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07 20 11 Samplejobanalysisre
07 20 11 Samplejobanalysisre
Addresses the Job Analysis requirements of Sections 14C and 15C of the federal
Uniform Guidelines on Employee Selection Procedures. Includes information necessary
for the development and content-related validation of Written Tests, Structured
Interviews, and other selection devices
Report Prepared by
The purpose of this study was to conduct a job analysis for the position of Customer
Assistance Representative (CAR) of Southern Power Company [Section 14C]1 Based upon
information obtained during the current study; it was found that, generally, CAR employees
work in an indoor office environment around and with others frequently. [Section 14C(4)] CAR
employees generally:
• Assist customers as they call in and provide customer service in an expedited manner.
Biddle Consulting Group, Inc. (BCG) is affiliated with Biddle & Associates, Inc. (B&A).
Biddle & Associates started in 1974 and was incorporated in 1977, and BCG was incorporated in
2001. BCG’s consulting division specializes in Equal Employment Opportunity (EEO), litigation
support, software development, and Affirmative Action Plan (AAP) technical support and has
assisted over 1,000 employers in these areas. Our OPAC® (Office Proficiency Assessment and
Certification) division has several thousand clients with automated test sales. Our CritiCall®
Pre-Employment Testing Software is used by hundreds of public-safety agencies from around
the United States and Canada for the selection of dispatchers and calltakers. And finally, we have
a sister corporation called Fire and Police Selection, Inc. (FPSI), which specializes in tests for
firefighter/police selection and promotion procedures.
1
References in brackets throughout this report refer to sections of the federal Uniform Guidelines for Employee
Selection Procedures (1978) being addressed.
While most of our litigation support has been for defense attorneys, we have worked on
the plaintiff side in more than a dozen cases and served as the class expert monitor in a complex
case involving statistical effects and validation of practices, procedures, and custom developed
tests used for entry-level selection, promotion, and assignments and transfers to 75 jobs. Over the
past few years, several courts have supported our statistical analyses or our job analysis and job-
relatedness work products: our reading ability test for firefighters was supported as job related in
United States of America v. City of Torrance, [No. 93-4142-MRP, DC CA]; our statistical
analyses and job-relatedness analyses for written tests, oral interviews, and assessments of
promotability were supported for three classifications in Simmons v. The City of Kansas City,
Kansas, [No. 88-2603-0, DC KA]; our job-relatedness work involving a test was supported in
Sanchez v. City of Santa Ana, [No. CV-79-1818-KN, DC CA]; our statistical analyses were
supported in Wunderly v. S.C. Johnson & Son, Inc., [828 F. Supp 801 (DC OR)], Shelton v.
SCPIE, [No. BC 088821, 098887], and Kelley v. Metropolitan Transportation Authority, [No.
BC 104734]. On the plaintiff side, our statistical work was supported in Paige v. California
Highway Patrol, [No. CV-94-0083 CBM(Ctx), DC CA] and Bouman v. Baca, 940 F2d 1211 (9th
Cir. 1991), cert. denied 12-9-91.
During the past several years, we have had professional articles published in the
Personnel Journal, The Human Resources Professional, Public Personnel Journal, Public
Personnel Management, California Labor & Employment Law Quarterly, and Labor Law
Journal. These articles deal with statistics, disparate impact, and job-relatedness.
Some of the sensitive statistical analyses we have conducted for employers have included
the effects by sex, race, ethnic origin, and age groups of possible layoff actions, performance
evaluations, forced distribution ratings, pay, overtime, bonuses, raises, promotions, hiring,
transfers, plant closures, mergers, false arrests claims, vice arrests, cigarette smoking and
asbestos exposure, PCBs, and contracts let to minority and female owned businesses.
BCG also offers a variety of AAP development options ranging from AutoAAP®
affirmative-action planning software to affirmative action plan outsourcing with a team of
tenured consultants that can develop an organization's entire set of affirmative action plans and
more.
Biddle & Associates/Biddle Consulting Group has performed job analyses and developed
numerous pre-employment selection tests during the past 30 years, and is aware that these need
to address federal laws and regulations including, but not limited to, the
We are also aware that job analyses and selection tests should also address the professional
standards, including, but not limited to, the
• Principles for Validation and Use of Personnel Selection Procedures of the Society for
Industrial and Organizational Psychology (2003)
The job analysis was designed to address the relevant laws, regulations, guidelines, and
professional standards.
BCG Principal Consultant, Jim Kuthy, Ph.D., was the primary Job Analysis facilitator.
His resume is included as Attachment A.
The job analysis was conducted using BCG’s proprietary GOJA® (Guidelines Oriented
Job Analysis®) System. The GOJA System is a comprehensive job analysis and selection
planning system that has been used by hundreds of employers since its original development in
the mid 1970s. Based on the requirements of the federal Guidelines (1978), the Principles for the
Validation and Use of Personnel Selection Procedures (2003), and the 1991 Americans with
Disabilities Act, the GOJA System is designed to help build customized job analysis and
selection components that are fair, valid, effective, and defensible.
