This document summarizes a job analysis conducted for the crew member position at Trader Joe's in Gainesville, Florida. Data was collected through observations, interviews with a crew member and assistant manager, and an online survey completed by two crew members. The most essential tasks for crew members were found to be: unloading products from delivery vehicles, maintaining a positive customer service attitude during interactions, and processing customer transactions. Selection should focus on social and motivational abilities as most tasks involve interacting with others. Knowledge and skills requiring tools or equipment were deemed trainable after hiring. The job analysis will help Trader Joe's improve selection and training to ensure crew members provide customers with a rewarding shopping experience.
Impulse brinda servicios de implementación, integración y/o migración de HubSpot. Una solución de software de CRM completa que incluye herramientas para gestionar contactos, oportunidades, ventas y seguimiento de clientes, así como herramientas de automatización y análisis.
Además, ayuda a las empresas a diseñar estrategias de adquisición y retención de clientes, desarrollo de productos digitales, entrenamiento y soporte continuo para asegurar que obtengan el máximo retorno de su inversión.
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5️⃣Creación de nuevos canales de adquisición de clientes
6️⃣Programas de retención de clientes
KM tentunya dapat mengelola pengetahuan yang berada di dalam, di luar dan juga pengetahuan yang telah mengalami peningkatan ataupun perubahan ketika pengetahuan tersebut dipergunakan untuk mendukung aktifitas-aktifitas perusahaan, seperti pengembangan produk/service, pelaksanaan projek-projek perusahaan dsb.
Impulse brinda servicios de implementación, integración y/o migración de HubSpot. Una solución de software de CRM completa que incluye herramientas para gestionar contactos, oportunidades, ventas y seguimiento de clientes, así como herramientas de automatización y análisis.
Además, ayuda a las empresas a diseñar estrategias de adquisición y retención de clientes, desarrollo de productos digitales, entrenamiento y soporte continuo para asegurar que obtengan el máximo retorno de su inversión.
Desde el 2015, hemos ayudado a más de 50 empresas en Latam a desbloquear su potencial de crecimiento con HubSpot.
Trabajamos con las empresas líderes en B2C, B2B y SaaS.
Nuestros servicios incluyen:
1️⃣Soluciones de CRM basados en HubSpot
2️⃣Soporte Continuo en HubSpot
3️⃣Diseño de Sitios Web optimizados para la conversión
4️⃣Optimización de Operaciones basados en la automatización y análisis de datos
5️⃣Creación de nuevos canales de adquisición de clientes
6️⃣Programas de retención de clientes
KM tentunya dapat mengelola pengetahuan yang berada di dalam, di luar dan juga pengetahuan yang telah mengalami peningkatan ataupun perubahan ketika pengetahuan tersebut dipergunakan untuk mendukung aktifitas-aktifitas perusahaan, seperti pengembangan produk/service, pelaksanaan projek-projek perusahaan dsb.
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This research report pits Whole Foods against Trader Joe's. It details consumers' perceptions around the two grocers and the value proposition and how well they deliver on it. The report also takes a look at how consumers feel about the idea of Whole Foods new 365 stores.
Digital marketing strategy for Trader Joe's. Created for ADV 420 New Media Driver's License class at Michigan State University in the Fall of 2011. Presentation showcases how Trader Joe
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Petco: Success Stories for Driving Local Value for Your Brand - Organizationa...Rio SEO
Presentation by: Josh Slodki, Petco
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This research report pits Whole Foods against Trader Joe's. It details consumers' perceptions around the two grocers and the value proposition and how well they deliver on it. The report also takes a look at how consumers feel about the idea of Whole Foods new 365 stores.
Digital marketing strategy for Trader Joe's. Created for ADV 420 New Media Driver's License class at Michigan State University in the Fall of 2011. Presentation showcases how Trader Joe
It is a presentation about Human Resource Department About Levis Strauss & Co. which also includes its SWOT Analysis , CSR , Red Tap Foundation & Recruiting Process.
