhancing equal employment opportunity.

Wages, Salary, and Rewards

Job evaluations conducted on the basis of JDs and job specifications help in:

1. setting wage and salary levels; 2. formulating incentives; 3. establishing performance pay; 4. determining profit-sharing.

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Career Planning

1. Match people with the jobs 2. Proper structuring and restructuring of jobs since job analysis can help ensure delinea-

tion of:

a. task identity; b. autonomy; c. variety; d. responsibility; e. working environment.

3. Outcomes of JDs and job specifications help in vocational counselling 4. Aid in formulating promotion, job rotation, and transfer policies

Performance Management

It helps strengthen the pillars of performance management, namely, planning performance, managing performance, and reviewing performance.

1. Establishing individual, work group, organizational objectives 2. Describing job expectations 3. Planning competency improvements 4. Describing tasks 5. Professional T & D planning 6. Setting performance standards 7. Establishing responsibility 8. Establishing authority 9. Feedback and day-to-day planning 10. Performance measurement and review 11. Promotion/job enrichment

Workforce Utilization

1. Avoiding task duplication 2. Controlling quality 3. Controlling costs

Employee Induction

1. Providing realistic picture of job requirements and expectations (Aswathappa, 2006; Beach, 1985; Flippo, 1984; Monappa and Saiyadain, 1979)

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Practical Guide on Building Job Descriptions and Job Specifications

The process outlined below relies on inferential techniques in addition to other parameters to arrive at the JDs and job specifications. It suggests using a mix of methods that have been described previously. The process and guide given below is suggestive only and should not be seen as a prescriptive tool for all situations.

Stage 1: Background Work

1. Understand the vision, mission, objectives, and goals of the organization. 2. If there are group organizations, understand the vision, mission, and goals of each of

them. 3. Review all extant literature about the organization, including websites, brochures,

manuals, etc. 4. Understand the organizational structure, reporting relationships, concept of work

groups/teams, if at all in the organization. 5. Know the designations/positions at the managerial, executive, and assistant levels of

the organization. Also know the employee strength at various locations.

Stage 2: Leadership Support and Perspective

1. Sell to the senior management the importance of building the JDs and specifications. Explain the concepts, the expected results, time frame for the study, costs involved, and the methodology. Explain the benefits to the organization as well as the various linkages, for example, performance management, that are sought to be built (Semb et al., 2000).

2. Talk to the leaders of the organization and find out their perspective, aims, and ideas related to the short, medium, and long-term goals of the organization. This will have a direct impact on the targets, goals, and performance objectives of work groups, teams, divisions, departments, and even group companies.

3. Identify the uses to be made of the job information. Basically, this amounts to pinpoint- ing of the problems that are to be resolved through job analysis. If, for instance, the or- ganization wishes to use the analysis for deciding salary- or wage-related issues, then the mode in which data is to be collected changes with more emphasis on the quantification of data. If the usage of data is primarily for wages and salary, then ready-made question- naires, such as the Position Analysis Questionnaire, may be of more utility.

4. Identify the jobs to be analysed. 5. Try and get an employee sufficiently high up in the organizational hierarchy involved

in the process. While mostly such a job is usually entrusted to someone from the HR

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department, it would not be a bad idea to involve someone from operations. It is necessary to understand here that support services such as HR, finance, etc., are built around the operations of the organization.

Stage 3: Design Phase

These are the preliminaries; they determine the ‘what’ and ‘why’ of the undertaking. The fol- lowing types of issues are resolved at this stage:

1. Demarcation of the types and scope of information to be gathered 2. Assignment of responsibility for the conduct of the activity

In this phase, the various methods that shall go into the analysis are decided. For in- stance, based on the resources available in the organization, you could decide to use inter- views, questionnaire, and extant data/background records. A sample questionnaire is given as Exhibit 2.2.

This information defines the type of information that is to be gathered and the scope of the effort. The jobs to be analysed are then selected and responsibility for its conduct is assigned.

Stage 4: Pilot Study

At this stage, the reliability and validity of the different tools to be used in the study should be determined. Also check the difficulties of the employees by testing a small sample size of the intended population to be covered in the study, with the tools if any.

Stage 5: Administrative Phase

This relates to the ‘how’ of the activity and calls for the resolution of the following concerns:

1. Selection of sources of information. Some sources are as follows:

a. Current incumbents b. Employees who have held the position in the past c. Supervisor/manager of the proposed/established position d. Team members of the proposed/established position e. Employee from another work area with a similar position f. Performance plans and key performance indicators of current incumbent(s) g. Workforce plans h. Operation manual

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i. Programme timetables j. Customer feedback forms k. SMEs l. HR staff

2. Selection of the analysis techniques (if not provided for in the system used) 3. Here the choice before the organization is to do the job analysis in-house, hire out-

side consultant(s), or go in for a ready-made system. One thing needs to be stated out here. If internal analysts are to be used, then providing proper training to them is essential. It has been observed that using a mix of methods that had been outlined earlier provides for rich data and, hence, leads to more valid and reliable JDs and specifications.

Stage 6: Initiation and Data Gathering

Initiation

1. Out here do not start with operations, although it would be the most tempting thing to do! Attend to the support areas, such as HR or any other department, whose work you are most familiar with.

2. Take the help of the head of the department/work group whose analysis you are about to start. This shall ensure that person’s support, and also help in smoother work prog- ress and implementation.

Data Gathering

Job analysis must provide answers to the following fundamental questions:

1. Job purpose—why does the job exist? It should not be assumed that a job that is there needs to continue or at least continue in its present form. The purpose of the job may change or cease to exist. The change may occur due to the organizational strategy, technology, new working practices, or changes in legislation. As far as different parts of the job are concerned, it needs to be established that all activities are essential to the overall purpose of the job.