The GOJA System is more than a job analysis method. It is a methodology for
developing content valid employment selection tools including job analyses, selection plans, job-
specific supplemental application forms, assessments of promotability, structured interviews, and
job-related performance appraisals to address the requirements of the Guidelines and other
relevant standards. Many of the technical requirements of the Guidelines are addressed just by
using the GOJA System. GOJA provides the format to be used for the linking process called for
by the Guidelines with content validity, and, through its design is tailored to address the
technical requirements of Sections 14C(1)-(4), (6)-(9) of the Guidelines.
Work products developed with the GOJA System have been challenged in court and the
employer has won in each of the following cases:
• Calderon v. Imperial County (a consent decree that specifically exempts the County from
initiating a stringent selective certification procedure for all classifications that have been
validated under the “GOJA” System).
• Forsberg v. Pacific Northwest Bell Telephone [840 F2d 1409, CA-9 1988] for
maintenance administrators and test desk technicians.
• Gilbert v. East Bay Municipal Utility District [DC CA, 19 EPD 9061, 1979] for customer
accounting service supervisor.
• Martinez v. City of Salinas [DC CA, No. C-78-2608 SW (S.J.)] for firefighter.
• Sanchez v. City of Santa Ana [DC CA, No. CV-79-1818 KN] for sergeant.
• Simmons v. City of Kansas City [DC KS, No. 88-2603-0] for detective, sergeant, and
lieutenant.
• United States v. City of Torrance [DC CA, No. 93-4142-MRP (RMCx)] for firefighter.
GOJA has been discussed in several articles and textbooks used in universities throughout the
United States:
• Buford, J. A. (1985). Recruiting and Selection: Concepts and Techniques for Local
Government. Alabama Cooperative Extension Service, Auburn University.
• Bemis, S. E., Belenky, A. H., & Soder, D. A. Job Analysis: An Effective Management
Tool. Bureau of National Affairs: Washington D.C.
• Campbell, T. (July, 1982). Entry-Level Exam Examined in Court. The Western Fire
Journal.
Data and information from 18 incumbent CAR employees who have performed the
functions of a CAR employee are included in these analyses. The following will demonstrate that
the Subject-Matter Experts (SMEs) who participated in this study are diverse in age and
ethnicity.
How many Job Experts are necessary to include in the job analysis process to produce
reliable results? Some courts have relied on as few as seven to ten Job Experts for providing
judgments and ratings about job and selection procedure characteristics (e.g., Contreras v. City
of Los Angeles, 656 F.2d 1267. 9th Cir. 1981; US v. South Carolina, 434 US 1026, 1978). The
number of Job Experts that initially participated in the current study exceeds the seven to ten
experts allowed under those decisions.
20 or more
1-4 years 5-9 years 10-19 years
years
5 8 5 0
The vast majority of those who hold CAR positions are women. The number of each
gender of the SMEs that participated in the current study was:
Male Female
6 12
It is noted that the CAR position is staffed by more than twice as many women as men.
The number of each ethnic background of the SMEs that participated in the current study
was:
The ages of the SMEs that participated in the current study was:
Less than
20 – 29 30 – 39 40 – 49 50 or more
20 years of
years of age years of age years of age years of age
age
0 3 5 9 1
During the Job Analysis workshop the SMEs discussed and arrived at a consensus to
describe a typical CAR’s work situation, including the setting in which work behaviors are
performed.
♦ The work situation, including the setting in which work behaviors are performed, can be
found in Attachment B.
During the job analysis workshop, the SMEs individually documented the duties
performed by incumbents on the job. They also individually documented the KSAPCs needed to
perform the CAR position at Public Utility.
After writing down this information, the SMEs collectively reviewed the duties and the
KSAPCs, and the following modifications were made based on a consensus:
1. The descriptions of the duties and the KSAPCs were modified to most accurately
represent the duties and KSAPCs used by incumbents at all locations.
3. Skills and abilities were operationally defined in terms of observable aspects of work
behavior of the job.
The resulting lists of duties (including work behaviors, associated tasks, and if the
behavior results in a work product, a description of the work products), knowledge, skills,
abilities, and personal characteristics from the workshop were formed into a Job Analysis Survey
(JAS). All 18 of the SMEs were asked to individually rate the duties, KSAPCs (including
physical abilities) that they identified during the job analysis. For each duty, SMEs rated:
In addition to rating the two criteria listed above, five senior-level SMEs also rated those
portions of the survey that are typically reserved for supervisors2:
• Whether the above-minimum performance of this duty denotes the BEST WORKER
or is PERFORMANCE DIFFERENTIATING of employees’ job performance. A
scale of 1 – 5 (1 = no difference / 5 – a very significant difference) was used. [Section
14C(9)]
For those duties that are not observable, those aspects of the behaviors (i.e., KSAPCs
required to perform the job duty) that can be observed and the observed work products were
identified and analyzed. [Section 14C(2)]
• The FREQUENCY with which the KSAPC was applied (listed as daily to weekly,
monthly to quarterly, quarterly to yearly, less than yearly, and not performed). SMEs
identified one of the above selections.
2
There were no supervisors “per se” that participated in the workshop. For that reason, the rating tasks that are
normally assigned to supervisory personnel during the GOJA process were made by very experienced, senior-level
job incumbents.
