This job analysis report summarizes the steps taken to identify the important tasks, knowledge, skills, and abilities required for the job of a Retail Manager. Surveys were administered to subject matter experts currently working as Retail Managers. The responses were analyzed to determine the essential tasks and KSAs, and their importance and frequency. A job description outlining the critical tasks and required KSAs was developed based on the analysis.
The document discusses job analysis which is defined as a systematic exploration of the activities within a job. It involves documenting the duties, responsibilities, accountabilities, and conditions of a job. The purposes of job analysis include recruiting, selection, training, career planning, compensation, and performance appraisal. The stages of job analysis process are understanding the purpose, collecting information, reviewing drafts, and seeking clarification. Common methods of collecting job analysis information include interviews, questionnaires, observation, and work sampling.
Todd Berkley, the new manager of sales support and customer retention at U.S. Bank, plays a strategic role in addressing the bank's problem of losing big customers to competitors. To emphasize improved customer service, U.S. Bank analyzed all jobs to include new service-related duties in descriptions. This affected HR policies and procedures for recruiting, hiring, and training employees across the bank. Proper job analysis is crucial to support the new customer service strategy and ensure compliance with equal employment opportunity regulations.
Job analysis is the process of collecting information about the tasks, skills, and qualifications required for a specific job. It answers questions about what tasks are performed, where and when work is done, how it is completed, why it is important, and necessary qualifications. The results of job analysis are used for important HR functions like recruitment, selection, performance management, training, and job design. The process involves strategic planning, information gathering through methods like observation and questionnaires, writing job descriptions and specifications, and using the results to design jobs.
Chapter 2. job analysis and evaluation (1)Yoj Rajo
This document discusses job analysis methods and processes. It begins by defining job analysis and its importance. It then describes how to write good job descriptions and lists several common job analysis methods like the Position Analysis Questionnaire, Critical Incident Technique, and Fleishman Job Analysis Survey. The document also covers determining internal and external pay equity, preparing for job analysis, and ensuring sex and race equity in compensation.
The document discusses various aspects of job analysis including determining job duties and requirements, developing job descriptions and specifications, methods for gathering job information such as interviews and observations, and factors related to developing competency-based job descriptions to support high-performance work systems.
The document discusses job analysis and defines it as the process of studying and collecting information about the tasks, duties, skills, and responsibilities of a specific job. It provides definitions of job analysis from several authors and notes that the goal is to precisely identify the tasks, knowledge, skills, and conditions required to perform a job. The document also states that job analysis is used to gather information about jobs and discusses several topics related to job analysis, including terminology, the process, uses, and methods of collecting job analysis data.
This document discusses job analysis, which is a systematic process of collecting and evaluating information about jobs. It identifies the key purposes of job analysis as staffing, training, compensation, health and safety, and legal compliance. The main components of a job that are analyzed include tasks, duties, responsibilities, skills and qualifications required. Job analysis provides important information for activities like recruitment, performance management and organizational planning.
This job analysis report summarizes the steps taken to identify the important tasks, knowledge, skills, and abilities required for the job of a Retail Manager. Surveys were administered to subject matter experts currently working as Retail Managers. The responses were analyzed to determine the essential tasks and KSAs, and their importance and frequency. A job description outlining the critical tasks and required KSAs was developed based on the analysis.
The document discusses job analysis which is defined as a systematic exploration of the activities within a job. It involves documenting the duties, responsibilities, accountabilities, and conditions of a job. The purposes of job analysis include recruiting, selection, training, career planning, compensation, and performance appraisal. The stages of job analysis process are understanding the purpose, collecting information, reviewing drafts, and seeking clarification. Common methods of collecting job analysis information include interviews, questionnaires, observation, and work sampling.
Todd Berkley, the new manager of sales support and customer retention at U.S. Bank, plays a strategic role in addressing the bank's problem of losing big customers to competitors. To emphasize improved customer service, U.S. Bank analyzed all jobs to include new service-related duties in descriptions. This affected HR policies and procedures for recruiting, hiring, and training employees across the bank. Proper job analysis is crucial to support the new customer service strategy and ensure compliance with equal employment opportunity regulations.
Job analysis is the process of collecting information about the tasks, skills, and qualifications required for a specific job. It answers questions about what tasks are performed, where and when work is done, how it is completed, why it is important, and necessary qualifications. The results of job analysis are used for important HR functions like recruitment, selection, performance management, training, and job design. The process involves strategic planning, information gathering through methods like observation and questionnaires, writing job descriptions and specifications, and using the results to design jobs.
Chapter 2. job analysis and evaluation (1)Yoj Rajo
This document discusses job analysis methods and processes. It begins by defining job analysis and its importance. It then describes how to write good job descriptions and lists several common job analysis methods like the Position Analysis Questionnaire, Critical Incident Technique, and Fleishman Job Analysis Survey. The document also covers determining internal and external pay equity, preparing for job analysis, and ensuring sex and race equity in compensation.
The document discusses various aspects of job analysis including determining job duties and requirements, developing job descriptions and specifications, methods for gathering job information such as interviews and observations, and factors related to developing competency-based job descriptions to support high-performance work systems.
The document discusses job analysis and defines it as the process of studying and collecting information about the tasks, duties, skills, and responsibilities of a specific job. It provides definitions of job analysis from several authors and notes that the goal is to precisely identify the tasks, knowledge, skills, and conditions required to perform a job. The document also states that job analysis is used to gather information about jobs and discusses several topics related to job analysis, including terminology, the process, uses, and methods of collecting job analysis data.
This document discusses job analysis, which is a systematic process of collecting and evaluating information about jobs. It identifies the key purposes of job analysis as staffing, training, compensation, health and safety, and legal compliance. The main components of a job that are analyzed include tasks, duties, responsibilities, skills and qualifications required. Job analysis provides important information for activities like recruitment, performance management and organizational planning.