2. Defining the job—what is done? In this, what is required is:

a. The position of the job in the organizational hierarchy. b. Who will the position report to? c. Will any positions report to this position? d. An overall summary of the job. e. What are the major accountabilities of the job? f. What are the daily duties and responsibilities?

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g. What are the weekly duties and responsibilities? h. What are the monthly duties and responsibilities? i. What are the seasonal duties and responsibilities? j. What are the quarterly duties and responsibilities? k. What are the annual duties and responsibilities? l. What are the major accountabilities of the job? m. What is the supervision given and received by this job? n. Who are the clients for the job and what are their needs? o. What communication and its level for internal and external contacts are required

of the position? p. Level of mental stress.

3. Physical demands and environmental conditions What physical demands are essential for the job in terms of

a. standing, b. walking, c. climbing, d. kneeling, e. bending, f. level of physical stress, etc.?

What environmental conditions are essential parts of the job?

a. Heat b. Dust c. Noise d. Environmental/hazards exposure

Please remember to check and cross-check the above so as not to discriminate against people with disabilities.

4. Tools and equipment necessary to carry out the job What are the tools and equipments required to perform the job? It should be remem-

bered that sometimes some aspects may not be directly required but may be essential to enable the job to be performed. For instance, operations people in microfinance institutions may be required to drive a two-wheeler in the Indian subcontinent in or- der to service the customers. The different methods that can be used to carry out the job—for example, the use of information technology (IT), equipment required, etc.— should be considered. Remember that modifications and equipment can be provided to help candidates with disabilities undertake the role.

5. Competencies required to perform the job What are the competencies in terms of knowledge, skills, abilities, and other character-

istics required to perform the job? The competencies could be listed as either manda- tory or desired. Similarly, the level of the competency should be labelled as either ‘ba- sic’ or ‘advanced’. It should also be noted as to which of the competencies are essential

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at the time of joining the job. Please refer to examples one to four in Exhibit 2.1 that serve to illustrate what has been mentioned above.

6. Work experience required in order to perform the job 7. Location of work—where? 8. Hours of work—when?

Most employees want to take part in decision-making about matters that affect their work. They also have valuable information to contribute. Employees are also far more likely to act on decisions that they have had a part in making. An interchange of ideas will allow for effec- tive involvement and motivation (Aldag and Brief, 1979).

Tips for Work Process and Analysis

1. Start at the bottom (lowest designation) and work your way up. You may decide to take the help of the questionnaire presented in Exhibit 2.2 in this chapter. You may decide to add/delete questions to suit the needs and requirements for the position.

2. If more than one position holder exists, then as a practical guide, leave out the person from whom you expect the maximum inputs for the end.

3. Explain the objectives of the study to the position holder and then start the exercise. Be prepared to explain sections of the questionnaire to the employee.

4. Account for as much diversity between the position holders as possible. For example, different locations, different profiles of employees holding the same position, etc.

5. On completion of the questionnaire of a few employees holding the same position, do a preliminary analysis and prepare a rough draft of the JD and job specification.

6. Use the rough draft and the other methods used previously on the rest of position holders of the job to arrive at the final JDs and specifications.

7. It shall emerge not infrequently that what the job incumbents are doing may be at variance with what can be inferred from the vision, strategy, mission, objectives, and goals of the organization. In such cases, it is worthwhile to bring the variance and dis- parity between the two to the notice of the senior management (Cucina et al., 2005; Morgeson et al., 2004).

Common Questions Encountered During the Job Analysis

Given below is a list of questions usually asked when administering the questionnaire. It would be prudent to prepare adequate and appropriate responses for the same.

1. What is the purpose of this questionnaire? 2. Who completes the questionnaire?

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3. How much time do we have to take to complete this questionnaire? 4. We have a JD which was prepared some years back. Why do we have to complete this

questionnaire? 5. Where can I find the form? 6. How do we complete the questionnaire? 7. I do not have a computer and do not know how to operate one. What do I do? 8. What if I have questions while completing the questionnaire? 9. I am new to this organization. What do I do? 10. Can we complete the questionnaire as a group? 11. The questionnaire looks complicated and I do not know how to complete it. What do

I do? 12. What happens after I complete the questionnaire? 13. How do I know that my superiors will not change the answers that I have submit-

ted? 14. Will it be used to lay off people?

Exhibit 2.1: Some Job Descriptions and Specifications

Example 1: Chief Operations Officer—XYZ Association

(Please note that XYZ Association, XYZ Foundation, and XYZ India Limited are different organizations. The vision of XYZ Association is ‘Our vision is to empower organic and bio- dynamic farmers and communities by facilitating education and promoting infrastructure, addressing local needs thus leading to holistic and sustainable development.’ It operates in the areas of education, health, microfinance, environment, youth, and infrastructure. XYZ Foundation provides funds to XYZ Association.)

Reporting To: President, XYZ Association Peers: None

Job Summary

1. Provide a strategic direction to the organization in synchronicity with the vision of the organization and under the directives of the managing committee and the president.

2. Act as a facilitator and coordinator between management, target group(s), and fund- ing agencies for successful implementation of projects/programmes.

3. Formulate strategies and plans for projects and interventions in all the core areas. 4. Manage the operations of all the core areas. 5. Develop good relationships with external stakeholders including funding agencies and

partner organizations.

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Duties and Responsibilities

Daily

1. Manage/oversee all day-to-day operations of XYZ Association, such as internal report- ing, project management, financial management, staff development and management.

2. Report to the president on daily operations and implement suggestions and guidelines given.

3. Oversee the daily progress and activities of the project officers based on monthly objec- tives and priorities of the organization.

4. Coordinate the further development and subsequent successful implementation of the follow-ups required for the ongoing project on the specific day.

5. Represent the organization to the farmers, communities, visitors, guests, and govern- ment department.

6. Attend to the problems of the project officers, administration staff, cluster leaders, animators, and the Mobile Hospital team.