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Sea Food Restaurant is a seafood preparation and supply company based in Florence, Oregon, United States. The restaurant specializes in seafood dishes and seafood cuisine, such as shellfish and fish. Main course dishes include freshwater fish. The business is founded on the basis of preparing and serving fresh seafood, accompanied with drinks and other supplements. Additionally, the restaurant will provide retail sales of seafood that customers can prepare from the comfort of their homes. The company intends to take advantage of its close proximity to the lake to provide the most delicious sea foods to its highly esteemed customers across Oregon. Florence is a coastal city in the county of Lane. The location of the restaurant lies at the mouth of the Siuslaw River on the famously known Pacific Ocean, and it is also midway Coos and New point Bay, along the United States Route 101. The population of the region is approximately 9,466 people, according to the 2015 statistics, which means it is prime for business.
NAME:
INSTUCTOR:
DATE:
Assignment 4
LEADERSHIP & MANAGEMENT – LEADERSHIP CONSULTANT Analysis
Due Date: Week 9
Note: All scenarios in this assignment are fictional.
Real Business
It can be difficult for a business to improve how it operates from inside the organization. Sometimes, an outside perspective is needed. The large discount retail store you work for wants to improve its in-store restaurant management team.
Your Role
Companies like Target and Walmart often works with outside consultants—people who are not employees of the company but who are hired on a contract basis to help with a specific project. As a Leadership Consultant, you’ve been hired by a large discount retail company to help the company improve its leadership structure and approach to management.
What Is a LEADERSHIP CONSULTANT?
A leadership consultant is a person called in to a company, be it a large corporation or a small business, to evaluate how it operates and make recommendations for improvement. Leadership consultants are typically hired when a business is struggling and needs to make changes in order to remain profitable. Such consultants are often highly educated in the field of business and have experience in managerial roles.
Instructions
Step 1: ORGANIZATIONAL STRUCTURE
Take a look at the Organization Chart provided by the company.
· Based on your knowledge of hierarchies, would you say that this team has tall structure or flat structure?
Underline your selection:
Tall Structure
Flat Structure
Explain your answer.
Step 2: HUMAN RESOURCES
The company would like to improve the culture of its team and the quality of its work. Its leadership has provided you with a Process Chart detailing how it currently applies Human Resources best practices.
· What step of the Human Resources Cycle is missing? Explain why it is important to include this part of the process.
Note: You should complete Steps 3 & 4 after reading the material in Week 9.
Step 3:.
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Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
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Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
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Job analysis report
1. 2015
JOB
ANALYSIS
REPORT
Crew Member
Position
Trader Joe’s
Gainesville,
Florida
Table of Contents
v Executive
Summary…2
v Job Description…3
v Introduction…4
v Interviewing
Process…5
v Surveying Process…6
v Task Statements…7-9
v Worker
Characteristics…10-11
v Selection…12
v Training…13
v Conclusion…14
v Limitations…15
v Interview Format…16-17
v Critical Incidents…18
v Survey Initiation…19
v Survey Questions…20-23
v References…24
Jonathan Cowan & Alexis Fawcett
University of Central Florida
INP6058 Job Analysis Project
Information obtained in this
analysis is for academic purposes
only.
2. EXECUTIVE SUMMARY
Through empirically supported methods for selecting and training superior crew
members, Trader Joe’s customers can be provided with a rewarding, eventful, and
fun shopping experience.
The crew member’s job functions, tasks, and
characteristics were analyzed at the
Gainesville Trader Joe’s location. The
information enclosed in this report can be
used to provide a task-focused job
description and applied towards improving
selection and training practices.
Through observations and interviews with
Trader Joe’s crew members and supervisors,
the analysts developed a list of essential
tasks and characteristics for the crew
member position. The most essential tasks
for the crew member position were:
unloading products from delivery vehicles,
managing time efficiently while accomplish
assigned tasks, transporting product onto
the sales floor, conducting transactions with
customers, and maintaining a positive,
customer service-oriented attitude. Data
regarding the knowledge, skills, abilities, and
other characteristics required for crew
members can be used for selection and
training.