This document discusses job analysis and provides examples. It defines job analysis as the collection and analysis of job-related information used to determine job duties and requirements. The document outlines the job analysis process and methods, which include interviews, questionnaires, and observation. It also discusses using job analysis for purposes like recruitment, performance management, and compensation. Two examples of job descriptions generated from job analysis are provided.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
The document provides information on job analysis including definitions of key terms like job, tasks, and responsibilities. It discusses the purpose of job analysis to determine the duties, skills, and ideal candidate for a job. The outputs of job analysis are job descriptions, which detail the duties and requirements of a role, and job specifications, which list the qualifications and skills needed. Various methods for collecting job analysis information are also presented such as interviews, questionnaires, observation, and diaries.
Job analysis is the process of systematically gathering information about jobs. It involves collecting data about job tasks, duties, responsibilities, and requirements through methods like observation, interviews, questionnaires, and diaries. The key outcomes of job analysis are job descriptions, which outline what employees do, and job specifications, which define the qualifications needed for a role. Job analysis provides important benefits for human resource planning, recruitment, selection, training, and other functions.
The document discusses job analysis and evaluation. It defines job analysis as identifying the criteria for successful job performance, including key tasks, skills, and abilities. It notes that job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance appraisals. Job analysis can be either job-oriented, focusing on tasks, or worker-oriented, focusing on required skills and abilities. Common methods of job analysis include interviews, questionnaires, observation, and logbooks/diaries. Job evaluation judges the relative worth of jobs to determine fair compensation, based on factors identified in job analysis like skill, effort, responsibility, and working conditions.
This session provides a brief description of job analysis, job description, job specification which an employee has, while working in the organization.
Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance management, and other HR activities. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting jobs for analysis, collecting data on job duties and requirements, and developing the job description and specifications.
The document summarizes a functional job analysis that was conducted for the role of Quality and Standards Manager. The analysis involved interviewing an incumbent, reviewing documentation like the job description and organizational charts, and rating tasks on scales related to data, people, things, etc. The analysis identified key tasks, as well as the knowledge, skills, abilities, and competencies required for the role. Some limitations of the analysis are noted, such as only interviewing one incumbent and questions around generalizability. The information collected could be used for purposes like recruitment, training, and performance management. The functional job analysis method provides a standardized way to collect job information, though jobs are evolving and the analysis represents a snapshot in time.
This document outlines the agenda and activities for a one-day training program on job analysis. The training will:
1) Define fundamental concepts of job analysis and build a business case for its utility.
2) Diagnose current job analysis practices and methods to identify gaps and recommend improvements.
3) Cover a 5-step job analysis process including planning, preparation, data collection, developing job descriptions and specifications, and maintenance.
7 learning activities are designed for participants to apply the job analysis process to their own organizations, with summaries provided after group discussions. The goal is for participants to learn job analysis concepts and tools to effectively analyze and document jobs.
This document provides guidelines on job evaluation for nurses. It discusses the importance of job evaluation in establishing fair pay structures and avoiding gender bias. The document outlines the typical steps in a job evaluation process, including job identification, analysis of job duties and requirements, and methods for comparing and rating jobs. It emphasizes that job evaluation should be objective, transparent and non-discriminatory to ensure equal pay for work of comparable value. The role of national nurses associations in advocating for fair job evaluation and equitable pay is also discussed.
The document provides information on job analysis including:
- Defining job analysis as the process of systematically investigating the tasks, duties, responsibilities, and skills required for a job.
- Methods for collecting job analysis data include interviews, questionnaires, observation, and logs/diaries.
- The outcomes of job analysis are job descriptions, which outline the duties and responsibilities of a role, and job specifications, which define the qualifications and skills required for a role.
- Job analysis is used for recruitment, selection, placement, training, performance management, and other human resource processes.
This document discusses job analysis, which is defined as a systematic process of collecting information about job responsibilities, duties, skills, and requirements. It involves studying a job and its relationship to the organization, identifying the job to be analyzed, collecting data through methods like observation and interviews, developing a job description outlining duties and a job specification describing necessary qualifications. The purposes of job analysis include organizational planning, recruitment and selection, compensation, training, and performance management. It provides essential information for writing job descriptions used throughout human resource processes.
Job analysis is the process of determining the duties, skills, and qualifications required for a job. It involves gathering job data through methods like observation and interviews. This information is used to create job descriptions and specifications. A job description outlines the key responsibilities and requirements of a role, while a specification lists the necessary qualifications, skills, and traits for an individual to perform the job well. Together, job descriptions and specifications are used for strategic HR purposes like recruitment, performance management, and compensation. Job design aims to match job requirements to human attributes through approaches like job simplification, rotation, enlargement, and enrichment.
Job analysis is the systematic process of collecting information about jobs to document job duties and requirements. It involves determining the skills, knowledge, abilities and tasks required for a job. This information is then used for human resource functions like recruitment, performance management and compensation. The key aspects of job analysis are conducting interviews with employees and supervisors, observing job tasks, developing job descriptions that document responsibilities and specifications that outline qualifications. Regular analysis ensures job information stays current as tasks and technologies change over time.
You have studied strategic and general considerations of performance management in your course readings. Performance management is an important contributor to tracking and meeting organizational goals and should be a part of the organization's strategic plan. Ideally, there is a clear link among an organization's mission, vision, goals, strategies, and what is actually done at the departmental or employee level. For this assignment, you will apply these concepts to an organization and write a report in approximately 3–5 pages on the basis of your findings.
Directions:
a job evaluation report....evaluation processatama perez
The document summarizes the methodology used by a job evaluation committee to evaluate jobs at Spurs Telecom Limited. The committee identified four compensable factors to evaluate - decision making, level of contacts, complexity of duties, and education. Different point levels were assigned to each factor and jobs were rated based on the total points. The General Manager position received the highest points (400), followed by the Senior Sales and Marketing Manager (300), Sales Supervisor (200), and Sales Representative (100). Based on the points, the committee recommended establishing a graded pay structure to determine salary levels for each job consistently with market rates. Maintenance of the job evaluation system and procedures for re-evaluating jobs were also recommended.
This document discusses job analysis and provides examples of job analyses conducted for three positions: sales representative, computer scientist, and graduate teaching assistant. It defines job analysis as identifying the tasks, duties, and requirements of a job. The document outlines various purposes of job analysis including determining training needs, developing selection procedures, and informing performance reviews. It also describes common job analysis tools and methods.