In addition to rating the three criteria listed above, five senior-level CAR job incumbents also
rated:
• What level of the KSAPC is needed upon entry to the job. (LEVEL NEEDED UPON
ENTRY). A scale of 1 – 4 (1 = none or very little / 4 = all or almost all) was used.
[Section 14C(1) and 14C(6)]
• Also, the LEVEL NEEDED FOR SUCCESS (this rating was given for knowledge
items only) was identified. A scale of 1 (Low) to 4 (Mastery) was used.
• The FREQUENCY with which the Physical Ability is performed (listed as daily to
weekly, monthly to quarterly, quarterly to yearly, less than yearly, and not
performed). SMEs identified one of the above selections.
In addition to rating the three criteria listed above, five senior-level CAR job incumbents
also rated:
• Possessing this Physical Ability is needed upon entry to the job. (LEVEL NEEDED
UPON ENTRY). A scale of 1 – 4 (1 = none or very little / 4 = all or almost all) was
used. [Section 14C(1) and 14C(6)]
The federal Guidelines require in Section 14C(4) that “for any selection procedure
measuring a knowledge, skill, or ability the user should show that… (b) [the] knowledge, skill,
or ability is used in and is a necessary prerequisite to performance of critical or important work
behavior(s).” One way this can be accomplished is by showing that the KSAPCs are related to
the duties performed on the job.
During the end of the first day of the workshop, SMEs linked each of the KSAPCs to one or
more job duties. Two or more SMEs had to agree on a proposed linkage for that linkage to be
identified as being appropriate for selection purposes. In addition, KSAPCs deemed appropriate
for assessment must have received an average importance rating of important or higher (i.e., a
rating of 3, 4, or 5) and also must have received an average level needed upon entry rating that
indicated that most or all of a KSAPC/Physical Ability would be needed at the time of entry to
the job (i.e., a rating of 3 or 4).
The following attachments are documents that were used in, or are derivative products of, the
Customer Account Representative Job Analysis process:
♦ A full explanation of the rating scales used during the Job Analysis process can be found
in the Instructions in Attachment D.
♦ The averages/summaries of the SME ratings of the Physical Abilities can be found in
Attachment G. Once again, the numbers shown in this attachment were calculated after
the ratings of any SMEs who provided an extreme rating for a particular Physical Ability
were eliminated (outliers).
3
An outlier was defined as a rating greater than or less than 1.645 standard deviations above/below the mean.
Potential Limitations
The Job Analysis, to the best of its ability, identified the job duties and KSAPCs that are
common for the majority of CAR positions across multiple locations. However, even with the
great care taken to achieve this goal, it is possible that some of the KSAPCs identified during this
study are not required of all CAR employees in every location. It is therefore recommended that
the results of this Job Analysis be applied with discretion. A periodic review of this position is
also encouraged to identify whether the duties performed by CAR employees or the KSAPCs
required to perform those tasks change over time.
Trained BCG human resource consultants conducted the job analysis workshop and
collected the data. The data collected was entered by administrative staff employees and then
independently checked for accuracy by BCG employees. Analyses were also independently
double-checked and verified. Finally, a Principal Consultant reviewed the final Content Validity
Report. We invite any comments you might have about this report.
American Educational Research Association, the American Psychological Association, & the
National Council on Measurement in Education. (1999). Standards for educational and
psychological testing. American Educational Research Association: Washington, DC.
Society for Industrial and Organization Psychology (SIOP) (2003). Principles for the validation
and use of personnel selection procedures. (Fourth edition) College Park, MD: Author.
Uniform Guidelines on Employee Selection Procedures. (1978). Federal Register, 43, 38290-
38315.
TABLE OF CONTENTS
Work Situation……………………………………………………………Attachment B
Experience with multiple aspects of selection plan development, including the professional and
legal aspects of designing, implementing, and reviewing selection plan components. Conceived
of, designed the test development process for, conducted the job analysis of, and validated the
nation’s first computerized professional selection testing battery for public safety dispatchers and
calltakers (9-1-1 Operators).
Experience with multiple aspects of promotion plan development, including the professional and
legal aspects of designing, implementing, and reviewing promotion plan components, including
plans for law enforcement agencies and a large labor union.
Test Development/Validation
Experience in developing tests and conducting job analyses, with an emphasis in the public
safety area, including written and physical ability testing.
Written Tests
Wrote, reviewed, and/or revised thousands of test items for multiple-choice ability tests. Wrote,
reviewed, and revised materials and test items for numerous in-basket exercises. Areas of written
test development include police, fire, and industrial classifications. Performed readability studies
on job materials and test items, item response analyses, and other statistical and research
evaluations of written tests. Tests developed for use by some of the largest United States’ cities
Assisted in the development of physical ability testing used for screening candidates for entry-
level public safety positions and municipal electrical workers. This work includes developing
cutoff times, administration methodology, and modifications.
Lead Administrator of peace officer physical ability testing for a major mid-western city.