Selection
Ideal crew members will demonstrate a
positive, upbeat interpersonal style and have
a team- and customer service-oriented
attitude. Applicants will be able to deal with
potentially upset or dissatisfied customers,
and possess the ability to communicate
effectively. Applicants should be primarily
selected for the abilities that an effective
crew member possesses, and additional
training may not be necessary as these
characteristics should be readily available in
the current labor market.
Training
Training for crew members should focus on
developing job-relevant knowledge and skills
such as knowledge of Trader Joe’s products,
the point-of-sale system, store policies and
procedures, and the use of equipment, tools,
and machinery. Additional training for
abilities such as effective communication,
customer service, and time management
should not be necessary, but can be
implemented at management’s discretion.
Legal Considerations
Characteristics related to physical job
performance were deemed necessary for the
selection process, however their use in the
hiring process could result in adverse impact
or discrimination against protected
classes. Further job analysis regarding
physical ability requirements is
recommended to determine whether these
factors are essential to job performance,
thus avoiding potential legal liabilities or
discriminatory hiring practices.
4. INTRODUCTION
Trader Joe’s grocery store aims to create a “WOW” shopping experience for its
customers every day. Trader Joe’s employees are committed to insuring that every
customer’s shopping is:
1. Rewarding
2. Eventful
3. Fun
“Crew Members” are the heart of the Trader Joe’s team. Rather than confine
employees into specific roles such as cashier, bagger, or stocker, crew members are
able to engage in a variety of roles each shift. Therefore, crew members partake in a
wide array of tasks and embody a diverse set of knowledge, skills, abilities, and other
characteristics.
The job analysts participated in an observation period between conducting interviews
with both a crew member and an assistant manager. The analysts observed multiple
crew members in order to gain a full picture of the position. Following the interviews,
analysts created lists of both tasks and worker characteristics and presented them in a
survey for crew members to rate on multiple levels. Specific explanations on methods
used and results are explained further in the report. Through the analysis, the
analysts determined the most important tasks for crew members are: unloading
products, maintaining and conveying a positive, customer-service oriented attitude
during customer-employee interactions, and receiving payments and computing
transactions for customers.
Selection and training procedures can also be improved through the data collected
from this analysis. Most tasks include interacting with other employees or customers,
therefore social and motivational abilities are important characteristics to select for
during hiring. Knowledge and skills requiring the use of tool or equipment were not
deemed necessary for selection, but should be trained after hiring.
Crew members are a part of every step in the shopping experience at Trader Joe’s.
The company believes in continuous improvement, integrity, and providing customers
with a “WOW” experience. Therefore, it is important to select and train crew
members who will represent this image and uphold these values. The results of this
job analysis will help Trader Joe’s in selecting and training crew members who will
ensure customers have the best possible shopping experience.
5. INTERVIEWING PROCESS
Tasks and crew member characteristics were gathered through a 30 minute
observation period and subsequent interviews with a crew member and mate
(assistant manager). The observation and interviews took place on September
30, 2015 from 12:00 to 4:00 PM at the Gainesville, Florida location.
Demographics of interviewees are listed below.
Crew Member
Length of Time in Position: 2 years
Length of Time in this Location: 2 years
Length of Time in Company: 2 years
Average Amount of Hours per Week: 37.5
Age: 23
Gender: Male
Ethnic Background: White
Mate (Assistant Manager)
Length of Time in Position: 1 year
Length of Time in this Location: 3 years
Length of Time in Company: 3 years
Average Amount of Hours per Week: 50
Age: 24
Gender: Female
Ethnic Background: Black or African American
The greeter and supervisor were informed of the objectives and the academic
nature of the interview. Interview questions can be found on page 16-17.
Both crew member and supervisor were asked to give critical incidents of
unacceptable and outstanding performance from individuals in the crew
member role. These examples can be found on page 18.
Finally, interviewees were asked to choose which of the given statements in a
list best describes the crew member position. The answers can be found on
page 17.
6. SURVEYING PROCESS
An online survey was created through the program Qualtrics that asked questions for use in the
Combination Job Analysis Method (C-JAM). This hybrid method looks at both tasks and worker
characteristics (KSAOs) required in a job. The ratings on the scales and pattern of these ratings are used
to develop selection and training methods (Brannick, Levine, & Morgeson, 2007).
