Job analysis is crucial for first, helping individuals develop their careers, and also for helping organizations develop their employees in order to maximize talent.

The outcomes of job analysis are key influences in designing learning, developing performance interventions, and improving processes.

The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future.

One of the first I-O psychologists to introduce job analysis was Morris Viteles.

In 1922, he used job analysis in order to select employees for a trolley car company.

Viteles' techniques could then be applied to any other area of employment using the same process.

After this, the job analyst has completed a form called a job psychograph, which displays the mental requirements of the job.

The measure of a sound job analysis is a valid task list.

This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations.

Subject matter experts (incumbents) and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis.

) is a family of procedures to identify the content of a job in terms of activities involved and attributes or job requirements needed to perform the activities.

Job analysis provides information to organizations which helps to determine which employees are best fit for specific jobs.