Development of various entry-level selection tests, revision of structured oral interviews, and
rated hundreds of oral briefing exercises. Conceived of and authored an automated professional
testing battery for public safety dispatchers. Trained a county police department in job analysis
and multiple-choice item writing to develop their own content-related job knowledge tests for
four different positions. Instructed test item writing at a three-day training session sponsored by
an international nonprofit public safety organization. Created an item-writing guide for an
international nonprofit public safety organization that is now an official publication distributed
by that organization.
Validation/Reliability
Application of content and criterion oriented approaches for validating numerous tests including
knowledge tests, physical ability tests, personality assessment, in-basket and oral briefing
measures. Authored the reliability and validation report for a computerized public-safety
dispatcher selection test. Conduct reliability studies (test/retest, internal consistency) of selection
tests, including work sample and personality tests.
Job Analysis
Conducted job analyses for a diverse variety of classifications including public-safety and public
transportation positions, customer service representatives, and Longshore Foremen. Conducted
job analysis workshops, including the collection of data from over forty-five different
organizations during a single project in order to create a unified content-validation report.
Responsible for working with subject matter experts and management in identifying duties,
importance ratings, duty statements, degrees of importance, consequence of errors, knowledge,
skills, abilities, physical and other characteristics, and link-up studies between job analyses and
tests. Conducted individual and group critical incident interviews to determine job tasks and the
knowledge, skills, abilities, and other characteristics needed to perform those tasks. Conducted
on-site job observations of job-related activities.
Statistical and methodological research in response to federal court cases involving entry-level
and promotional examinations and transfer practices. Was the lead entry-level selection monitor
for a large law enforcement agency under a federal court mandate.
Educational Background
B.A. Robert F. Kennedy Program for Public Security and Administration: King’s College, PA.
Membership
Independent Consultant
International Association of Chiefs of Police, Inc., Alexandria, VA (Exclusive Client) 1997-1999
Law Enforcement promotion test development. Contributing author of certification test items for
the organization’s certification/training modules. Instructed test item-writing at the 1999 IACP
Conference on Assessment Centers and Selection Issues. Assisted in a unique pilot project where
I instructed police supervisors on how to develop their own content-valid written tests.
Kuthy, J. E. (1998). Senior Police Officer and Senior Detective test development and
training. Two-day session presented for the International Association of Chiefs of Police to the
Chesterfield County, VA Police Department.
Kuthy, J. E. (1999). Item writing for job knowledge testing. Presented at the International
Association of Chiefs of Police Annual Assessment Center and Selection Issues conference, San
Diego, CA.
Kuthy, J. E. (2000, October). Selecting the Best Applicant for Today’s Computerized
Communications Workplace. Presented at the APCO Canada (Association of Public-Safety
Communication Officials, Inc.) conference, Ottawa, Canada.
Kuthy, J. E. (2001). Reducing Employee Turnover. Presented at the Montana State APCO
Conference.
Kuthy, J. E. (2001). Update to the CritiCall Job Analysis Report: Test-Retest Reliability
Study. Sacramento, CA: Biddle Consulting Group.
Kuthy, J. E. (2002). Selecting the Best Employee for the Computerized Communications
Workplace. Presented at the Western Regional APCO-NENA Conference, Phoenix, AZ.
Kuthy, J. E. (2002; April). Written Test Item Analysis Study for a California County
Sheriff’s Office. Sacramento, CA: Biddle Consulting Group. [Proprietary document, not for
publication]
Kuthy, J. E. (2002; June). Update to the CritiCall Content Validity and Reliability Report.
Sacramento, CA: Biddle Consulting Group.
Makiney, J., Fulp, J., & Kuthy, J. (2002; June/July). Using computerized testing to
streamline hiring and certification processes. Presented at the International Personnel
Management Assessment Council’s Annual Conference, New Orleans, LA.
Kuthy, J. E., & Mateo, D. (April; 2003). What have we here? Assessing dispatcher
competency, skills, and language abilities. Presented at the Navigator (National Academy of
Emergency Dispatching) Conference, Anaheim, CA.
Kuthy, J. E. (2003; May). Test your job applicants using a telephone. Public Safety
Communications, pages 44-46.
Biddle, D. A., Kuthy, J. E., & Nooren, P. (2003). Protecting your agency against EEO
litigation related to selection and promotion practices. Law Enforcement Executive Forum, 5(3),
pages 5 - 14.
Kuthy, J. E. (2004, March). It’s not fair! How employees’ perceptions of unfairness fuel
the staffing crisis. Presented at the Western Regional Association of Public-Safety
Communications Officials (APCO) conference, Spokane, WA.
Kuthy, J. E. (2004, June). It’s not fair! How employees’ perceptions of unfairness fuel the
staffing crisis. Presented at the NENA National Annual Conference, Tampa, FL.
Kuthy, J. E. (2005, April). Selecting employees who can efficiently do two or more things
at once. Presented at the North-Central APCO Annual Conference, Kansas City, MO.
Kuthy, J. E. (2005, August). Increasing the effectiveness of your training and assessment.
Presented at the APCO International Conference, Denver, CO.
Kuthy, J. E. (2006, March). Hiring great employees who can also multitask: It’s harder
than it looks. Presented at the Western Regional APCO Conference, Portland, OR.