Job analysis is the process of studying and collecting information about specific jobs. It involves describing job duties, responsibilities, qualifications, and working conditions. This information is used to facilitate proper recruitment, selection, placement, training, and other human resource functions. Job evaluation is the systematic process of determining the relative worth of jobs in relation to each other. It identifies compensable factors and evaluates jobs using methods like ranking, grading, or point rating to determine appropriate pay levels. Job analysis and evaluation help create internal pay equity and support organizational success.
The document discusses job analysis and job design. It defines job analysis as gathering information about jobs through investigating duties, tasks, activities, and responsibilities. Job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance reviews. It describes job content, requirements, and context. Popular job analysis methods include functional job analysis, position analysis questionnaire, and critical incident technique. Job design techniques resulting from job analysis include job simplification, enlargement, rotation, and enrichment. The goal of job design is to improve organizational performance through motivating employees.
The document outlines 12 scenarios that resident assistants may encounter and their expected response protocol. It provides guidance on situations involving noise complaints, alcohol and drug policy violations, medical emergencies, safety concerns, facilities issues, and more. For each scenario, the resident assistant is instructed to document the situation, notify relevant staff such as public safety, graduate hall directors, and facilities personnel, and assist or witness as needed until the issue is resolved. The overall goal is to address issues promptly and ensure student safety and compliance with policies.
This presentation introduces Dropbox. It discusses that Dropbox is a file hosting service that allows users to create a special folder that syncs files across all of their devices. The presentation covers what Dropbox is, how to access and log in to Dropbox, how it works by syncing files across devices, data storage space limits for free and paid users, security measures taken by Dropbox, supported operating systems and languages. It concludes by emphasizing the importance and usefulness of Dropbox.
This document discusses job analysis and provides examples. It defines job analysis as the collection and analysis of job-related information used to determine job duties and requirements. The document outlines the job analysis process and methods, which include interviews, questionnaires, and observation. It also discusses using job analysis for purposes like recruitment, performance management, and compensation. Two examples of job descriptions generated from job analysis are provided.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
The document provides information on job analysis including definitions of key terms like job, tasks, and responsibilities. It discusses the purpose of job analysis to determine the duties, skills, and ideal candidate for a job. The outputs of job analysis are job descriptions, which detail the duties and requirements of a role, and job specifications, which list the qualifications and skills needed. Various methods for collecting job analysis information are also presented such as interviews, questionnaires, observation, and diaries.
Job analysis is the process of systematically gathering information about jobs. It involves collecting data about job tasks, duties, responsibilities, and requirements through methods like observation, interviews, questionnaires, and diaries. The key outcomes of job analysis are job descriptions, which outline what employees do, and job specifications, which define the qualifications needed for a role. Job analysis provides important benefits for human resource planning, recruitment, selection, training, and other functions.
The document discusses job analysis and evaluation. It defines job analysis as identifying the criteria for successful job performance, including key tasks, skills, and abilities. It notes that job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance appraisals. Job analysis can be either job-oriented, focusing on tasks, or worker-oriented, focusing on required skills and abilities. Common methods of job analysis include interviews, questionnaires, observation, and logbooks/diaries. Job evaluation judges the relative worth of jobs to determine fair compensation, based on factors identified in job analysis like skill, effort, responsibility, and working conditions.
This session provides a brief description of job analysis, job description, job specification which an employee has, while working in the organization.
Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance management, and other HR activities. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting jobs for analysis, collecting data on job duties and requirements, and developing the job description and specifications.
The document summarizes a functional job analysis that was conducted for the role of Quality and Standards Manager. The analysis involved interviewing an incumbent, reviewing documentation like the job description and organizational charts, and rating tasks on scales related to data, people, things, etc. The analysis identified key tasks, as well as the knowledge, skills, abilities, and competencies required for the role. Some limitations of the analysis are noted, such as only interviewing one incumbent and questions around generalizability. The information collected could be used for purposes like recruitment, training, and performance management. The functional job analysis method provides a standardized way to collect job information, though jobs are evolving and the analysis represents a snapshot in time.
This document outlines the agenda and activities for a one-day training program on job analysis. The training will:
1) Define fundamental concepts of job analysis and build a business case for its utility.
2) Diagnose current job analysis practices and methods to identify gaps and recommend improvements.
3) Cover a 5-step job analysis process including planning, preparation, data collection, developing job descriptions and specifications, and maintenance.
7 learning activities are designed for participants to apply the job analysis process to their own organizations, with summaries provided after group discussions. The goal is for participants to learn job analysis concepts and tools to effectively analyze and document jobs.
This document provides guidelines on job evaluation for nurses. It discusses the importance of job evaluation in establishing fair pay structures and avoiding gender bias. The document outlines the typical steps in a job evaluation process, including job identification, analysis of job duties and requirements, and methods for comparing and rating jobs. It emphasizes that job evaluation should be objective, transparent and non-discriminatory to ensure equal pay for work of comparable value. The role of national nurses associations in advocating for fair job evaluation and equitable pay is also discussed.
The document provides information on job analysis including:
- Defining job analysis as the process of systematically investigating the tasks, duties, responsibilities, and skills required for a job.
- Methods for collecting job analysis data include interviews, questionnaires, observation, and logs/diaries.
- The outcomes of job analysis are job descriptions, which outline the duties and responsibilities of a role, and job specifications, which define the qualifications and skills required for a role.
- Job analysis is used for recruitment, selection, placement, training, performance management, and other human resource processes.
This document discusses job analysis, which is defined as a systematic process of collecting information about job responsibilities, duties, skills, and requirements. It involves studying a job and its relationship to the organization, identifying the job to be analyzed, collecting data through methods like observation and interviews, developing a job description outlining duties and a job specification describing necessary qualifications. The purposes of job analysis include organizational planning, recruitment and selection, compensation, training, and performance management. It provides essential information for writing job descriptions used throughout human resource processes.
Job analysis is the process of determining the duties, skills, and qualifications required for a job. It involves gathering job data through methods like observation and interviews. This information is used to create job descriptions and specifications. A job description outlines the key responsibilities and requirements of a role, while a specification lists the necessary qualifications, skills, and traits for an individual to perform the job well. Together, job descriptions and specifications are used for strategic HR purposes like recruitment, performance management, and compensation. Job design aims to match job requirements to human attributes through approaches like job simplification, rotation, enlargement, and enrichment.