7. Check and reply to the emails/other queries from the parent organization. 8. Direct the housekeeping staff and farm workers.

Weekly

1. Help the project officer and team members to make their weekly plans. 2. Review and oversee the implementation of the work of the project officers every week

and provide guidance required. 3. Meet and review the project Mobile Hospital with the doctor and the team. 4. Visit various projects in their critical phase or to do the management review. Meet

beneficiaries and to answer their questions.

Monthly/Seasonal

1. Prepare the newsletter and communicate it to the XYZ Foundation. 2. Review project control data and communicate it to the XYZ Foundation. 3. Prepare internal evaluation system (IES) and communicate it to the XYZ Foundation. 4. Meet cluster leaders and animators and provide necessary inputs and training. 5. Help financial department in quarterly financial audit in respect to the budget and

utilization. 6. Help project staff in their monthly planning. 7. Ensure that all grants and contracts are monitored with respect to the amount spend

vis-à-vis the allocated budget. 8. Ensure that targets are met of all the projects.

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9. Ensure reports are prepared in a timely manner for all the projects. 10. Organize quarterly meetings of the managing committee to protocol it, to present them

with the latest status of the work done, and to get direction for the further developments. 11. Conduct meetings with the training team and to get the decisions implemented. 12. Train personnel in conducting internal audits. 13. Prepare and conduct various baseline surveys to future project proposals. 14. Plan and implement the traineeship programme for foreign and Indian students.

Annual

1. Manage the organization in line with the organization’s strategic plan with the budget (five-year plan).

2. Prepare five-year plans under the guidance of the president and make realistic assump- tion for the budget and year plans.

3. Prepare project proposals and send it to the XYZ Foundation after approval of the president.

4. Prepare annual reports on organizational performance, given the strategic plan. 5. Provide operational support and advice for the effective implementation of all com-

munity projects. 6. Present the work of the organization to the parent organization and funding agencies. 7. Responsible for supporting the managing committee, call the annual general meeting

and ensure the documentation of the meeting. 8. Prepare annual magazine (newsletter) of the association. 9. Submit all legal returns of the organization to relevant authorities. 10. Help the president in recruitment of staff. 11. Help the president in conducting staff performance appraisals annually. 12. Implement and manage change in the organization. Support staff through this process. 13. Plan and implement various functions such as ‘open house’ and visitors’ programme,

and to present the work with various presentations, reports, and profiles. 14. Ensure documentation of the social audit. 15. Share a joint responsibility with the treasurer for ensuring that the organization se-

cures a clean audit report. 16. Prepare operation manuals for various community projects and get it understood and

implemented.

Major Accountabilities

Legal

Returns to the societies registrar office, returns to the authorities, other timely reports to the government authorities such as government school authorities/health department.Co py ri

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Financial

Get the annual and quarterly audit done. Prepare the annual budget and five-year plan with realistic assumptions.

Planning

Five-year plans, project proposals to the foundation to be sent before foundation’s meet- ings.

Communication

Communicate to the president and the managing committee the key issues and developments, timely communication with the funding organization on various information requested, that is, monthly newsletter, project control data, etc.

Management

Achievement of weekly, monthly, and annual targets as per plan(s).

Human Resource Development

Recruitment and selection of new staff, T & D of staff, staff appraisal, and motivating sub- ordinates.

Administration

Discipline and code of conduct to be implemented with general administration.

SA 8000

Help the organization to clear the surveillance audit every six months.

Social Audit

Ensure that the XYZ Association gets a clear audit report with no major non-compliances.

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Job Specification

Tools and Equipment

Use of Computer/laptop and projectors (Mandatory—Basic level—To be possessed at entry to the job)

Education

Postgraduation in social work/business administration (Desirable)

Training

1. Basic knowledge of social legislations and social problems relevant in society 2. Training in project management, knowledge and update on relevant practices in the

development sector

Experience Needed

A minimum of five years of experience in Non-governmental Organizations (NGOs)/Volun- tary Organizations (VOs), of which at least a year should be in a leadership role.

The experience must include:

1. Project management (Mandatory—Advanced level) 2. Experience of working with funding agencies (Mandatory—Basic level) 3. Experience of working with external auditing bodies (Desirable) 4. Financial planning and management (Mandatory—Basic level) 5. Internal control systems (Mandatory—Basic level)

Knowledge, Skills, and Abilities

1. Knowledge of the livelihoods of the people in areas of operation (Mandatory—Ad- vanced level)

2. Knowledge of basics of core areas, namely, education, health, infrastructure, environ- ment, livelihood interventions, and youth development, with respect to physical area of operation of the organization (Mandatory—Advanced level)

3. Project planning, monitoring, and implementation (Mandatory—Advanced level) 4. Knowledge of community-development activities and interventions (Mandatory—

Advanced level)

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Chapter 2 Job Analysis  27

5. Financial management: budgeting, record-keeping (Mandatory—Basic level) 6. Working knowledge of standard office computer packages and relevant databases 7. Leadership skills (Mandatory—Advanced level) 8. Networking skills (Mandatory—Advanced level) 9. Ability to work in a team (Mandatory—Advanced level—To be possessed at time of

entry to the job) 10. Knowledge of social research (Mandatory—Basic level) 11. Knowledge of a local language (Mandatory—Advanced level) 12. Knowledge of French/German (Desirable) 13. Verbal communication skills (Mandatory—Advanced level—To be possessed at time

of entry to the job) 14. Written communication skills (Mandatory—Advanced level—To be possessed at

time of entry to the job)

Example 2: Project Leader (Livelihoods)—XYZ Association

Reporting To: COO—XYZ Association Peers: Other Project Leaders

Job Summary

Promote livelihood initiatives amongst XYZ India–registered farmer families, in particular, and in the region of operation of the said organization, in general. Provide opportunities for income-generating activities according to capability to XYZ India–registered farmer families.