Kuthy, J. E. (2006, March). Developing and conducting effective, fair, and valid
employment interviews. Presented at the Personnel Testing Council of Northern California’s 20th
Annual Conference, Berkeley, CA.
Meloun, J. M., & Kuthy, J. E. (submitted for publication). Helping trainees to succeed by
having them “think aloud.”
Humetrics, Inc.
• Statistical evaluation of personality characteristic measures for customer service
position.
• Conducted and interpreted criterion-related validity analyses.
• Conducted and interpreted test reliability analyses.
• Authored confirmatory/cross-validation criterion-related validity study.
Major mid-western Regional Rapid Transit Authority (agency name withheld at request of client)
• As part of a team, developed job analyses and selection plans for motor-coach
diesel mechanic and electrician positions.
• The sole author of written test items for job knowledge testing for both positions.
• Made recommendations for additional types of testing.
The work situation for the Customer Assistance Representative position, including the
setting in which work behaviors are performed, was examined during the workshop. The
• Employees typically do not work irregular hours or days outside of their normally
assigned shifts.
• Employees do not typically travel on the job. However, some travel may be
workshop.
standard.
• Employees must be able to focus for long periods of time on many different tasks
Notes
Those KSAPCs that are shaded in the following table did not meet the court-supported criteria used by
Biddle Consulting Group, Inc. for inclusion in a pre-employment selection process.
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
1 The ability to read and comprehend information and ideas written in English. 11,12, 13, 14, 15, 16, 17,
18, 19, 20, 21
The ability to take notes and compose effective written communication in 1, 2, 3, 4, 5, 6, 7, 8, 10, 12,
2
English using a keyboard and/or by hand. 13, 14, 16, 17, 18, 19, 21
The ability to perform basic math such as addition, subtraction, multiplication, 1, 2, 3, 5, 6, 8, 9, 10, 14, 16,
3
and division using a calculator. 19, 20, 21
The skill to choose the right mathematical methods or formulas to solve a 1, 2, 3, 6, 8, 13, 14, 16, 18,
4
problem. 19, 20, 21
The ability to work closely with others and to be an effective member of a team
1, 2, 3, 4, 5, 12, 13, 14, 15,
5 in order to achieve goals; including an ability and willingness to help others, as
17, 18, 19, 21
needed.
The ability to speak clearly and effectively when communicating with others so
1, 2, 3, 4, 5, 6, 7, 8, 9,
that others will understand, both in person and by telephone. Effectively
6 11,12, 13, 14, 15, 16, 17,
communicate at the appropriate level (e.g., elderly, confused, intoxicated,
18, 19, 21
lacking education)
The ability to listen and understand the spoken word by being attentive and
properly interpreting and/or responding to verbal communication, 1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
7 understanding the points being made, asking questions as appropriate, and not 12, 14, 15, 16, 17, 18, 19,
interrupting at inappropriate times. Stay focused and not be distracted. Ability 21
to maintain control of the call.
The ability to quickly and accurately solve problems and/or make decisions.
1, 2, 3, 4, 5, 6, 7, 8, 12, 14,
8 Includes, but is not limited to, the ability to apply general rules to specific
16, 17, 18, 19, 21
problems to produce answers that make sense.
The ability to tell when something is wrong or is likely to go wrong, knowing 1, 2, 3, 4, 5, 6, 7, 8, 12, 14,
9
what the appropriate next step is, and following through to resolution. 16, 17, 18, 19, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 12,
The ability to use logic and reasoning to identify the strengths and weaknesses
10 13, 14, 15, 16, 17, 18, 19,
of alternative solutions, conclusions or approaches to problems.
21
The ability to learn and retain information to be used at a later time. Includes
1, 2, 3, 5, 6, 7, 8, 9, 10, 11,
11 both long-term learning and the ability to recall bits of information, such as
12, 13, 16, 17, 18, 19, 21
telephone numbers, names, addresses from memory for short periods of time.
The ability and willingness to learn and use new techniques or procedures in a 1, 2, 3, 5, 6, 7, 8, 9, 10, 11,
12 timely fashion. Includes, but is not limited to, the ability to adapt to change 12, 13, 14, 15, 16, 17, 18,
without incurring overwhelming stress. 19, 20, 21
The ability to convey the value of options or programs. May require the ability 1, 2, 3, 6, 8, 9, 12, 13, 14,
13
to convince others to take or not take action. 16, 17, 18, 21
The ability to file and/or retrieve information stored using alphabetical and/or
15 1, 2, 3, 10
numerical filing systems.
The ability to make fast, simple, repeated movements of the fingers, hands, and
18 2, 3, 4, 6, 7, 10, 19
wrists.