Job analysis is the systematic process of collecting information about jobs to document job duties and requirements. It involves determining the skills, knowledge, abilities and tasks required for a job. This information is then used for human resource functions like recruitment, performance management and compensation. The key aspects of job analysis are conducting interviews with employees and supervisors, observing job tasks, developing job descriptions that document responsibilities and specifications that outline qualifications. Regular analysis ensures job information stays current as tasks and technologies change over time.
You have studied strategic and general considerations of performance management in your course readings. Performance management is an important contributor to tracking and meeting organizational goals and should be a part of the organization's strategic plan. Ideally, there is a clear link among an organization's mission, vision, goals, strategies, and what is actually done at the departmental or employee level. For this assignment, you will apply these concepts to an organization and write a report in approximately 3–5 pages on the basis of your findings.
Directions:
a job evaluation report....evaluation processatama perez
The document summarizes the methodology used by a job evaluation committee to evaluate jobs at Spurs Telecom Limited. The committee identified four compensable factors to evaluate - decision making, level of contacts, complexity of duties, and education. Different point levels were assigned to each factor and jobs were rated based on the total points. The General Manager position received the highest points (400), followed by the Senior Sales and Marketing Manager (300), Sales Supervisor (200), and Sales Representative (100). Based on the points, the committee recommended establishing a graded pay structure to determine salary levels for each job consistently with market rates. Maintenance of the job evaluation system and procedures for re-evaluating jobs were also recommended.
This document discusses job analysis and provides examples of job analyses conducted for three positions: sales representative, computer scientist, and graduate teaching assistant. It defines job analysis as identifying the tasks, duties, and requirements of a job. The document outlines various purposes of job analysis including determining training needs, developing selection procedures, and informing performance reviews. It also describes common job analysis tools and methods.
Job analysis is the process of studying and collecting information about specific jobs. It involves describing job duties, responsibilities, qualifications, and working conditions. This information is used to facilitate proper recruitment, selection, placement, training, and other human resource functions. Job evaluation is the systematic process of determining the relative worth of jobs in relation to each other. It identifies compensable factors and evaluates jobs using methods like ranking, grading, or point rating to determine appropriate pay levels. Job analysis and evaluation help create internal pay equity and support organizational success.
The document discusses job analysis and job design. It defines job analysis as gathering information about jobs through investigating duties, tasks, activities, and responsibilities. Job analysis provides the foundation for HR functions like job descriptions, selection, training, and performance reviews. It describes job content, requirements, and context. Popular job analysis methods include functional job analysis, position analysis questionnaire, and critical incident technique. Job design techniques resulting from job analysis include job simplification, enlargement, rotation, and enrichment. The goal of job design is to improve organizational performance through motivating employees.
The document outlines 12 scenarios that resident assistants may encounter and their expected response protocol. It provides guidance on situations involving noise complaints, alcohol and drug policy violations, medical emergencies, safety concerns, facilities issues, and more. For each scenario, the resident assistant is instructed to document the situation, notify relevant staff such as public safety, graduate hall directors, and facilities personnel, and assist or witness as needed until the issue is resolved. The overall goal is to address issues promptly and ensure student safety and compliance with policies.
This presentation introduces Dropbox. It discusses that Dropbox is a file hosting service that allows users to create a special folder that syncs files across all of their devices. The presentation covers what Dropbox is, how to access and log in to Dropbox, how it works by syncing files across devices, data storage space limits for free and paid users, security measures taken by Dropbox, supported operating systems and languages. It concludes by emphasizing the importance and usefulness of Dropbox.
Este documento describe las características principales de un weblog, incluyendo que dispone de un sitio con enlaces permanentes, comentarios, archivos ordenados cronológicamente o temáticamente, lista de enlaces, buscador interno, dirección de correo electrónico de contacto y seguimiento en redes sociales.
This study examined differences in coping strategies between anxious solitary (AS) and non-AS adolescents in response to peer stress. The following key points were discussed:
1) AS adolescents reported experiencing more peer-related stress than non-AS adolescents. However, they also used less effective coping strategies.
2) Specifically, AS adolescents were more likely to use both engaged and disengaged involuntary coping (uncontrolled responses), and less likely to use voluntary engagement (conscious problem-solving).
3) The heightened peer stress and social anxiety of AS adolescents may lead to increased rumination and physiological arousal in response to peer problems, as well as avoidance of directly addressing issues. Their coping responses have implications for long-term
Anxious Solitary Adolescents' Coping in Response to Peer StressVictor Scott
This study examined differences in coping strategies between anxious solitary (AS) and non-AS adolescents in response to peer stress. The following key points were discussed:
1) AS adolescents reported experiencing more peer-related stress than non-AS adolescents. However, they also used less effective coping strategies.
2) Specifically, AS adolescents were more likely to use both engaged and disengaged involuntary coping (uncontrolled responses), and they used voluntary engagement (conscious problem-solving) less than non-AS adolescents.
3) The findings suggest that AS adolescents often have uncontrollable responses to heightened peer stress, and these responses may contribute to further peer mistreatment and anxious solitude over time.
Два роки з початку АТО та гібридної війни РФ проти України: провал путінськог...UIFuture
Друга частина аналітики. Перша вийшла у світ у квітні 2016 року.
У доповіді розказується як і хто будував ідеологію сепаратизму, чому ідеї відокремлення знайшли відгук серед населення Донбасу, на які психологічні важелі тиснули агресори, чому «русская вєсна» захлинулась в Одесі, а також які можливості впустили українські лідери і як їх надолужити.
Автори: Тарас Березовець, Андрій Каракуц, Валерій Кравченко, Олександр Доброєр.
Comunicación digital evolución de las comunicaciones últimos dos siglos.Patricia jara
El documento resume la evolución de la comunicación desde los siglos 18 y 19 hasta la actualidad. Comenzó con la comunicación unidireccional a través de medios como la radio y la televisión. Luego, los nuevos medios digitales permitieron la comunicación bidireccional e interactiva a través de Internet. Esto llevó al surgimiento de la "sociedad de la información" y paradigmas como la interactividad y la personalización. Las herramientas digitales sincrónicas como el correo electrónico y las redes sociales ahora permiten la comunicación
Este documento proporciona información sobre Israel. En tres oraciones: Israel es un país ubicado en Medio Oriente, con Jerusalén como su capital. La religión predominante es el judaísmo, aunque también hay una población significativa de musulmanes y cristianos. El documento incluye detalles sobre la bandera, moneda, idiomas, gobierno y atracciones turísticas de Israel.