6 crew members were asked to participate in the survey through an email invitation. Crew members
were informed that the survey was anonymous and would take about 30 minutes to complete. Two
crew members (33%) completed the survey. The email invitation can be found on page 19.
Job tasks were rated on both task difficulty and criticality using a 7-point scale. The extremes of each
scale are show below. Task importance numbers were determined by adding the scores from both
scales for each task. The questions were:
1. Please rate the following tasks on their difficulty (how much effort is required to complete
them):
(1) Very Easy (7) Very Difficult
2. Please rate the following tasks on their criticality (how severe the consequences are if the task
is not done correctly):
(1) Consequences of error are not at all important
(7) Consequences are extremely important
Using the data analysis program SPSS, the job analysts found the intraclass correlation (ICC) to be .724.
ICC is used to assess the reliability, or the consistency, of the ratings by comparing both rater’s scores.
This score indicates adequate reliability of the task statements.
The use of KSAOs in selection or training was determined by asking the following questions:
1. Is this necessary for newly hired crew members? Yes/No
2. Is it practical to expect this from crew member applicants? Yes/No
3. To what extent is trouble likely if this is ignored in selecting new crew members?
(1) Very little or none (5) To an extremely great extent
4. To what extent do different levels of this characteristic distinguish the superior crew member
from the average crew member
(1) Very little or none (5) To an extremely great extent
The ICC for this scale was .826, indicating that this is a highly reliable measure.
For a KSAO to be required for selection, all of the following requirements must be met:
1. The majority of the raters must have voted that the KSAO is necessary for newly hired
employees.
2. The majority of the raters must have voted that the KSAO is practical to expect from
applicants.
3. The average rating on the trouble likely scale is 1.5 or greater.
For a KSAO to be required for training, all of the following requirements must be met:
1. The majority of the raters must have voted that the KSAO is not necessary for newly hired
employees.
2. The average rating on the distinguish superior from average scale is 1.5 or greater.
8. TASK STATEMENTS
Stocking Shelves Mean SD
Unload products from delivery vehicles, using a pallet jack if
necessary
11.0 0.0
Manage time efficiently and accomplish assigned tasks within
designated time frames
11.0 1.4
Transport product onto sales floor using flat carts, handcarts, or
pallet jacks
10.5 3.5
Identify and remove spoiled or post-dated products 9.5 2.1
Retrieve stock from back room and stock shelves, while
concentrating or disbursing stock as needed
9.0 1.4
Concentrate or disburse product while stocking to cover product
gaps and ensure shelves appear filled
8.5 0.7
Face and rotate products in accordance with Trader Joe’s policy 8.0 4.2
Proactively review product sections and identify areas that require
re-stocking
7.0 0.0
Use box cutter to break down boxes and product packaging 6.0 2.8
Deposit broken-down cardboard boxes into cardboard baler 5.0 2.8
Maintain a working knowledge of product location 4.5 2.1
Cleaning the Store Mean SD
Mop and sweep sales floor spills, messes, and debris 7.0 2.8
Maintain restroom hygienic supplies such as hand soap, toilet
paper, and paper towels
6.5 0.7
Disinfect toilets, sinks, and other soiled restroom surfaces 6.0 1.4
Mop and sweep restroom floors 6.0 1.4
Wipe down restroom mirrors 3.5 0.7
10. WORKER CHARACTERISTICS
To perform tasks, crew members must possess certain KSAOs.
• Knowledge: the existence in memory of a retrievable set of technical facts,
concepts, language and procedures directly relevant to job performance.
• Skills: the developed or trained capacity to perform tasks that call for the use of
tools, equipment, or machinery
• Abilities: the relatively enduring capacity to acquire skills or knowledge, where
the use of tools, equipment, or machinery isn’t required
• Other characteristics: include job-relevant interests, preferences,
temperament, and personality characteristics that indicate how well an employee
is likely to perform.
Listed below are KSAOs created by the job analysts that are applicable to the crew
member position. The job analysts determined these KSAOs through interviews and
surveys of SMEs. The KSAOs that should be used in selection and training are also noted.