The ability to use a mouse and keyboard associated with a personal computer 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
19
without having to concentrate or focus on those behaviors. 13, 17, 18, 19, 20, 21
The ability to simultaneously perform two or more job-related tasks (e.g., speak 1, 2, 3, 5, 6, 7, 8, 9, 10, 12,
20 with client on telephone while entering information using a keyboard; work 14, 15, 16, 17, 18, 19, 20,
reports while speaking on the phone). 21
The ability to filter out or minimize distractions that might potentially interfere 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
21 with job performance. Includes the ability to focus on a single source of sound 11, 12, 13, 14, 15, 16, 17,
in the presence of other distracting sounds. 18, 19, 20, 21
The ability to be honest in work and in relationship to others, including being 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
22 truthful, straightforward, and consistent. Includes, but is not limited to, the 11, 12, 13, 14, 15, 16, 17,
ability to appropriately maintain the security and/or privacy of information. 18, 19, 20, 21
The ability to monitor/assess your own performance and manage one’s own 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
23 time, to make improvements or take corrective action. Includes the ability to 11, 12, 13, 14, 15, 16, 17,
have self discipline to adjust work pace and/or take initiative when appropriate. 18, 19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
The ability to understand the implications of new information for both current
24 11, 12, 13, 14, 16, 17, 18,
and future problem-solving and decision-making.
19, 21
Knowledge of principles and processes for providing customer services. This 1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
26 includes customer needs assessment, meeting quality standards for services, 12, 13, 14, 16, 17, 18, 19,
perform services in a tactful manner. 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
Knowledge of the structure and content of the English language including the
27 11, 12, 13, 14 ,15, 16, 17,
meaning and spelling of words, rules of composition, and grammar.
18, 19, 20, 21
Knowledge of administrative and clerical procedures and systems such as word 1, 2, 3, 4, 5, 6, 7, 8, 10, 12,
28 processing, managing files and records, and other office procedures and 13, 14, 16, 17, 18, 19, 20,
terminology. 21
Knowledge of principles and methods for promoting services. This includes a 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
30 well-rounded knowledge of company programs, products (e.g., natural gas), 11, 12, 13, 14, 16, 17, 18,
web site (resources tools on web site). 19, 21
The ability and willingness to take appropriate precautions in various settings to 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
31 address safety standards. Includes the ability and willingness to help others to 11, 12 , 13, 14, 16, 17, 18,
do the same. 19, 20, 21
The ability to take responsibility for one’s own actions, as well as the 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
32 consequences of inaction. Includes the ability to take appropriate action when 11, 12, 13, 14, 15, 16, 17,
necessary without external prompting and standing by decisions appropriately. 18, 19, 20, 21
The ability to behave in a way that is consistent with societal and legal 1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
33 guidelines in work-related situations and also avoids conflicts of interest. Being 12, 13, 14, 15, 16, 17, 18,
tactful with customers. 19, 20, 21
The ability and willingness to appear to work on time and ready to work. 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
34 Includes, but is not limited to, the ability to work diligently throughout entire 11, 12, 13, 14, 15, 16, 17,
day. The ability to use company time wisely. 18, 19, 20, 21
1, 2, 3, 5, 6, 7, 8, 9, 11,12,
35 The ability to encourage and/or direct others toward the achievement of goals. 13, 14, 15, 16, 17, 18, 19,
21
The ability to treat people fairly and with dignity and respect, including, but not 1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
36 limited to, those who may be different. Includes the ability to interact 12, 14, 15, 16, 17, 18, 19,
harmoniously with others, including those who may be different. 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 12,
37 Ability to take and learn from constructive feedback in a positive way.
13, 14, 16, 17, 18, 19, 21
1, 2, 3, 5, 6, 8, 9, 12, 13,
38 The ability to paraphrase information.
14, 16, 17, 18, 19, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
Ability to organize information and resources in a systematic way to maximize
40 12, 13, 14, 16, 17, 18, 19,
its use. Includes keeping a work area organized and easily accessible.
21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
41 Ability to know where to get information. 11, 12, 13, 14, 16, 17, 18,
19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
Ability to be aware of issues or actions that may affect others in a negative way.
42 13, 12, 14, 16, 17, 18, 19,
Includes being aware of your surroundings and acting appropriately.
21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
Ability to project a positive image of the company and its employees at all
43 11, 12, 13, 14, 15, 16, 17,
times.
18, 19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
44 Ability to show initiative. 11, 12, 13, 14, 15, 16, 17,
18, 19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 12,
45 Ability to motivate others. 13, 14, 15, 16, 17, 18, 19,
21
1, 2, 3, 4, 5, 6, 7, 8, 9, 12,
46 Ability to share knowledge with others. 13, 14, 15, 16, 17, 18, 19,
21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
Knowledge of computer programs: CSS, WMIS, TTS, Vista Plus, One Step,
47 11, 12, 13, 14, 15, 16, 17,
OLTE, CAS, Walker, Mobile Services, Oracle.
18, 19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 11,
Knowledge of tariffs (i.e. codified rules and regulations of public utilities
48 12, 13, 14, 16, 17, 18, 19,
commission) (Note: different tariffs for different states) and statements of rates.