Aid and promote the formation of self-help groups (SHGs). Oversee the progress and activities of the existing groups. Organize people, especially women, through SHGs so that they can improve their social and financial condition in a positive and effective manner. Pro- vide administrative and technical support to these groups.

Promote microfinance initiatives of the SHG, including savings and credit. Monitor and implement programmes/projects/initiatives undertaken by the organization.

Monitor and implement livelihood programmes/projects/initiatives undertaken by the or- ganization. Collaborate with colleagues at unit and area, other organizations, and funding agencies for livelihood initiatives.

Duties and Responsibilities

Self-help groups

1. Monitor the Cluster Development Officer’s (CDO’s) identification of villages/places where SHGs can be formed.

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2. Instruct potential members about the benefits as well as duties and responsibilities of being a member of a SHG.

3. Assist the CDO to form the SHG. 4. Ensure that the CDO has completed the initial documentation of SHGs. 5. Pay surprise/planned visits during the monthly meetings of the SHGs and check:

a. Documentation of the minutes of meetings of the SHGs by the CDOs b. Minutes of meetings, individual ledger, cash book, etc. of SHGs c. Monthly report of the SHGs

6. Help the CDO to liaison with the banks for opening bank accounts and issuing re- volving funds to the SHGs (if required).

7. Coordinate and take part in T & D activities for the SHG members. 8. Network the different SHGs to form and develop federations/cooperatives/other

livelihood-based institutions. 9. Ensure that each SHG has at least one additional livelihood option. 10. Implement livelihood options made available by the association.

Interest-free loans

1. Ensure that the CDOs are following the right procedure for farmer identification and processing of applications.

2. Conduct surprise/planned visits to a select number of beneficiaries to ensure proper implementation.

3. Verify and collate the quarterly end-use reports of the CDOs. 4. Ensure loan recovery with the help of CDOs.

Village information centre

1. Keep up to date through the print and electronic media regarding benefits and mea- sures for farmers/villagers being declared by the State and Central governments.

2. Keep track of the association’s benefits and schemes for the XYZ India–registered farmers.

3. Disseminate relevant livelihood-related information to SHGs via the village informa- tion centres.

Handspinning project

Ensure that the handspinning pilot project of the organization functions smoothly, on sched- ule, within budget, and meets the expectations as per the yearly plan:

1. Plan monthly milestones and measure achievement vis-à-vis the same. 2. Plan for market linkages in coordination with superiors.Co

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3. Monitor the usage of assets and funds. 4. Achieve the annual targets. 5. Liaison with the partner organizations on a routine basis.

Food crops issues (wheat and soya processing)

1. Ensure that the food-crops purchase and marketing project is initiated and functions smoothly, on schedule, within budget, and meets the expectations as per year plan:

a. Plan monthly milestones and measure achievements vis-à-vis the same. b. In coordination with superiors, plan for market survey/linkages. c. Monitor the progress/work out the options. d. Monitor usage of assets and funds. e. Achieve the annual targets. f. Liaison with the partner organizations and potential buyers on a routine basis.

2. Develop a business plan for the development of a local body for the promotion of other crops.

3. Keep up to date the data of production, purchase, sale, marketing, and finances of the food crops.

Other project(s)

1. Identify income-generating and sustainable projects for the area. 2. Discuss the project proposal with senior management and get necessary approvals/

sanctions. 3. Conduct a pilot study and derive lessons for scaling up the programme. 4. The scaling up may involve some of the following:

a. Preliminary feasibility exercise. b. Preliminary environmental assessment exercise. c. Training the team members (internal and external) involved in the project. The

training involves the following:

 Information dissemination about the programme  Technical specifications and aspects of the programme  The advantages and strengths of the programme  Project execution details

5. Implement livelihood programmes/projects that have been identified and are being undertaken in the area.

a. Liaison with the collaborating organizations, funding institutions, and the inter- nal resource people for effective implementation of the project/programme.

b. Customer (SHG members/others) selection. c. Prepare an operations manual for the programme.Co

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d. Prepare training schedule for the customers. e. Conduct training programmes for the customers.

Monitoring

1. Conduct regular field visits. 2. Evaluate the plans versus actual accomplishments of the programme(s). 3. Ensure the quality of the input parameters. 4. Ensure that the market linkages are in place.

Documentation and reports

1. Document the programme initiatives and activities. 2. Send regular reports to the COO. 3. Prepare draft proposals for new programmes to be initiated or scaling up the existing

programmes.

Major Accountabilities

SHG’s

1. Meet targets with regard to number of SHGs and SHG members. 2. Ensure a low dropout rate of SHG members. 3. Ensure a high continuance rate of SHGs. 4. Meet targets of microfinance initiatives amongst SHG members. 5. Ensure that each SHG has at least one additional livelihood option. 6. Develop aforementioned SHGs through:

a. Annual/quarterly/monthly activity plan of each SHG and measuring progress vis-à-vis plan

b. Technical support c. Training and development d. Need-based financial assistance e. Activity documentation

7. Bringing the SHGs on a common platform (same or similar livelihood activities) to form federations or other macro institutions.

Interest-free loans

1. Ensure proper implementation of objective for which the loan was taken. 2. Ensure loan repayment.Co

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Livelihood interventions

1. Conceptualize livelihood interventions and get the same approved by the president and the COO.

2. Plan for and implement approved interventions. 3. Ensure timely fulfilment of project targets. 4. Manage implementation of intervention within the approved budget.