Knowledge Selection Training
Knowledge of Trader Joe’s products ✔
Knowledge of product locations in store ✔
Knowledge of point-of-sale system (POS) ✔
Knowledge of produce codes and product identifying
information
✔
Knowledge of bell system procedures ✔
Knowledge of stocking, facing and product rotation policies ✔
Skills Selection Training
Skill in POS operation ✔
Skill in using a box cutter ✔
Skill in bagging items effectively ✔
Skill in operating pallet jacks, flat carts, and hand carts ✔
11. Abilities Selection Training
Ability to use arithmetic ✔
Ability to stand or walk for up to 7 ½ hours ✔
Ability to lift up to 50 lbs occasionally (less than 1/3 of the work
day)
✔
Ability to lift up to 10 lbs frequently (greater than 2/3 of the work
day)
✔
Ability to work well with others in a team setting ✔
Ability to self-motivate ✔
Ability to manage time effectively ✔
Ability to regulate emotions when interacting with coworkers or
customers
✔
Ability to communicate and relate with customers ✔
Ability to communicate and assist potential upset or irate
customers
✔
Ability to anticipate customer needs and proactively fulfill them ✔
Ability to read POS display ✔
Ability to independently complete job duties without supervision ✔
Ability to organize and manipulate objects (spatial ability) ✔
Other Characteristics Selection Training
Willingness to deal with upset or dissatisfied customers ✔
Willingness to abide by dress code ✔
WORKER CHARACTERISTICS
12. SELECTION
Overview
Exemplary crewmembers will be customer service-oriented, demonstrate effective
interpersonal skills, and function well in a team setting. Survey respondents indicated that
characteristics usually associated with customer service such as communicating and
relating with customers, anticipating customer needs, and assisting potentially upset or
irate customers, are highly desired. These results suggest that hiring authorities should
focus on the majority of crewmember abilities and other characteristics when selecting
applicants for the position. Results also indicate that many of these characteristics are
reasonable to expect in the general labor market and, whether inherent or acquired
through other job experiences, do not require additional training for the average worker.
Applicant Screening
Applicants could demonstrate their qualifications through an online personality test,
answering situational questions, and completing a basic math assessment. Those higher
in the personality traits of conscientiousness, agreeableness, and extraversion could be
given preference due to their high correlation with performance in team and
interpersonal settings.
Interviewing
Applicants with prior retail or customer service experience are desirable, as they are likely
to possess similar experiences and required abilities due to the demands of previous
employment.
Situational interview questions and a work sample demonstration are also
advised. Interviews could ask applicants to describe examples where they worked in a
team, dealt with interpersonal conflict, or used time management to accomplish a series
of tasks. While answering these prompts, the ideal applicant will communicate their ideas
effectively and demonstrate friendly and appropriate interpersonal skills. Applicants
should be asked why they desire the crewmember position, and their response should
evidence a desire to work in a team setting, a passion for Trader Joe’s products and
culture, and a positive, can-do, customer-oriented attitude.
The work sample demonstration should include position specific tasks such as bagging
groceries, moving products within the store, and stocking shelves in order to satisfy the
exertional and postural requirements endorsed by respondents.
Equal Employment
Job incumbents and supervisors opined that postural and exertional abilities such as
standing or walking for up to 7 ½ hours, lifting up to 10 pounds frequently, and lifting up
to 50 pounds occasionally were necessary requirements for job applicants. However, due
to the nature of these abilities, their use as a criterion-measure during the selection
process may inadvertently lead to adverse impact or preclude certain protected classes. A
more comprehensive job analysis is strongly advised in order to avoid potential legal
considerations, establish ability-position validity, and develop reasonable
accommodations for potentially affected applicants.
13. TRAINING
Survey results indicate that training should focus on crew members job-
relevant knowledge and skills. Initial training in these areas should be
provided to new hires to insure a minimum level of competency, and could be
accomplished through demonstration, verbal instruction, or hands-on
participation by another experienced incumbent or supervisor (in accordance
with company policies and procedures). Role playing scenarios could also be
enacted to practice or reinforce customer service skills.