21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
50 Ability to use Internet, Infonet (internal internet), and Groupwise software. 11, 12, 13, 14, 16, 17, 18,
19, 20, 21
1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
51 Knowledge of Company Jargon (vernacular). 11, 12, 13, 14, 15, 16, 17,
18, 19, 20, 21
Frequency
Give each duty a Frequency Rating to show how often, in general, you perform it. Choose one
of the following options:
1 – Annually or less often
2 – Semi-Annually (approx. 2 times/year)
3 – Quarterly (approx. 4 times/year)
4 – Monthly (approx. 1 time/month)
5 – Bi-Weekly (approx. every 2 weeks)
6 – Weekly (approx. 1 time/week)
7 – Semi-Weekly (approx. 2 to 6 times/week)
8 – Daily/Infrequently (approx. 1 to 6 times/day)
9 – Daily/Frequently (approx. 7 or more times/day)
Importance
Give each duty an Importance Rating to show how important the duty is to successful job
performance–to achieving the purpose of the job. Consider how often the duty is performed, the
amount of time spent on the duty, and how serious the consequences are if the duty is not
performed or not performed properly. Choose one of the following options:
1 – Not Important: Minor significance to the performance of the job.
2 – Of Some Importance: Somewhat useful and/or meaningful to the performance of
the job.
• Improper performance may result in slight negative consequences
3 – Important: Useful and/or meaningful to the performance of the job.
• Improper performance may result in moderate negative consequences
4 – Critical: Necessary for the performance of the job.
• Improper performance may result in serious negative consequences
5 – Very Critical: Necessary for the performance of the job, and with more extreme
consequences.
• Improper performance may result in very serious negative consequences
Best Worker
This question is asked because it helps in rank ordering applicants on the basis of job-related
qualifications and in evaluating current job-holder’s job performance. Complete the following
statement using the rating scale provided.
Above-minimum performance of this duty makes (Select one option from below) difference in
overall performance of the job.
1 – no
2 – little
3 – some
Frequency
Give each KSAPC a Frequency Rating to show how often, in general, you use it. Before
deciding on a frequency rating, review the duties which you have listed as requiring the KSA.
The frequency rating of the KSAPC can be less often, more often, or the same as the frequency
rating of any duty to which it is linked. For example, a KSAPC can be linked to five duties, each
of which is performed weekly (one on each day of the week), so the frequency of the KSAPC
could be daily even though each duty it is linked to is performed weekly. Or if the duties are
performed daily, but the KSAPC is needed only every two weeks to do a part of the duties, then
its frequency is bi-weekly. Choose one of the following options:
1 – Annually or less often
2 – Semi-Annually (approx. 2 times/year)
3 – Quarterly (approx. 4 times/year)
4 – Monthly (approx. 1 time/month)
5 – Bi-Weekly (approx. every 2 weeks)
6 – Weekly (approx. 1 time/week)
7 – Semi-Weekly (approx. 2 to 6 times/week)
Importance
Give each KSAPC an Importance Rating. How important is the KSAPC to successful job
performance or to achieving the purpose of the job? Consider the importance rating of the duties
for which the KSAPC is needed. Typically, a KSAPC’s importance rating will be the same as the
most important duty for which it is needed – but not always. Therefore, don’t just automatically
select the importance of the most important duty; evaluate what the importance rating of each
KSAPC should be. Choose one of the following options:
1 – Not Important: Minor significance to the performance of the job.
2 – Of Some Importance: Somewhat useful and/or meaningful to the performance of
the job.
• Improper performance may result in slight negative consequences
3 – Important: Useful and/or meaningful to the performance of the job.
• Improper performance may result in moderate negative consequences
4 – Critical: Necessary for the performance of the job.
• Improper performance may result in serious negative consequences
5 – Very Critical: Necessary for the performance of the job, and with more extreme
consequences.
• Improper performance may result in very serious negative consequences
The Guidelines state, “Content validity is also not an appropriate strategy when the selection
procedure involves knowledge, skills, or abilities which an employee will be expected to learn on
the job” (Section 14C[1]). To address this requirement, we suggest using an average rating of 3.0
as a minimum threshold for determining which KSAPCs or Physical Abilities to include in a
selection process.
This question is asked because it helps in rank ordering applicants on the basis of job-related
qualifications and in evaluating current job-holder’s job performance. Complete the following
statement using the rating scale provided.
Above-minimum performance of this duty makes (Select one option from below) difference in
overall performance of the job.
1 – no
2 – little
3 – some
4 – a significant
5 – a very significant
This level of job knowledge held must be at a (Select one option from below) level for successful
job performance.
1 – Low: none or only a few general concepts or specifics available in memory in
none or only a few circumstances without referencing materials or asking
questions.
2 – Familiarity: have some general concepts and some specifics available in memory
in some circumstances without referencing materials or asking questions.
3 – Working knowledge: have most general concepts and most specifics available in
memory in most circumstances without referencing materials or asking questions.
4 – Mastery: have almost all general concepts and almost all specifics available in
memory in almost all circumstances without referencing materials or asking
questions.
The data from these ratings are useful for choosing the job knowledge that should be included in
a written job knowledge test. We suggest only including job knowledge that have average ratings
of 3.0 or higher on written job knowledge tests. See Section 14C(4) of the Guidelines for specific
requirements about measuring job knowledge in a testing process.