Este documento describe los diferentes tipos y aplicaciones de las compuertas hidráulicas. Las compuertas se utilizan principalmente para regular el flujo de agua en presas, canales y proyectos de irrigación. Se describen varios tipos comunes de compuertas, incluidas las compuertas de techo, basculantes, cilíndricas y de esclusa. También se explican los principios hidráulicos involucrados en el cálculo del flujo a través de las compuertas, incluidos los coeficientes de contra
The document provides information about events in November 2016 from a newsletter. It includes dates for Book Lover's Day, election day, Veterans Day, Thanksgiving, and other notable dates. The main article discusses the 2016 presidential election between Hillary Clinton and Donald Trump. It notes both candidates have faced scandals but emphasizes the importance of voting in local elections as well. Other sections provide updates about the school's Relay for Life team, spotlight alumni and faculty, and include a recipe for cocoa krispies turkey drumsticks.
Мета дослідження: виявити відношення громадян України до соціально-політичної та економічної ситуації в країні, визначити електоральні вподобання та рівень довіри до громадянських і державних інститутів, визначити оцінку ситуації на Донбасі, е-декларування та інших резонансних подій
Assessment of the situation in the donbas minsk agreementsUIFuture
This document summarizes the results of a socio-political survey regarding the situation in the Donbas region of Ukraine and the Minsk agreements. Key findings include:
- Only 11.4% of respondents were familiar with the content of the Minsk agreements, while 60.3% had superficial knowledge.
- Support for Ukraine adhering to the Minsk agreements decreased from 54.9% to 42.3% compared to a previous survey.
- Respondents were pessimistic about resolving the Donbas conflict, with 37.5% believing it would be frozen for a decade.
- There was no clear consensus on how to solve the problem of occupied Donbas territories.
During Ukraine's 25 years of independence, its economic development has significantly lagged behind neighbors like Poland, Czech Republic, and Belarus. Ukraine's GDP per capita and HDI ranking have deteriorated, while emigration and depopulation have increased. Domestic savings are much lower in Ukraine compared to neighbors due to high risks. Life expectancy is also lower in Ukraine than in neighboring EU countries. The document analyzes these and other economic trends in Ukraine compared to other post-Soviet states over the past 25 years to argue that Ukraine's lack of a clear development strategy has held it back.
Objective: to identify the attitude of citizens of Ukraine to the socio-political and economic situation in the country, to determine the electoral preferences and level of confidence towards the civil and public institutions, as well as to form an estimate of judgments of the situation in the Donbas, e-declaration and other high-profile events
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1. JOB ANALYSIS REPORTJOB ANALYSIS REPORTJOB ANALYSIS REPORTJOB ANALYSIS REPORT
for the position of
Resident Assistant (RA)
Office of Housing and Residential Life at Radford University
October 2016
Victor A. Scott, M.S. Candidate, RD
Office of Housing and Residential Life
Radford University
2. Introduction
The Federal Uniform Guidelines on Employee Selection Procedures (29 CFR 1607) require that selection
processes be demonstrably related to the actual job requirements for which the selection procedures
are being used. Should selection procedures result in adverse impact against any protected group, the
employer is required by the Uniform Guidelines to show evidence of validity.
This report describes in detail the methodology and results of the job analysis. Any reference herein to
the Resident Assistant (RA) classification pertains only to this classification as it is utilized by the Office of
Housing and Residential Life at Radford University.
3. Documentation of Job Analysis Procedure
The structure of this portion of the report is designed to conform to the relevant paragraphs of the
Federal Uniform Guidelines on Employee Selection Procedures, Federal Register, Vol. 43, No. 166,
August, 1978, Section 15C. This report documents the job analysis procedure and partially fulfills the
requirements for a content validation strategy. Any selection procedures utilized for the Resident
Assistant (RA) classification should be developed in accordance with provisions of the Uniform
Guidelines, based upon the results of this job analysis, provided that this job analytic data is current and
reflective of the job tasks and requisite knowledge, skills, and abilities (KSAs) required for successful
performance of those job tasks.
4. User, Location, and Dates of Study
User
The Resident Assistant (RA) classification is a service wide classification. The study described herein was
conducted for the Resident Assistant (RA) classification as utilized by the Office of Housing and
Residential Life at Radford University.
Location of Study
The study’s meetings were held on the Radford University campus in Radford, VA. Job audits and focus
groups were conducted on the Radford University campus in Radford, VA.
Dates of Study
Project work began in September 2016 and was completed in October 2016.
5. Problem and Setting
Purpose of Study
The Uniform Guidelines outline the requirements necessary for employers to legally defend
employment decisions based upon both overall selection processes and individual selection procedures.
The Uniform Guidelines require that selection procedures used for any employment decision, including
initial hiring, be demonstrably related to requirements of the job. A job analysis conducted in
conformance with the Uniform Guidelines and professionally accepted standards will provide the job-
related foundation for the development and use of selection procedures.
The primary purpose of this project was to conduct a task- and KSA-based job analysis of the Resident
Assistant (RA) classification as utilized by the Office of Housing and Residential Life at Radford
University. The job analysis results provide the necessary basis to establish the content validity to
develop a new selection procedure and make any necessary revisions to the Resident Assistant (RA) job
description.
Job Description
The Resident Assistant (RA) job description is used to classify positions which may perform part, or all, of
the tasks outlined in appendices A – C.
The proposed revisions to the Resident Assistant (RA) job description will follow this document and will:
(1) define the scope of work completed in the Resident Assistant (RA) position, (2) define the level and
type of work performed in the Resident Assistant (RA) position, and (3) detail the minimum knowledge,
skills, and abilities required in the Resident Assistant (RA) position.