It is unlikely that further, periodic training on many of these items is
warranted as accumulated job experience will reinforce these
competencies. To illustrate, once satisfactory knowledge is attained in point-
of-sale system operation, bell system procedures, or stocking, facing, and
product rotation policies, further training would not be beneficial unless
there are noted deficits in employee task performance.
Several abilities were also indicated as items for training (ability to read POS
display, ability to independently complete job duties without supervision, and
ability to organize and manipulate objects), however these results may be
due to the small pool of survey respondents. It is likely that these abilities will
improve naturally as incumbents become more familiar with job demands
and tasks, thus making them questionable targets for training interventions.
Training provided by managers or supervisors is advised for the following:
Ø To provide or reinforce product knowledge (notably when introducing
seasonal or special products)
Ø To inform crew members of newly implemented policies or
procedures
Ø On a periodic basis to reinforce safety-oriented policies or procedures
Management may also avoid the need for formal training sessions by
proactively addressing problems, incorrect actions, or unsafe behaviors as
they occur during crew member shifts. Crew member performance may also
be improved by clearly setting goals and expectations at the beginning of
shifts. A hands-on learning and coaching style is also advised, as it allows
managers to encourage effective work behaviors while also tailoring feedback
messages to the individual.
14. CONCLUSION
The most essential job tasks for the crew member position are as follows:
1. Unload products from delivery vehicles, using a pallet jack if
necessary
2. Manage time efficiently and accomplish assigned tasks within
designated time frames
3. Transport product onto sales floor using flat carts, handcarts, or
pallet jacks
4. Receive payment from customers, compute transaction totals
mentally or through POS, and return appropriate change to
customers
5. Maintain and convey a positive, customer service-oriented attitude
during customer-employee interactions.
The survey results indicate that product movement and display are of the greatest
importance, and customer service-oriented tasks also hold high priority. This
accounts for and helps explain the versatile functions of the crew member role.
Selection
During the selection process, hiring authorities should seek customer service and
teamwork-oriented applicants who demonstrate passion for Trader Joe’s products
and culture. Applicants should also be able and willing to deal with potentially upset
or dissatisfied customers, and communicate effectively with customers and
coworkers.
Training
Training for new crew members should emphasize the development of job-relevant
knowledge and skills. Crew members will also gain competency in these areas as
they accumulate job experience. Training can be provided through hands-on,
demonstration, and verbal instruction methods. Role-playing could also be used to
develop customer service skills. Periodic trainings on safety, policies, and store
procedures may be implemented at the manager’s discretion.
Legal Considerations
Certain KSAOs endorsed by incumbents and respondents may result in adverse
impact if used as selection criteria. The job analysts strongly advise a more thorough
job analysis be conducted in order to establish the necessity and legality of these
items in selection.
15. LIMITATIONS
There are several limitations with this analysis that should be taken into
consideration when conducting future job analyses.
Sample Size
While this report is intended for only academic use, the small incumbent
and respondent pool (n =2) limits the inferences that can be drawn
regarding the validity of the analysis. In future analyses, analysts should
strive towards a larger incumbent and respondent pool so that:
(a) Interview and observation data regarding job tasks and
characteristics is as thorough as possible, and;
(b) Final survey results will be subject to less statistical error, and
therefore provide a better representation of the job role as it is actually
performed.
Interview Process
The interview format developed by the analysts, while yielding valuable
information, also required considerable time to complete with
incumbents. In order to save time and avoid redundancy in future
analyses, the analysts will make the interview format briefer and more
streamlined.
Respondent Participation
The survey was sent to 6 crew members, however only 2 completed the
survey. As respondents did not have clear incentives to completing the
survey, this response rate is understandable. In the future, response
rates could be improved through monetary or other incentives (i.e. gift
cards), or with the sanction and direction of the requesting organization.
Legal Considerations
As noted previously, several of the items in the questionnaire could lead
to legal and ethical dilemmas if used for selection. In the future, analysts
should take extra care in developing and validating such items, and
should not include them in the selection process unless deemed legally
defensible and necessary for average job performance.
