Something different is expected.
Each person interprets priorities and results in their own way.
JOB ANALYSIS
Define the role.
Make better talent decisions.
Align responsibilities, outcomes and skills
with what your organisation needs.
Agree what each role contributes,
which decisions it owns and how it could evolve.
Clear responsibilities
Clearly defined autonomy
Based on demonstrable skills
THE CHALLENGE
One role.
Different expectations.
A job description can become outdated when the business, tools, or working methods change. This leads to new tasks, unclear responsibilities, and unresolved areas of accountability.
Clarifying the job helps to distinguish between a problem of job definition and a need for personal development.
A response is given, but a decision cannot be made.
The assigned responsibilities do not align with the actual autonomy.
The nature of work has changed.
The job description still reflects a previous stage.
WHAT WE ANALYSE
A role makes sense
when its responsibilities fit together.
We relate the expected contribution, the work that makes it possible, and the necessary conditions to carry it out.
CONTRIBUTION
Mission and Results
We need to understand the purpose of the role and what it should contribute. We connect the functions with the tasks and the results that the business requires.
What should be achieved and how does it contribute?
RESPONSIBILITY
Decision-making and Autonomy
We clarify what the role is responsible for, what decisions it can make, and what needs to be escalated. We identify the necessary relationships and dependencies for the role to be successful.
To what extent does it make decisions and with whom does it coordinate?
ABILITIES
Requirements and conditions
We link knowledge, skills, and requirements with the job that justifies them. We consider resources, conditions, and learning needs.
What does it need to perform that job well?
The job is analysed in its real context.
The business needs, resources, tools, and relationships with other departments allow us to understand what is required and on what basis.
What information does the analysis provide?
Work and contribution
- Job mission
- Functions and tasks
- Expected outcomes
- Contribution to the business
Responsibility and context
- Decision-making and Autonomy
- Relationships and coordination
- Resources and tools
- Working conditions
Profile and development
- Skills and requirements
- Necessary learning
- Changes already decided
- Proposals to compare
The report distinguishes between what is documented and what needs clarification. Proposals for evolution are separated from changes that the organisation has already decided upon.
WHAT YOU RECEIVE
A reference for organising work.
A basis for making decisions.
A report with an executive summary, job definition, and development priorities. Explore what each part contributes.
ESFERICALJOB ANALYSIS
EXAMPLE: ORDER MANAGEMENT
The Job at a Glance
01
PurposeKeep orders complete and maintain a traceable record.
02
ContributionGive Sales, Logistics and Billing reliable information.
03
Decision boundariesVerify and record orders. Escalate commercial exceptions.
The role, at a glance
A summary of its purpose, its contribution, and the key aspects of the analysis. It gathers the main responsibilities, limitations, and issues that require a decision or clarification.
- Purpose and contribution to the business.
- Relevant responsibilities and limitations.
- Priorities and outstanding issues.
It helps you share a common understanding before organising, delegating, or evaluating.
Let's finalize the analysis you needThe depth of the report is tailored to the position, available sources, and agreed scope. Proposals are presented as such so that the organisation can evaluate and decide.
HOW WE WORK WITH YOU
Build a shared definition
from the work people actually do.
Listen to how people work.
Understand what the role demands.
Technology helps to structure the information. Professional judgement and contrasting discussions connect the analysis with the organisation's reality.
We define the role and objective.
We agree on which roles to analyse, for what decision, and with what scope. We identify the participants and available documentation.
We gather real-world data.
We collect information about activities, results, decisions, and relationships through the agreed-upon sources. We incorporate the context of those who know the role.
We organise and compare.
We relate responsibilities, tasks, results, and capabilities. We review differences between sources and make issues that require clarification visible.
We provide a reference for agreement.
We present the definition and priorities for development. The organisation has a clear basis for validating expectations and deciding on the next steps.
WHAT IS IT FOR?
Clear responsibilities
give everyone a better starting point.
Select and incorporate.
When you need to clarify what to look for, what is essential, and what can be learned during onboarding.
Define requirements related to the job and clear expectations from the outset.
Delegate and coordinate.
When responsibilities are unclear, decisions get stuck, or relationships between departments create confusion.
Determine who is responsible, what decisions they can make, and when they should escalate.
Develop and prepare for changes.
When a role evolves, new tools are introduced, or you need to guide learning towards new responsibilities.
Distinguish between what the role requires and what skills are beneficial to develop.
CULTURE, ROLE, AND PERSON
Define the role
first define the role.
A shared understanding of the role allows you to interpret a person's capabilities in relation to specific responsibilities and results.
At Talent Optimisation, this reference is combined with Cultural DNA and individual assessment to guide development and mobility decisions.
Culture
How the organisation needs to function.
Role
What the job requires and what it offers.
Individual
What skills and potential they bring.
Clearer expectations.
Better-informed decisions.
BEFORE WE BEGIN
Questions
you may have.
The focus is tailored to your specific needs.
How does it differ from a job description?
The description defines the role. The analysis examines what it should entail, how the work is performed, what decisions it allows, and what skills are required. It is used to build or revise the description based on evidence, highlight ambiguities, and prepare agreements.
Can we start from the existing job descriptions?
Yes. Existing job descriptions, procedures, and documentation can serve as a starting point. They are compared with the current context and the information from those who know the work, to identify what remains relevant, what has changed, and what needs clarification.
Who participates in the analysis?
We agree on the sources based on the role and the objective. The responsible person, those who perform the role, and other relevant stakeholders can provide information. The proposal specifies the participation, documentation, and discussions needed.
What happens if there are different versions of the role?
Differences become apparent to allow for comparison: they may relate to different areas, recent changes, or expectations that have not yet been agreed upon. When a matter is not sufficiently supported, it remains unresolved.
Do you analyse the role or evaluate the person?
This service defines the role and its requirements. Evaluating a person, their performance, or their suitability requires a specific process. Defining the role provides a reference for this process and helps distinguish between an unclear expectation and a need for development.
Can a new or transforming role be analysed?
Yes, starting from the required contributions and the organisation's decisions. In an existing role, the current situation is distinguished from confirmed changes and proposals. In a new role, the assumptions and issues that need to be validated before the definition is finalized are explicitly stated.
Can we start with a single role?
Yes. We can focus the project on a critical role or agree on a set of roles, prioritised according to business needs. The scope defines the participants, sources, deliverables, and the work schedule.
How long does it take, and what does it cost?
This depends on the number and complexity of the roles, the available information, and the level of detail required. Before starting, the proposal will define the scope, dedication, deliverables, schedule, and investment.
LET'S START WITH YOUR NEEDS.
Which role would you like
to understand better?
Tell us what you want to clarify or what decision lies ahead.
We’ll tailor the job analysis to your needs.
Attendees and participantsSources and deliverablesTimeline and investment
Request a job analysisAn initial, confidential, and non-binding conversation.