Position Composition
As of September 23, 2016, the Office of Housing and Residential Life at Radford University had a total of
92 Resident Assistant (RA) positions filled on a part-time temporary basis.
Based upon the selection/hiring needs of the Office of Housing and Residential Life, it was determined
that the selection efforts for the Resident Assistant (RA) classification, conducted on once per year,
should yield adequate numbers of candidates in all ethnic and gender groups to meet Equal
Employment Opportunity (EEO) selection objectives.
Existing Selection Procedures
The most recent selection process administered for Resident Assistants (RAs) consisted of an interview,
and a group process.
In addition, the previous Resident Assistant (RA) job description (Dated March 28, 2016), includes a list
of competencies that have been used when selecting successful candidates, but does not include
minimum competencies, KSAs, or a comprehensive list of duties necessary to complete the job of a
Resident Assistant (RA). The current job description is incomplete for use in selection and the aim of this
study is to provide a job analysis that will aid in revising the current job description to conform to the
standards of the Uniform Guidelines.
6. Job Analysis for Resident Assistant (RA)
Method Used to Analyze the Job
The job analysis methodology developed for this project utilized a task and KSA analysis approach as
defined in the Uniform Guidelines. The methodology included (1) a review of literature and other
relevant background information to develop a preliminary list of task and KSA statements; (2) on-site job
focus group interviews with incumbents and first-level supervisors to discuss, review, revise, and
augment the preliminary list of task and KSA statements; (3) a job analysis questionnaire (of tasks) were
sent to a representative sample of job incumbents with more than one year of job experience as a
Resident Assistant at Radford University; (4) an analysis of the questionnaire data to determine and
rank-order the essential tasks of the Resident Assistant position was completed; (5) a focus group
meeting was held consisting of incumbents and first-level supervisors to rate KSA statements on
“relationship to job performance” and “expected at entry of job” and, (6) a meeting with incumbents
and first-level supervisors to establish the relationship between the essential tasks and the important
KSAs as determined through the data analysis.
Literature Review
One of the first steps in conducting a job analysis is to review literature such as previous job descriptions
and the O*NET tasks and KSAs for the position being studied. Information obtained from a review of the
previous job description and O*NET assisted project staff in developing a preliminary list of task and KSA
statements discussed and reviewed with job incumbents and first-level supervisors during the job focus
group phase of the job analysis process.
Focus Group for Task and KSA Development
Tasks and KSAs were compiled based on the literature review of previous job materials and O*NET by
staff who possess the requisite knowledge and expertise in job analysis procedures. A focus group
meeting of a representative sample of job incumbents who had served a minimum of one year in their
current position was held to review the preliminary task and KSA list to make changes and finalize a
comprehensive list. A total of six (6) incumbents attended this meeting.
Task Questionnaire
The task list that was finalized in the focus group meeting for task and KSA development was included in
the task questionnaire. A representative sample of twelve (12) incumbents who had at least a year of
experience in the RA position (three from each quad) completed the task questionnaire. Each
questionnaire was completed in a one-on-one meeting with a first-level supervisor so the participants’
questions could be answered. Incumbents rated each task on frequency and criticality. Frequency
referred to how often each task was completed and was rated on a 1 to 5 scale ranging from never (1) to
daily (5). Criticality referred to how important each task was to the job and each task was rated on a 1 to
5 scale ranging from “if not completed, everything would be fine” (1) to “if not completed, my
residents/staff could not function” (5). The task questionnaire is displayed in appendix A.
7. Data Analysis
Using Excel for Windows software, project staff computed the mean tenure of survey respondents, M =
18.250 months. Respondent tenure ranged from 14 to 26 months. Additional descriptive statistics (i.e.,
means, medians, and standard deviations) were computed on the task ratings. Descriptive statistics
summarizing the task ratings are presented in appendix B.
The focus group identified a total of 28 essential tasks. These tasks were then analyzed using both of the
aforementioned rating scales of frequency and criticality. The mean was calculated for each task on both
of the scales of frequency and criticality, then a total score was calculated for each task. The total score
was the average (non-weighted) of the mean score for frequency and the mean score for criticality.
Appendix C contains a copy of the final rank-ordered task ratings resulting from the job analysis
questionnaire data.
KSA Rating
The job analysis methodology used in this project required the participation and involvement of
individuals knowledgeable about the content of the Resident Assistant (RA) position to provide data and
input about the essential KSAs associated with the Resident Assistant (RA) position. A focus group
consisting of eight incumbents and first-level supervisors met to rate KSA statements on “relationship to
job performance” and “Expected at entry of job.” Each KSA was read aloud to the focus group. Raters
discussed and came to a group consensus about whether or not each KSA was related to job
performance and whether or not each KSA was expected upon entry of the job. Yes/no ratings were
collected for each scale. Appendix D contains a copy of the forms used in rating KSAs and appendix E
contains a copy of the KSA rating results.
Task/KSA Relationship
The job analysis methodology used in this project required the participation and involvement of
individuals knowledgeable about the content of the Resident Assistant (RA) position to provide data and
input linking the essential tasks of the Resident Assistant (RA) position with the important KSAs required
to perform those essential tasks. Such qualified persons included both experienced job incumbents and
first-level supervisors familiar with the job duties and responsibilities of the Resident Assistant (RA)
position. Each KSA was read aloud to the focus group. Raters discussed and came to a group consensus
about which KSAs and tasks were linked. Appendix D contains a copy of the forms used in rating the
KSAs and appendix F contains a copy of the task/KSA linkage results.
8. Accuracy and Completeness
The job analysis project documented herein was conducted in a manner that conforms with the
requirements of the Uniform Guidelines. All job analysis materials and documentation will be held and
maintained by the central staff of the Office of Housing and Residential Life at Radford University. To
ensure the accuracy and completeness of this study, the following steps were taken:
• The job analysis was conducted and reviewed by experienced staff who possess the requisite
knowledge and expertise in job analysis procedures.
• The job analysis questionnaire was developed based upon job audits/focus groups with incumbents in
the job classification and input/review from first-level supervisors and incumbents.
• The content of the job analysis questionnaire was reviewed and approved by a group of incumbents in
the job classification.
• Job analysis data was collected from experienced incumbents in the job classification.
• The job analysis questionnaire answer sheets were reviewed by project staff for proper completion
and adherence to instructions.