16. INTERVIEW FORMAT
• What does a typical day look like?
Work on a register
• Can you describe what kind of tasks you do while
working at the register?
• What KSAOs are required to perform this work function?
• What kind of knowledge is required?
• What types of skills are required to complete tasks?
• What mental or physical abilities are required to perform
this function?
Bag some groceries
• What kind of tasks do you do while 'bagging some
groceries?'
• What kinds of abilities are required to perform this work
function successfully?
Stock the shelves
• What kind of tasks do you do while stocking shelves?
• What do you need to do before you stock the shelves?
• What do you do after you stock the shelves?
• What kinds of KSAOs are required to perform this work
function?
Build a display
• Can you describe what you do to successfully build a
display?
• What do you need to do before you build the display?
• What do you need to do once you have finished building
the display?
• What kinds of KSAOs are required to perform this work
function?
Have fun helping customers
• Can you describe how you have fun helping customers?
• In what ways do you help customers?
• Do you ever not have fun helping customers?
• How do you deal with that?
• Are there any KSAOs that are required to successfully
perform this work function?
17. INTERVIEW FORMAT
• Some tasks are performed on a non-routine basis, like taking
inventory. Do you perform any non-routine tasks that we have not yet
discussed? What are the steps you take to accomplish the task? What
do you do to prepare for it? What follow-up activities do you do after
the task?
• Can you describe for me some critical incidents or situations that
demonstrate either outstanding or poor job performance? For
example, dealing with an angry customer? What led up to the
incident? What did the employee do that was effective/ineffective?
Were the consequences something the employee was in control of?
• If you had to interview candidates for this position, what kind of
information would you need to select the right person?
• If you had to select a person for this position, what activities would
you want to see them perform before hiring or promoting them?
• What kinds of prior work experience, knowledge, skills, or abilities are
essential for performing this job?
• What types of knowledge, skills, or abilities would you most want to
train incumbents to ensure they become or remain effective?
• What skills or abilities should incumbents develop to ensure he or she
will be able to perform the job as it changes in the future?
• What kind of formal education is required for this job?
• What kind of tools or equipment do you use?
• What types of communication skills do you need?
• Are there any other characteristics needed for this job? Is there
anything we may have missed?
Much travel ….. little travel
Predictable Work Schedule ….. Unpredictable Work Schedule
Flexible Work Hours ….. Set Work Hours
Moderate-to-slow pace.... Depends on the shift.... Fast work pace
Frequent high pressure for results.... low pressure for results
Frequent deadlines.... infrequent deadlines
Closely Supervised.... Varying supervision.... Little Supervision
High level of decision making authority..... low to moderate decision making authority
Establish own goals.... goals established by others
Work closely with others ..... work mostly alone
Able to accomplish scheduled tasks .... must continually reprioritize tasks
much record keeping/routine paperwork .... minimal record keeping and paperwork
Work requires attention to detail .... work focused on overall strategy
Work requires little creativity …. Work requires much creativity
Work and environment constantly changing.... Work environmental normally static
18. CRITICAL INCIDENTS
The Critical Incident Technique was used to collect examples of specific, direct,
and observable behaviors of both unacceptable and outstanding performance
in the crew member position.
Critical incidents must include:
1. What led up to the behavior
2. The employee behavior itself
3. The consequences of the behavior
The Critical Incident Technique can be useful in identifying traits for selection,
training needs assessment, and training design.
(Brannick, Levine, & Morgeson, 2007)
Listed below are examples of both unacceptable and outstanding performance
given by a crew member.
Example of unacceptable behavior:
During March Madness for basketball, the store will hold a sales contest
to see who can sell the most of a certain product. I ended up selling more
than another crewmember, who ended up getting upset, yelling at me,
and threw my display on the floor. The supervisors heard of this behavior
and decided to write up the disrespectful crew member.
Example of outstanding performance:
Being close to Shands Hospital, we sometimes have patients come
into the store to shop. If I notice a customer is a Shands patient, I will
go out of my way to offer the patient some flowers, free of charge.
This puts a smile on their face and hopefully makes their day a little
better.