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Part 5: Useful resources

Sources of information

Information may already be available to assist with the job analysis. All information needs to be reliable and consistent with what is known about the role.

The following table lists different sources of information that may be useful in assessing new or existing roles.

Sources of information for job analysis
Source Existing role New role
Budget or Cabinet papers - Yes
Delegations held by role Yes -
Performance Agreement Yes -
Annual Report Yes Yes
Business Plans Yes Yes
Role description Yes Yes
Government or Ministerial Statements Yes Yes
Press Releases Yes Yes
New Policy Proposal documentation Yes Yes
Organisational Chart – existing or proposed Yes Yes
Structured interviews with Incumbent Yes  
Structured interviews with Manager Yes Yes
Structured interviews with Stakeholders/Peers Yes Yes

Interview example

Outline the purpose of the job analysis / role evaluation activity. Then, using a series of open ended questions, try to get a good understanding of the role itself. The following questions may be useful prompts:

  • Why does the role exist?
  • How many direct reports do you have and what is the nature of the work they undertake?
  • What level and position do you report to?
  • What are your responsibilities for managing budgets? How much? Are there grants involved?
  • What would you describe as the key responsibilities of your role?
  • Who are your key clients and stakeholders (both internal and external)?
  • Do you represent the agency in any capacity? If so, to whom and how?
  • Do you engage in negotiation or liaison in this role? If so, who with?
  • What kind of outcomes do you have the authority to determine on behalf of the agency?
  • What kind of meetings do you attend, inside and outside the agency?
  • What are the main challenges associated with this role (now and into the future)?
  • How much independence and autonomy do you have in your role?
  • How critical are the decisions that are made and the actions undertaken in this role?
  • What are the consequences of making the wrong decision?
  • What type of planning do you undertake in this role?
  • Describe the level of complexity you deal with in this role. Can you give us some specific examples that illustrate this complexity?
  • Does the role operate within a clearly defined framework(s)?
  • What are the key skills you use in your role?
  • What specific areas of role or technical knowledge do you require? Are there any mandatory qualifications?

Role evaluation checklist

Understand and analyse the role

Use at least two detailed and accurate information sources

  • Role description (for current roles)
  • Plus at least one other source(or interview)

Ensure accuracy of sources

  • Has there been major organisational change since the role description was created/last reviewed?
  • If yes have these changes impacted on the role?
  • If no have any other changes occurred in the work being performed by the employee?

Role purpose

  • Establish the role’s focus –i.e. why the role exists

Key responsibility areas

  • Key challenges now, and in the future
  • Main area(s) of responsibility and major or significant activities

Assess the role using the role evaluation tool

1. ‘Knowledge Application’

  • Areas of knowledge and/or skill essential to the role
  • Specialised knowledge?
  • Mandatory qualification(s)?
  • How is this knowledge used in doing the work?

2. ‘Accountability’

  • The accountabilities (apart from resource management) attached to the role
  • What are the key results for which the role is accountable?
  • To what extent is accountability for actions held solely or shared?

3. ‘Scope and Complexity’

  • The nature and variety of the role
  • In what way is the work complex of difficult?
  • What originality is involved in performing the work?
  • To what extent is there a need to integrate activities, policies, other work areas to provide outcomes?
  • What is the nature and scale of the risk to be managed?

4. ‘Guidance’

  • Does the role operate within clearly defined frameworks, policy or procedures?
  • What discretion is there in applying or adapting these frameworks, policy or procedures?
  • What extent is guidance given by a supervisor?
  • What opportunity is available to determine strategy and identify what work needs to be done?
  • To what extent is the work performed reviewed?

5. ‘Decision-making’

  • What types of decisions does the role deal with and how complex are these decisions?
  • Are decisions handled on the role’s own authority?
  • Does the role refer decisions to a more senior role within the agency?
  • What consequences does the decision taken have on the organisation?
  • What is the impact of the role on the immediate work area, program or agency?

6. ‘Problem Solving’

  • What types of problems does the role deal with and how complex are these problems?
  • Are problems handled on the role’s own authority?
  • What level of analysis or creativity is required to solve these problems?
  • To what extent is the role involved in generating and evaluating ideas and solutions?

7. ‘Contacts and Relationships’

  • Other than formal reporting relationships, who does the role work with inside the agency?
  • What meetings does the role attend (inside the agency and with external stakeholders)?
  • What kind of matters are dealt with as part of these contacts?

8. ‘Negotiation and Cooperation’

  • Determine the role’s authority to liaise and exchange information
  • Determine the role’s authority to negotiate outcomes on behalf of the organisational unit or whole of agency

9. ‘Management Responsibility / Resource Accountability’

  • Determine the variety of activities or functions performed by the employees being supervised and the level of integration required
  • Establish the nature and degree of direction, instruction and coordination required to be exercised
  • Determine the level of responsibility for managing the work performance of employees
  • What resources (apart from employees) is the role accountable for?
  • What is the impact of failing to properly control such resources on other activities or the organisation?

Record the results of the evaluation

  • The rationale behind the evaluation has been documented using the summary record sheet
  • The evidence demonstrates particular role activities and how these relate to the evaluation factor and associated work value description

Compare against the work level standards

  • The work level standard for the preliminary classification level selected has been reviewed
  • The duties and expectations of the role are an accurate reflection of the proposed classification decision and appropriately aligned to the work level standards
  • Where the preliminary assessment does not accord with the work level standards, the role has been re-evaluated or evidence has been provided to support the recommendation of an alternative classification decision

Assign the relevant approved classification

  • The classification decision-maker is satisfied that there is an appropriate degree of correspondence with the role evaluation and the work level standards or that sufficient justification has been provide to support and alternative outcome
  • The role is assigned an approved classification