• Data analysis procedures included a review of incumbent ratings to determine if rating patterns
differed statistically.
Subsequent reports will document: (1) an updated job description, and (2) any selection procedures
which are developed based upon the results of this job analysis, including details of the development of
the final examination plan.
9. Appendix A – Task Questionnaire
INSTRUCTIONS: Rate each of the following tasks you complete in the position as a Resident Assistant
(RA) for both categories of frequency and criticality on a 1 to 5 scale.
Frequency refers to how often you perform the task (1=Never, 2=Once or twice a semester, 3=Once or
twice a month, 4=Weekly, 5=Daily).
Criticality refers to how important the task is to your position (1=If not completed, everything would be
fine, to 5=If not completed, my residents/staff could not function).
Task Frequency
(1-5)
Criticality
(1-5)
Enforce rules and regulations to ensure the orderly operation of residential halls.
Summon medical and law enforcement assistance in crisis situations.
Document law and rule infractions on “Advocate.”
Report law and rule infractions to appropriate staff (i.e., Police, EMS, RD, AD, etc.).
Maintain control of crisis situations where large groups of individuals are involved (such as a
fire alarm).
Confer with medical personnel, police, and supervisors to better understand the backgrounds
and needs of individual residents.
Provide support for students handling issues such as family, financial, and educational
problems.
Observe students to detect and report unusual behavior.
Refer students to appropriate campus resources.
Deliver messages to, and complete wellness checks on students.
Mediate interpersonal problems between residents.
Communicate with other staff to resolve problems with individual students.
Provide requested information on students' progress state of well-being.
Facilitate residents in completing room changes.
Maintain interpersonal connections with individual residents.
Assist students who have lost their keys or are locked out of their room.
Inventory, pack, and remove items left behind by former residents.
Bill students for damages, cleanliness, and lost keys.
Make regular rounds to ensure that residents and areas are safe, secure and in good repair.
Inspect student rooms to ensure compliance with health and safety rules.
Determine the need for facility maintenance and repair, and notify appropriate personnel.
Develop and coordinate educational programs for residents.
Develop and implement plans for involving individuals in the residence hall community.
Complete purchase orders for needed supplies.
Make hall decorations and complete educational bulletin boards.
Post campus information for the community and ensure information is up to date.
Hold regular meetings with each assigned unit (Floor Meetings).
Attend meetings with supervisor and other work groups to receive and provide information.
**If any tasks that you do as an RA were left out, please list and rate them below.
10. Appendix B – Task Descriptive Statistics
Task Freq.
Mean
Freq.
Median
Freq.
SD
Crit.
Mean
Crit.
Median
Crit.
SD
Enforce rules and regulations to ensure the orderly
operation of residential halls.
4.67 5 0.49 4.50 5 0.90
Summon medical and law enforcement assistance in
crisis situations.
3.00 3 0.43 4.75 5 0.87
Document law and rule infractions on “Advocate.” 3.92 4 0.67 4.33 5 0.98
Report law and rule infractions to appropriate staff (i.e.,
Police, EMS, RD, AD, etc.).
3.58 4 0.79 4.58 5 0.67
Maintain control of crisis situations where large groups
of individuals are involved (such as a fire alarm).
2.92 3 0.51 4.42 5 0.79
Confer with medical personnel, police, and supervisors to
better understand the backgrounds and needs of
individual residents.
2.92 3 0.67 4.08 4 0.67
Provide support for students handling issues such as
family, financial, and educational problems.
3.58 3.5 0.90 4.17 4 0.83
Observe students to detect and report unusual behavior. 4.00 4.5 1.13 4.08 4 1.00
Refer students to appropriate campus resources. 3.67 4 1.07 3.58 3.5 0.90
Deliver messages to, and complete wellness checks on
students.
3.42 4 1.00 4.17 4 0.83
Mediate interpersonal problems between residents. 2.83 3 0.58 4.00 4 0.95
Communicate with other staff to resolve problems with
individual students.
3.50 3.5 0.80 3.50 4 0.90
Provide requested information on students' progress state
of well-being.
3.00 3 0.95 3.50 4 1.09
Facilitate residents in completing room changes. 2.33 2 0.49 2.75 2.5 1.14
Maintain interpersonal connections with individual
residents.
4.83 5 0.39 4.00 4 1.04
Assist students who have lost their keys or are locked out
of their room.
4.25 4 0.62 2.75 2 1.06
Inventory, pack, and remove items left behind by former
residents.
1.67 2 0.65 1.83 1 1.27
Bill students for damages, cleanliness, and lost keys. 2.42 2 0.67 2.92 3 1.00
Make regular rounds to ensure that residents and areas
are safe, secure and in good repair.
4.42 4 0.51 4.08 4 0.90
Inspect student rooms to ensure compliance with health
and safety rules.
3.08 3 0.67 3.42 3 0.79
Determine the need for facility maintenance and repair,
and notify appropriate personnel.
3.50 3 0.80 3.33 3 0.98
Develop and coordinate educational programs for
residents.
3.08 3 0.29 3.25 3 1.22
Develop and implement plans for involving individuals
in the residence hall community.
3.50 3 0.67 3.75 4 1.42
Complete purchase orders for needed supplies. 2.83 3 0.39 2.08 2 1.00
Make hall decorations and complete educational bulletin
boards.
3.00 3 0.00 2.33 2 1.23
Post campus information for the community and ensure
information is up to date.
4.08 4 0.67 2.67 3 1.15
Hold regular meetings with each assigned unit (Floor
Meetings).
2.42 2 0.51 2.92 3 0.79
Attend meetings with supervisor and other work groups
to receive and provide information.
3.83 4 0.72 3.00 3 1.28
Note: n=12; Freq. = Frequency; Crit. = Criticality; SD = Standard Deviation.
11. Appendix C – Rank-Ordered Task List with Overall Means
Rank-Ordered Task List and Final Means
Rank Mean Task
1 4.583 Enforce rules and regulations to ensure the orderly operation of residential halls.
2 4.417 Maintain interpersonal connections with individual residents.
3 4.250 Make regular rounds to ensure that residents and areas are safe, secure and in good
repair.
4 4.125 Document law and rule infractions on “Advocate.”
