JOB ANALYSIS
have been correctly listed and o.k.’d by both workers and
supervisors, the next step is to determine their relative
importance and the amount of time spent on each. This
information is obtained by again interviewing the worker
and by watching him at work. Salesmen have been studied
in this way by going with them and making a time study of
the different phases of their work. The third step is to find
out just how the worker accomplishes each of his tasks.
This again involves personal interviews with workers and
observation of them at work.
Either method of analysis should be supplemented by all
the additional information which may be gathered from the
company records and from the literature.
All information should be placed in writing as soon as
obtained, and should be concrete, concise, and in minute
detail.
IMPORTANT POINTS IN JOB ANALYSIS
Confine yourself to the statement of facts.
Do not overlook anything. Before deciding not to investigate
 a point thoroughly, first make sure that it is not worth
investigating.
Do not tell the worker how to do his work.
Talk to the worker in his own language.
Do not confuse the work processes with the abilities
necessary to carry them on.
Do not confine the analysis to the work done by the
ablest man.
Do not argue with worker or supervisor regarding any
questionable point in the analysis.
The job analysis serves as a point of departure for several
 other preliminary steps which will be treated successively:
 the choice of a criterion of success, the selection of
men to be the subjects of the investigation, and the analysis
of abilities required for success. The first of these will be
the subject of the next chapter.

20