Frequency Rating
Give a Frequency Rating to show how often, in general, you use each Physical Abilities. Before
deciding on a frequency rating, review the duties which you have listed for the Physical
Abilities. The frequency rating of the Physical Abilities can be less often, more often, or the
same as the frequency rating of any duty it is linked to. For example, a Physical Abilities can be
linked to five duties, each of which is performed weekly (one on each day of the week), so the
frequency of the Physical Abilities could be daily even though each duty to which it is linked is
performed weekly. Or if the duties are performed daily, but the Physical Abilities is needed only
every two weeks to do a part of the duties, then its frequency is bi-weekly even though the duties
are performed daily. Choose one of the following options:
1 – Annually or less often
2 – Semi-Annually (approx. 2 times/year)
3 – Quarterly (approx. 4 times/year)
4 – Monthly (approx. 1 time/month)
5 – Bi-Weekly (approx. every 2 weeks)
6 – Weekly (approx. 1 time/week)
7 – Semi-Weekly (approx. 2 to 6 times/week)
8 – Daily/Infrequently (approx. 1 to 6 times/day)
9 – Daily/Frequently (approx. 7 or more times/day)
Importance Rating
How important is the Physical Abilities to successful job performance or to achieving the
purpose of the job? A Physical Abilities’ importance rating may or may not be the same as the
most important duty for which it is needed. Therefore, don’t just automatically select the
importance of the most important duty. Decide what the importance rating of each Physical
Abilities should be. Choose one of the following options:
1 – Not Important: Minor significance to the performance of the job.
2 – Of Some Importance: Somewhat useful and/or meaningful to the performance
of the job.
• Improper performance may result in slight negative consequences
3 – Important: Useful and/or meaningful to the performance of the job.
• Improper performance may result in moderate negative consequences
4 – Critical: Necessary for the performance of the job.
• Improper performance may result in serious negative consequences
5 – Very Critical: Necessary for the performance of the job, and with more extreme
consequences.
• Improper performance may result in very serious negative consequences
ASSIGNABLE
FREQUENCY
JOB DUTY: If applicable, include domain
(area within the job to which the duty is
related; for example, client contact,
personnel, etc.)
ASSIGNABLE
FREQUENCY
JOB DUTY: If applicable, include domain
(area within the job to which the duty is
related; for example, client contact,
personnel, etc.)
ASSIGNABLE
FREQUENCY
JOB DUTY: If applicable, include domain
(area within the job to which the duty is
related; for example, client contact,
personnel, etc.)
ASSIGNABLE
FREQUENCY
JOB DUTY: If applicable, include domain
(area within the job to which the duty is
related; for example, client contact,
personnel, etc.)
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
29. Knowledge of arithmetic and its applications. 8.53 3.94 MQ 5.00 4.00 4.00
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
46. Ability to share knowledge with others. 8.62 3.79 MQ 4.20 3.20
BEST WORKER
LEVEL NEEDED
IMPORTANCE
FREQUENCY
UPON ENTRY
MINIMUM vs.
HELPFUL
only)
KSAPC’s
51. Knowledge of Company Jargon (vernacular). 9.00 4.13 HQ 4.20 3.40 2.20
BEST WORKER
IMPORTANCE
FREQUENCY
PHYSICAL ABILITIES DESCRIBE
BEST WORKER
IMPORTANCE
FREQUENCY
PHYSICAL ABILITIES DESCRIBE
HOW LONG?
4a. SIT/TYPICAL 7 1/2 – 8 hours a day.
9.00 4.59 MQ 4.60 4.00
HOW LONG?
4b. SIT/MAXIMUM Overtime as long as 10 hours a 6.82 3.65 MQ 4.20 3.20
day.
HOW LONG?
5a. STAND/TYPICAL If performing the cashier job 3-4 5.00 2.33 HQ 3.20 2.60
hours a day.
HOW LONG
5b. STAND/MAXIMUM As a cashier could be as long as 3.40 2.94 HQ 3.40 2.80
8 hours.
BEST WORKER
IMPORTANCE
FREQUENCY
PHYSICAL ABILITIES DESCRIBE
HOW FAR?
Minimal walking required
(To the fax machine/copy
machine)
6. WALK/TYPICAL HOW FAST? 7.12 2.33 HQ 2.40 1.80
WHAT SURFACE?
Carpet
PUSH WHAT? Boxes of files or
correspondences. Office
supplies. Chairs.
PUSH (WITH HELP):
7. 3.13 1.53 HQ 2.50 2.00
TYPICAL WEIGHT?
HOW FAR?
WHAT HELP?
HOW FAR?
10-20 ft.
BEST WORKER
IMPORTANCE
FREQUENCY
PHYSICAL ABILITIES DESCRIBE
WORK IN AWKWARD
POSITIONS: TYPICAL When performing the cashier
12a. position, twist to get from cash 5.18 2.94 HQ 2.60 2.00
(e.g., stoop, bend, twist, crawl, drawer to customer.
kneel, squat)
WORK IN AWKWARD
POSITIONS: MAXIMUM
12b. 4.40 2.80 3.00 2.50
(e.g., bend, twist, crawl, kneel,
squat, stoop)
BEST WORKER
IMPORTANCE
FREQUENCY
PHYSICAL ABILITIES DESCRIBE