5 4.083 Report law and rule infractions to appropriate staff (i.e., Police, EMS, RD, AD, etc.).
6 4.042 Observe students to detect and report unusual behavior.
7 3.875 Summon medical and law enforcement assistance in crisis situations.
7 3.875 Provide support for students handling issues such as family, financial, and
educational problems.
8 3.792 Deliver messages to, and complete wellness checks on students.
9 3.667 Maintain control of crisis situations where large groups of individuals are involved
(such as a fire alarm).
10 3.625 Refer students to appropriate campus resources.
10 3.625 Develop and implement plans for involving individuals in the residence hall
community.
11 3.500 Confer with medical personnel, police, and supervisors to better understand the
backgrounds and needs of individual residents.
11 3.500 Communicate with other staff to resolve problems with individual students.
11 3.500 Assist students who have lost their keys or are locked out of their room.
12 3.417 Mediate interpersonal problems between residents.
12 3.417 Determine the need for facility maintenance and repair, and notify appropriate
personnel.
12 3.417 Attend meetings with supervisor and other work groups to receive and provide
information.
13 3.375 Post campus information for the community and ensure information is up to date.
14 3.250 Provide requested information on students' progress state of well-being.
14 3.250 Inspect student rooms to ensure compliance with health and safety rules.
15 3.167 Develop and coordinate educational programs for residents.
16 2.667 Bill students for damages, cleanliness, and lost keys.
16 2.667 Make hall decorations and complete educational bulletin boards.
16 2.667 Hold regular meetings with each assigned unit (Floor Meetings).
17 2.542 Facilitate residents in completing room changes.
18 2.458 Complete purchase orders for needed supplies.
19 1.750 Inventory, pack, and remove items left behind by former residents.
12. Appendix D – KSA Rating Forms
KSA Ranking and Task Linkage Worksheet
INSTRUCTIONS: Determine whether each of the following KSAs are related to a Resident Assistant’s job performance (i.e., If this
KSA is not present, it would adversely influence job performance); indicate Y for yes and N for no in the “Related to Perf.” column.
Next, determine whether each of the following KSAs are expected at the time an applicant is hired; indicate Y for yes and N for no in
the “Expected at Entry” column. Finally, list the number of each task that is related to each KSA in the “Task/KSA Linkage” column.
A numbered list of tasks has been provided. Extra space has been provided to list and rate any KSAs that have been left out.
KSAs Related
to Perf.
Y/N
Expected
at Entry
Y/N
Task/KSA Linkage
Knowledge - The theoretical or practical understanding of a subject.
Customer and Personal Service
Basic legal knowledge
University Policies
English Language
Clerical
Psychological principals
Computer/Phone Technology
13. Skills - The proficiencies developed through training or experience (learned).
Active Listening
Role Modeling
Social Perceptiveness
Coordination with Others
Critical Thinking
Calm Responding in Crisis
Negotiation
Persuasion
Time Management
Active Learning
Complex Problem Solving
Reading Comprehension
Instructing others
Writing
Abilities - The qualities of being able to do something (innate).
Communicate Orally
Communicate in Writing
14. Prioritization
Decision Making
Deductive Reasoning
Inductive Reasoning
Follow Instructions
Vision
Hearing
**Note: If any KSAs are not linked to a specific task then the KSA must be eliminated and all tasks should be linked to at least one KSA.**
15. Numbered Task List (KSA/Task Linkage)
1. Enforce rules and regulations to ensure the orderly operation of residential halls.
2. Summon medical and law enforcement assistance in crisis situations.
3. Document law and rule infractions on “Advocate.”
4. Report law and rule infractions to appropriate staff (i.e., Police, EMS, RD, AD, etc.).
5. Maintain control of crisis situations where large groups of individuals are involved (such as a fire
alarm).
6. Confer with medical personnel, police, and supervisors to better understand the backgrounds and
needs of individual residents.
7. Provide support for students handling issues such as family, financial, and educational problems.
8. Observe students to detect and report unusual behavior.
9. Refer students to appropriate campus resources.
10. Deliver messages to, and complete wellness checks on students.
11. Mediate interpersonal problems between residents.
12. Communicate with other staff to resolve problems with individual students.
13. Provide requested information on students' progress state of well-being.
14. Facilitate residents in completing room changes.
15. Maintain interpersonal connections with individual residents.
16. Assist students who have lost their keys or are locked out of their room.
17. Inventory, pack, and remove items left behind by former residents.
18. Bill students for damages, cleanliness, and lost keys.
19. Make regular rounds to ensure that residents and areas are safe, secure and in good repair.
20. Inspect student rooms to ensure compliance with health and safety rules.
21. Determine the need for facility maintenance and repair, and notify appropriate personnel.
22. Develop and coordinate educational programs for residents.
23. Develop and implement plans for involving individuals in the residence hall community.
24. Complete purchase orders for needed supplies.
25. Make hall decorations and complete educational bulletin boards.
26. Post campus information for the community and ensure information is up to date.
27. Hold regular meetings with each assigned unit (Floor Meetings).
28. Attend meetings with supervisor and other work groups to receive and provide information.
16. Appendix E – KSA Ratings
KSAs Related
to Perf.
Y/N
Expected
at Entry
Y/N
Knowledge
Customer and Personal Service Yes No
Basic legal knowledge Yes No
University Policies Yes No
English Language Yes Yes
Clerical Yes Yes
Psychological principals Yes No
Computer/Phone Technology Yes Yes
Campus Resources Yes No
Skills
Active Listening Yes No
Role Modeling Yes Yes
Social Perceptiveness Yes Yes
Coordination with Others Yes Yes
Critical Thinking Yes Yes
Calm Responding in Crisis Yes No
Negotiation Yes No
Persuasion Yes No
Time Management Yes No
Active Learning Yes Yes
Complex Problem Solving Yes No
Reading Comprehension Yes Yes
Instructing others Yes No
Writing Yes Yes
Abilities
Communicate Orally Yes Yes
Communicate in Writing Yes Yes
Prioritization Yes Yes
Decision Making Yes Yes
Deductive Reasoning Yes Yes
Inductive Reasoning Yes Yes
Follow Instructions Yes Yes
Vision Yes Yes
Hearing Yes Yes