Job Specification

Education

Masters in Social Welfare (desirable)

Training Requirements

1. HRM (Mandatory—Basic—To be possessed at the time of entry to the job—Refresh- er course essential at the time of entry to the job)

2. Livelihoods:

a. Concept of livelihoods (Mandatory—Advanced—To be possessed at the time of entry to the job—Refresher course essential at the time of entry to the job)

b. Different livelihood options available in the area (Mandatory—Advanced—course essential at the time of entry to the job)

 Success/failure of different livelihood interventions tried out in the area (Mandatory—Advanced)

 Designing livelihood interventions (Mandatory—Advanced)  Monitoring and implementation of interventions (Mandatory—Advanced)

3. Basics of administration (Mandatory—Basic) 4. Microsoft packages such as MS-DOS, Word, Excel, and PowerPoint (Mandatory—Basic)

Work Experience

Experience in the developmental sector—related to livelihoods would be beneficial

Skills, Abilities, and Knowledge

1. Computer knowledge (Mandatory—Basic) 2. Ability to read, write, and speak in Hindi and English (Mandatory—Advanced—To

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3. Knowledge of local customs, practices, and livelihoods (Mandatory—Advanced) 4. Ability and willingness to travel to remote locations (Mandatory) 5. Administrative skills and abilities (Mandatory—Basic) 6. Skill in public dealing (Mandatory—basic) 7. Knowledge of monitoring and evaluating projects/programmes (Mandatory—basic) 8. Knowledge of NGOs/VOs/SHGs operating in area (Mandatory—High) 9. Counselling skills (Mandatory—Basic) 10. Basic accounting skills (Mandatory—Basic) 11. Ability to drive a two-wheeler (Desirable) 12. Knowledge of government schemes with particular reference to livelihoods (Mandatory—

Advanced) 13. Knowledge related to the following in area of operation:

a. Health (Desirable) b. Education (Mandatory—Basic) c. Livelihood (Mandatory—Advanced)

Example 3: Project Coordinator—Planning (NGO)

Designation of Immediate Superior Secretary

Peers Other Project Coordinators

Job Purpose

The job involves resource mobilization for different rural-development projects of the or- ganization. The project coordinator is responsible for identifying opportunities existing in the field in accordance with the objectives and philosophy of the organization, preparing project proposals and concept papers, and presenting the same to funding agencies for ap- proval.

Major Accountabilities

Accountabilities Percent Time Importance

Proposals Prepare quality project proposals and concept papers. Ensure a high ratio of proposals accepted and funded to proposals prepared. • Prepare and present project proposals • Prepare concept papers

35 High

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Accountabilities Percent Time Importance

Reports Review reports of different projects prepared by the project coordinators in charge of the projects. Revise and edit the reports wherever essential. • Ensure proper and timely reporting to the management • Ensure proper and timely reporting to the funding agencies • Ensure timely request for funds to the funding agencies • Ensure quality of reports of different projects sent to the

funding agencies according to the organizational guidelines

30 High

Assignments • Manage assignments allocated by the organization (need

based), such as different studies, projects, preparation of case studies, and workshops

• Assist as resource person for different training programmes within and outside the organization

• Taking part as a member of different committees

7.5 Medium

Training • Impart training to employees of the organization in the areas of:

○ Project management ○ Project appraisal ○ Writing project reports

• Impart training to the NGOs in the areas of: ○ Writing project proposals ○ Project management ○ Project appraisal ○ Writing project reports

7.5 Low

Total Time (20 percent Travel time + Meeting donor agency representatives, etc.)

100

Job Specification

Education

Postgraduate in Rural Development/Social Sciences/Master in Business Administration (MBA) (Desirable)

Training Requirements

1. Training on accounts settlement and accounts policies and practices followed by the organizationCo

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2. Writing concept papers and project proposals 3. Preparing reports including:

a. Project proposal b. Impact study c. Project documentation

4. Practical orientation on counselling 5. Use of computers including basic packages such as MS-Word, MS-Excel, and Power-

Point

Experience Needed

Two years of prior related work experience would be beneficial for this position

Knowledge, Skills, and Abilities

Knowledge

1. English and local language(s) (Mandatory—Basic—To be possessed at the time of entry to the job)

2. Fundamentals of financial management and accounting (Mandatory—Basic—To be possessed at time of entry to the job)

3. Economies of rural activities (Mandatory—Basic—To be possessed at the time of entry to the job)

4. Fundamentals of rural livelihood including agriculture (Mandatory—Basic—To be possessed at time of entry to job)

Skills and abilities

1. Leadership ability (Desirable) 2. Decision-making skills (Desirable) 3. Analytical ability (Mandatory—Advanced—To be possessed at the time of entry to the

job) 4. Ability to understand statistical data (Mandatory—Basic—To be possessed at the time

of entry to the job) 5. Verbal expression ability (speak or write English/local language words or sentences so

others will understand) (Mandatory—Advanced—To be possessed at the time of entry to the job)

6. Verbal comprehension ability (understand spoken or written English/local language words and sentences) (Mandatory—Advanced—To be possessed at the time of entry to the job)Co

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Example 4: Credit Plus Agent

Reporting To: Credit Plus Executive Peers: Other CPAs

Note: This agent-level position is not in regular employment of the company. This is a contractual employment.

Summary of Position

The Credit Plus Agent (CPA) is responsible for meeting the targets of credit and insurance services assigned to her or him.

Principal Duties

Livelihood Financial Services

Achieve the targets for number of livelihoods supported, including sub-targets for the poor and the women, as laid down in the annual business plan. Achieve growth and profit targets for the business lines as laid down in the annual business plan.

Credit Services

1. Build high-quality credit portfolio 2. Ensure prompt on-time repayments 3. Control over dues 4. Minimize the level of non-performing assets in the loan portfolio

Identify the Villages for Operation

(The villages have to be situated such as to have an operation radius as specified in the opera- tions manual or operations policy.)

1. Enquire the presence of other institutions/banks in the area. If banks/institutions are operational in the area, find out the details:

a. Interest rate b. Repayment percentage c. Number of defaulters

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d. Average loan size e. Gender-wise number of loan holders f. Penetration in the villages

2. Presence of moneylenders in the village(s) 3. Purpose for which loans are sought 4. Mode of money repayment 5. Existing farm and non-farm activities in the village(s) 6. Connectivity to the nearby village/nearest town

Based on the above parameters, take a decision and put it forward to the seniors for deci- sion on whether to lend to that village.

