Oregon Job Analysis is a comprehensive process utilized by businesses and organizations in the state of Oregon to gather detailed information about job roles and responsibilities within their workforce. This analysis aims to provide a systematic and objective understanding of each job's requirements, including tasks performed, skills needed, qualifications desired, and working conditions. Conducting an Oregon Job Analysis is crucial for various purposes such as recruitment, training and development, performance management, job design, and workforce planning. By accurately identifying the knowledge, skills, and abilities (SAS) required for each position, organizations can make informed decisions regarding job classification, compensation, and career progression. The Oregon Employment Department, responsible for monitoring the labor market in the state, defines several types of job analysis techniques in Oregon: 1. Task Analysis: This method focuses on breaking down jobs into specific tasks or activities performed by employees. By collecting data on the frequency, complexity, and importance of each task, organizations can create accurate job descriptions and identify essential skills. 2. Competency Analysis: This approach identifies the competencies and behaviors necessary for successful job performance. It examines the knowledge, skills, abilities, and other personal characteristics (KSA Os) that differentiate high performers from average performers. 3. Workforce Analysis: This analysis assesses the current and future needs of an organization's workforce. It involves analyzing demographic data, such as age, educational background, skills gaps, and turnover rates, to forecast workforce trends and take appropriate actions. 4. Occupational Analysis: This type of job analysis focuses on specific occupations or professions rather than individual job roles. It involves examining industry standards, certifications, and job requirements to ensure alignment with workforce needs. 5. Organizational Analysis: This method assesses the relationship between job roles and the overall organizational structure. It examines how each job contributes to the achievement of organizational goals and identifies possible overlaps or gaps in responsibilities. By employing these various types of job analysis techniques, organizations in Oregon can enhance workforce management, ensure compliance with labor laws, and create a productive and engaged workforce. Ultimately, Oregon Job Analysis facilitates informed decision-making processes related to recruitment, training, performance management, and organizational design.
Oregon Job Analysis
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FAQ
California's ban prohibits private and public employers from seeking a candidate's pay history. Even if an employer already has that information or an applicant volunteers it, it still can't be used in determining a new hire's pay.
The law prohibits employers from screening job applicants based on current or past compensation, and from determining compensation for a position based on a prospective employee's current or past compensation.
Overview. Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed.
Employers may confirm salary history only after making a conditional offer of employment, including an amount for compensation. This is a requirement connected to ensuring pay equity for all Oregon employees.
Completing a Position Analysis Before an accurate position description can be created for a position, a position analysis must be conducted in order to evaluate the need and purpose of the position, and the way the work should be performed. A position description should include a list of essential functions.
Salary History Prohibition The Oregon's Equal Pay Act prohibits employers from shortlisting job applicants or determining compensation for new hires based on salary history. Seeking salary history from applicants or their previous employers is unlawful.
Pay equity is equal pay for work of equal or comparable value. It requires comparing jobs typically done by women with different jobs typically done by men.
Follow These 7 Steps to an Effective Pay-Equity AuditPlan Ahead: Set Goals, Get Buy-in and Put the Right Team in Place.Examine Your Pay Practices and Policies.Collect the Relevant Data.Determine Which Employees Perform Comparable Work.Analyze the Data.Take Corrective Actions to Remediate Pay Disparities.
Equal pay for equal work compares the pay of similar jobs, where women and men are doing the same work, for example: Comparing a female truck mechanic's pay to a male truck mechanic's pay; or, Comparing a female bank teller's pay to a male bank teller's pay.
Follow These 7 Steps to an Effective Pay-Equity AuditPlan Ahead: Set Goals, Get Buy-in and Put the Right Team in Place.Examine Your Pay Practices and Policies.Collect the Relevant Data.Determine Which Employees Perform Comparable Work.Analyze the Data.Take Corrective Actions to Remediate Pay Disparities.
