This requires some objective method which can tease out the relevant job content factors which are most critical in their impact on success. This may sound simple, but seems to cause trouble.

The Nature of a job
Any job, regardless what, may be described in terms of four elements. These are input, process, output and context. These formed the backbone of the PAQ's analysis system.

Input describes acquisition processes be they in respect of materials, instructions, ideas or information. It includes all things which flow into a job's environment and which form a part of the overall job performance.

Process describes all actions taken within the job-context which contribute to the achievement of job objectives. This often describes the job in most people's minds as it tells you what the incumbent does. This will include the intellectual and physical process aspects.

Output describes the results of actions taken in the job and are often but not necessarily tangible. Generally these can be counted and it has thus been in this area that the majority of interest in job performance exercises.

Context describes the place where it is done and other environmental factors which impact on the job. These often include health and safety considerations along with other social factors.

KRA, KPA, CRA...
Key or criterion performance areas have long formed the backbone of our thinking of jobs. Let us define these as elements of the job which are critical to the successful attainment of the overall objective. It is important not to confuse most frequent activities with criterion performance areas as the really key actions in a job are often quite insignificant time-wise but have a huge impact on success. It is proposed that these key job elements may be described in terms of the factors mentioned above. So any particular KPA has elements of input, process and output occurring within a particular environmental context. These represent the actions taken in attaining the inherent objective within the KPA and are observable either directly or in terms of their results. In fact, we can determine levels of performance within these and use them directly in the assessment of work performance.

Incumbent specifications
The discussion thus far has dealt with describing work and thus allows us to create a job specification in terms of the four factors either organised around the KPAs or independent of them. The challenge comes in moving from this level to the next, employee specifications . These must describe specific attributes ideally found in people who will succeed in doing the job.

In terms of our general philosophy in this respect, people have to be described in terms of real competencies which are actually demanded by the job. This is fully in keeping with the requirements of the Equity Act and is thus not debatable.

Determining critical competencies
Competencies may be divided into three broad classes. The first is knowledge which is gained either formally or informally and which forms a knowledge-base required to perform in the job-context. The second is a group of skills which have also been attained either formally or informally and are distinct from knowledge in that they are directly resultant in outputs and are defined in the processes in the job. Lastly, there are demands in a job which relate to the person doing the job as a person. These temperament factors are less direct and underlie performance rather than directly determining its success. Yet, these factors are often critical in determining future job-satisfaction in the employee. Furthermore, relating to attitudes and values, they also determine "organisational fit" which is often more important in predicting performance than the ability to perform tasks in the job.

The Golden Keys
There are a number of interrelated but distinct applications of job analysis. Firstly, its importance in the hiring process is obvious and allows you to create criterion-based advertisements , assess applicants on their CVs and create interviewing schedules . In the second instance, it allows you to tell future employees what will be expected of them by means of the creation of a duty sheet . This allows both of you to perform a gap analysis which will indicate areas of necessary development. It clearly provides input to the job-grading process which represents the third key. As this has implications for the way in which the job is remunerated, the information relating to the system of grading which you use must be discerned. Lastly, successful job analysis leads directly to refined performance management as the criteria for success are described in the process.

It should be clear that the analysis and description of jobs is a critical process in an organisation and, given the structure of labour law in South Africa at present should be important to your organisation.