Developing Acquaintance with the Villagers

1. Have an informal chat with the villagers. 2. Visit the government officials to get the village-level statistics. 3. If satisfied of the potential, start building proposals.

Building Proposals

1. Find out the people who require loans. 2. Explain the terms and conditions for loan disbursement and recovery to the potential

customers. 3. Ensure that customers have understood those terms and conditions. 4. On acceptance of terms, fill up the registration form (family details, occupation,

etc.), followed by an application form (amount of loan, purpose of loan, and terms of repayment).

5. Forward the registration and application form to the reporting executive.

The above is assuming a new area. For an existing area:

1. Decide who is going to be a repeat borrower and also propose the amount of increase of loan size.

2. Conduct a due diligence test for a new customer as specified in the operations manual.

Recovery

Plan in a way that by any period prescribed by the organization, all the repayments are over and the rest of the month can be spent in other activities. The CPA has to:

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1. Meet borrowers repeatedly, reminding them about the repayment and being firm about the repayment amount and date.

2. Inform reporting executive about first-time overdue and chronic overdue problems. 3. Plan for overdue recoveries, either alone or in a team.

Monitoring End-use of Loan

Ensure that the loan is used for the purpose for which it is taken.

Insurance

Achieve the insurance targets as laid down in the business plan and follow the norms specified in the operation policy. Ensure customer satisfaction.

Livestock Insurance

1. Livestock-insurance certificate filling. 2. Tagging the animal with an insurance tag. 3. In the event of death of the animal, the CPA has to verify the death, get a veterinary

doctor to do the post-mortem and collect the certificate, as well as collect the tag from the animal.

4. He has to submit to the unit/reporting executive the tag, veterinary certificate, and insurance certificate.

Direct Sales

The CPA has to fill the proposal form along with the signatures of the customer, as well as take the necessary support documents from him or her.

1. Collect the premium from the customer and issue a receipt to the customer of the amount of the premium.

2. Deposit the Demand Draft (DD)/cash in the office.

Claims

In the eventuality of death of the borrower/customer, the CPA has to collect the original death certificates and supporting documents from the family and submit it to the office.

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Job Specification

Knowledge

1. Understand economics of rural activities. This may include:

a. Assessment of investment needs including working capital (Mandatory—Basic— Training after induction in job)

b. Profitability of activity, that is, revenue versus costs (Mandatory—Basic—Training after induction in job)

c. Marketability and competition (Mandatory—Basic—Training after induction in the job)

2. Knowledge about the mission, philosophy, and objectives of the organization (Mandatory—Basic—Training after induction in job)

3. Knowledge of the livelihood patterns in the area of operations (Mandatory—Basic— Training after induction in job)

4. Knowledge about the organization’s loan products and terms and conditions (Mandatory—Advanced—Training after induction in job)

5. Non-farm activities in the rural sector, including trading, service, and manufacturing (Mandatory—Basic—Training after induction in job)

6. Agriculture

a. Seasons b. Cropping patterns c. Soil type d. Agriculture allied

 Dairy  Poultry  Sheep/goat rearing  Piggery

Skills and Abilities

1. Ability to converse in the local language (Mandatory—Advanced—To possess at the time of joining the job)

2. Ability to travel 20–30 kilometres every day in a two-wheeler (Mandatory) 3. Ability to convince people (Mandatory—Advanced—To possess at the time of joining

the job) 4. Ability and willingness to learn (Mandatory—Advanced—To possess at the time of

joining the job) 5. Numerical ability (Mandatory—Advanced—To possess at the time of joining the job) 6. Calculate due amount, interest amount, insurance premiums Co

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Education

Standard 12th

Experience

No prior work experience is necessary. However, a person with a rural background and be- longing to the same area as the job requirement shall be desirable.

Exhibit 2.2: Job Analysis Questionnaire

Introduction

1. The purpose of this questionnaire is to gather information about your job and its duties, responsibilities, educational requirements, experience, etc. Responses must ac- curately represent the way the position is currently functioning.

2. We need your help to get an accurate description of your job since you know your duties and responsibilities better than anyone else. We are asking you to complete this questionnaire that asks for information about your job duties. The question- naire does not ask about your job performance, only what your job requires you to do.

3. Please use action verbs to begin sentences wherever applicable. A list of action verbs is given at the end of this questionnaire.

4. The questionnaire must be completed as thoroughly as possible, even if it seems that questions are duplicated.

Position Details

Position Title/Designation

Location (For example, Town/City)

Department

Division/Section

Supervisor(s) Designation

Designations and Number of People Reporting to This Position

Employee Name and Signature

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Summary Statement

Briefly describe the job’s primary purpose (the reasons for its existence) in a few sentences. Please take care to write the objective of the job as a whole.

Major Accountabilities

Please indicate here the ‘key’ things you are supposed to make sure to get done in this orga- nization. These are the major results or outcomes for which the management should hold you responsible.

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Duties and Competencies

Please summarize your primary duties and list the percentage of time taken to perform each duty; the importance of the duty; and the knowledge, abilities, and skills required to perform it.

Please note that the percentage of time should equal 100. Please also include travel time, break–rest time, on-the-job socializing, delay time, etc., as part of daily, weekly, annual duties. Use extra sheets if required.

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Daily Duties Percent Time

Importance (High, Medium, or Low)

Competencies (Knowledge, Abilities, Skills, and Other Characteristics)

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Weekly Duties Percent Time

Importance (High, Medium, or Low)

Competencies (Knowledge, Abilities, Skills, and Other Characteristics)

Monthly Duties

Quarterly/Seasonal Duties

Annual Duties

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Education

Check the box that indicates the minimum education requirements of this job. The require- ments are NOT NECESSARILY your education but the requirements of the job.

Less than High School (10th Standard)

High School (10th Standard)

Intermediate (12th Standard)

Bachelor’s Degree

Master’s Degree

Doctorate Degree

Vocational/Technical/Business School

Reasons for the above

List any related and job-required certifications, licences, or special training required for the job.

Certifications Licences Special Training

Prior Work Experience

What is the quantum of prior work experience required to perform effectively on this job. Please select only one box from the following.

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Less than One Year of Experience Required One to Two Years of Experience Required Three to Four Years of Experience Required Five to Six Years of Experience Required More than Seven Years of Experience Required

Please explain WHAT kind of prior work experience is required

Physical Demands and Environmental Conditions

Indicate how often the following physical demands are required to perform the essential job responsibilities.

Physical Demands

C/F /O/R Physical Strength

C/F /O/R Environmental Conditions

C/F /O/R

Standing Little physical effort Extreme heat Walking Light effort Extreme cold Climbing Medium effort Noise Balancing Heavy effort Vibrations Stooping Hazards Kneeling Any other (define)

Note: C=Constantly F=Frequently O=Occasionally R=Rarely (5–8 hrs./shift) (2–5 hrs./shift) (Up to 2 hrs./shift) (Does not exist as a regular part of the job)

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Other Physical Activities/Conditions

Describe any other physical activity/hazards or environmental/hazardous exposure, which is essential to this position.

Working Conditions

Please indicate the level which appropriately describes the work environment of the job. In selecting the appropriate level, select the conditions that are a normal part of the job.

Schedule

Please select the option that is most applicable

Routine shift hours. Infrequent overtime, weekend, or shift rotation. Some irregularity of hours because of frequent overtime, long hours, or rotation. Work demands and irregularity of hours create considerable inconvenience for home and social life, such as regular and frequent on-call availability. Nature of work frequently requires highly irregular and unpredictable or particularly long hours, such as attendance and participation at evening meetings, covering double shifts, etc.

Demands/Deadlines

Please select the option that is most applicable

Little or no stress created by work, colleagues, customers, clients, or public. Occasional stress due to deadlines or workload because of intermittent or cyclical work pressures. High volume and variable work demands and deadlines impose strain on routine basis or considerable stress intermittently; and/or exposure to demands and pressures from persons other than immediate supervisor.

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Work requires frequent, substantive contacts with people in highly stressful situations; delicacy and unpredictability of contacts routinely creates considerable strain or heavy stress regularly.

Explain (for both ‘schedule’ and ‘demands/deadlines’)

What is the amount of travel required for this position (both inter-city and intra-city)?

Interpersonal Skills

For both internal and external contacts, choose the words that best describe the nature or purpose of your contact from the following list of words:

1. Obtain or hand out information 2. Explain and exchange information 3. Handle complaints 4. Problem-solving for others 5. Interpret/resolve conflicts 6. Teach/train 7. Counsel 8. Mediate/negotiate

Internal Contacts

With whom do you regularly communicate inside the organization in order to perform your du- ties (that is, supervisor, head of department, head-HR, etc.)? How often do you communicate

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with the individuals (daily, weekly, monthly, etc.)? Please list contacts by titles or job groups rather than by names.

Contact Title/Job Group Nature or Purpose of Contact Explain

How Often?

External Contacts

With whom do you regularly communicate outside the organization in order to perform your duties (that is, donors, government officials, vendors, etc.)? How often do you commu- nicate with the individuals/groups (daily, weekly, monthly, etc.)? What do you communicate about?

Contact Nature or Purpose of Contact Explain

How Often?

Communication Skills

Writing Skills

Tick the ONE statement that best describes the typical writing skills required for your job.

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No writing required Complete forms using a few words or numbers, for example, taking telephone messages Write standard documentation using established formats, or document work performed, actions taken, or results by writing one or two brief sentences Compose moderately complex documentation of a routine nature (for example, documenting complex studies or summarizing annual department/section results) Compose sensitive, non-routine correspondence requiring tact and diplomacy Compose reports or summaries for which established formats do not exist Compose reports or summaries that require major analysis Compose major reports, policy or procedure manuals, proposal, and brochures

Explain

Records and Reports

What records or reports is one required to prepare as part of this job? To whom are these records/reports sent?

Reading Skills

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Read, write, and comprehend simple instructions, short correspondence, and memos. Read and interpret safety rules, operating/maintenance instructions, and procedure manuals. Write routine reports, correspondence, and speak effectively before both internal and external groups. Read, analyse, and interpret business manuals, technical procedures, and governmen- tal regulations. Read, analyse, and interpret technical journals, financial reports, and legal documents.

Explain

Mathematical Skills

What mathematical skills are required on the job?

Little or no mathematical work Adding, subtracting, multiplying, dividing Calculation of percentages, ratios, or averages Calculation using mathematical formulas or pre-established equations (that is, calculus, standard deviations, coefficients of variation, etc.) Identification and application of a wide range of mathematical or statistical concepts

Explain

Authority

Please explain the authority of the position with regard to the following:

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Item Explanation

Planning Work

Scheduling Work

Setting Objectives

Developing and Managing a Budget

Instructing on Work Procedures

Setting Work Standards and Procedures

Reviewing Work of Others

Training Employees

Counselling and Disciplining Employees

Appraising Performance

Hiring New Employees

Granting Overtime

Granting Time Off

Accountability

Please give examples of significant errors which could be made in your job and indicate the consequences, such as delays, financial loss, effect on others, disruption or delay of service, fraud etc.

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Are you responsible for the health, safety, and well-being of others? If yes, explain.

Are you accountable for the custody of money, securities, property, or other items of special value? If yes, explain.

Supervision

Supervision Received

Explain the supervision exercised over the post, for example, on which matters and with what frequency does the post receive direct instructions from the superior, what matters must first be referred to a superior/fellow employee/committee before proceeding, etc.

Supervision Given

Explain the supervision that the post exercises over other posts; for example, the extent to which it assigns, examines, corrects, or verifies work; deals with grievances and disciplinary actions, performance management, etc.

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Working Instruments

Describe briefly what machines, tools, and/or equipment you are required to work with on a reg- ular basis. Detail the level of expertise required for using the machine, tool, and/or equipment.

Machine, tool, and/or equipment Expertise

Are you required to clean, maintain, adjust, service, or repair any of the tools, equipment, or machines you have listed above?

Please give details.

Additional Information

Include any other information that will aid in the preparation of an accurate description of this job.

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Supervisor’s Review Section

Based on your understanding of the job as it currently exists, please review the employee’s response and provide your own comments in the space provided below. Please do not change the employee’s responses. The questionnaire is intended to analyse the job as it is currently being done and not how it might be done in the future. The employee’s level of performance in the job is not part of this review and is not to be considered.

Item Remarks

Supervisor’s Name: Title: Supervisor’s Signature: Date:

Subject Matter Expert’s Review Section

Item Remarks

SME Name:

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Attachment: Action Verbs

This list of action verbs can assist you in completing the Summary of Responsibilities section. These verbs are useful in identifying and defining job functions. Although many of the terms may seem obvious, definitions are provided in the interest of consistency.

Administer—Manage or direct the execu- tion of affairs. Adopt—Take up and practise as one’s own. Advise—Recommend a course of action; offer an informed opinion based on special- ized knowledge. Analyse—Separate into elements and criti- cally examine. Anticipate—Foresee and deal with in ad- vance. Appraise—Give an expert judgement of worth or merit. Approve—Accept as satisfactory; exercise final authority with regard to commitment of resources. Arrange—Make preparation for an event; put in proper order. Assemble—Collect or gather together in a predetermined order from various sources. Assign—Specify or designate tasks or duties to be performed by others. Assume—Undertake; take for granted. Assure—Give confidence; make certain of. Authorize—Approve; empower through vested authority.

Calculate—Make a mathematical computa- tion. Circulate—Pass from person to person or place to place. Clean—To remove dirt or make tidy. Clear—Gain approval of others. Collaborate—Work jointly with others; cooperate with others. Collect—Gather. Compile—Put together information; collect from other documents. Concur—Agree with a position, statement, action, or opinion. Conduct—Carry on; direct the execution of. Confer—Consult with others to compare views. Consolidate—Bring together. Construct—Build, make or modify. Consult—Seek the advice of others. Control—Measure, interpret, and evalu- ate actions for conformance with plans or desired results. Coordinate—Regulate, adjust, or combine the actions of others to attain harmony. Correlate—Establish a reciprocal relation- ship. Correspond—Communicate with.

Debug—To detect, locate, and remove mis- takes from a routine of malfunctions from a computer. Delegate—Commission another to per- form tasks or duties that may carry specific degrees of accountability. Deliver—Carry to intended destination. Design—Conceive, create, and execute ac- cording to plan.

Endorse—Support or recommend. Establish—Bring into existence. Estimate—Forecast future requirements. Evaluate—Determine or fix the value of. Execute—Put into effect or carry out. Exercise—Exert. Expedite—Accelerate the process or prog- ress of.

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Determine—Resolve; fix conclusively. Develop—Disclose, discover, perfect, or unfold a plan or idea. Devise—Come up with something new, perhaps by combining or applying known ideas or principles. Direct—Guide work operations through the establishment of objectives, policies, rules, practices, methods, and standards. Discuss—Exchange views for the purpose of arriving at a conclusion. Dispose—Get rid of. Disseminate—Spread or disperse information. Distribute—Deliver to proper destinations. Draft—Prepare papers or documents in preliminary form.

Formulate—Develop or devise. Furnish—Provide with what is needed; supply.

Implement—Carry out; execute a plan or programme. Improve—Make something better. Initiate—Start or introduce. Inspect—Critically examine for suitability. Install—To set up for use. Interpret—Explain something to others. Investigate—Study through close examina- tion and systematic inquiry. Issue—Put forth or to distribute officially.

Maintain—Keep in an existing state. Monitor—Watch, observe, or check with an eye to reaching agreement.

Notify—Make known to.

Operate—Perform an activity or series of activities.

Participate—Take part in. Perform—Fulfil or carry out some action. Place—Locate and choose position for. Plan—Devise or project the realization of a course of action. Practice—Perform work repeatedly in order to gain proficiency. Prepare—Make ready for a particular pur- pose. Proceed—Begin to carry out an action. Process—Subject something to special treatment; handle in accordance with pre- scribed procedure. Promote—Advance to a higher level or position. Propose—Declare a plan or intention. Provide—Supply what is needed; furnish.

Recommend—Advise or counsel a course of action; offer or suggest for adoption. Repair—Fix or make usable. Represent—Act in the place of or for. Report—Give an account of; furnish infor- mation or data. Research—Enquire into a specific matter from several sources. Review—Examine or re-examine. Revise—Rework in order to correct or improve. Schedule—Plan a timetable. Secure—Gain possession of; make safe. Select—Choose the best suited. Sign—Formally approve a document by affixing a signature. Sort—To separate or arrange according to a plan. Specify—State precisely in detail or name explicitly. Stimulate—Excite to activity; urge. Submit—Yield or present for the discretion or judgement of others. Supervise—Personally oversee, direct, inspect, or guide the work of others with the responsibility for meeting standards of performance.Co

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Train—Teach or guide others in order to bring up to a predetermined standard. Transcribe—Transfer data from one form of record to another or from one method of preparation to another, without changing the nature of the data.

Verify—Confirm or establish authenticity; substantiate. Write—To compose or draft.

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