IT Business Analyst Purpose of the Job Description Report The job description report is a short report that identifies key activities and behaviors relevant to a job s objectives. Information is also provided regarding important job context information. This information is based directly upon the ratings provided by subject matter experts. This report provides inputs to a wide variety of human resource decisions, from job evaluation to selection as it is clearly laid out and easy to use. The Job Description report provides clear descriptions of the job s title, location, reporting structure, main purpose, responsibilities, objectives and other important information about the specific job. WORK INFORMATION This section provides fundamental information about a job. Beyond a person s ability to perform tasks, which make up the job, other issues may impact a person s motivation or interest in a job, such as work location, salary and reporting relationships. These details are specified directly by the WPS user. Job Title: Organization: Location: Upward Reporting Relationships: Downward Reporting Relationships: IT Business Analyst Regional Information Technology Engagement (RITE) Board Diebold, Hyland Software, Sherwin-Williams Great Lakes (IL,IN,MI,OH,WI) Various None WORK PROFILING SYSTEM JOB DESCRIPTION REPORT INTERNATIONAL EDITION - Version 1.6 SHL Group plc 2004 - all rights reserved MAIN PURPOSE OF JOB To identify the business needs, facilitate an appropriate solution, and ensure continuity throughout the development process to deliver value to the client organization. JOB OBJECTIVES To apply systems thinking to business solution development to ensure balance of big picture with specialized knowledge (e.g., selecting the right technology for the solutions). To draw on legacy systems and organizational history to determine appropriate business solutions. To demonstrate proficiency in a broad range of technologies to effectively create business solutions. To analyze data metrics in order to accurately define the business need and create the scope and goals of the project. To collaborate with stake holders and IT in order to develop appropriate business solutions To demonstrate independent and proactive thinking to mitigate risk. To translate technical information/jargon effectively to a non-technical audience as well as translate non-technical information to a technical audience. To facilitate client and IT conversations to build consensus. IMPORTANT NOTICE This report was generated using the Work Profiling System module of the SHL Human Resource Management System. The report is computergenerated from the results of one or more job analysis questionnaires answered by subject matter experts and substantially reflect the answers provided by them. Due regard of this must be taken in the interpretation of this data. This report has been generated electronically - the user of the
Business Analyst 20/02/2012 Page 2 software can make amendments and additions to the text herein - SHL cannot accept any liability for the consequences of the use of this report and cannot guarantee that the contents are the unchanged output of the computer system.
Business Analyst 20/02/2012 Page 3 BACKGROUND REQUIREMENTS Background requirements refer to the education, training and work experience necessary for a person to be a successful performer. Specific knowledge requirements and other requirements (e.g. willingness to relocate) may be specified by the WPS user to provide a more complete profile. Essential Desirable Education: Formal Qualifications Education involves the acquisition of knowledge and skills through learning where subject matter is imparted systematically. Formal qualifications are obtained by studying at formal institutions e.g. universities, colleges, etc. Level of Education: College degree: BA, BS Attainments: Job Related Work Experience Duration / Time required to become competent in this area Essential Desirable Experience is obtained through opportunities for exposure and practice at work. It includes all working experience that has some bearing on the job and is not restricted to the current organization. Supervised on-the-job training, internships and learner ships are incorporated within this category. Work Experience: 4-6 months Duration / Time required to become competent in this area Attainments: Training Requirements (Knowledge and Skills) Formal Training 1-4 weeks Job Related Skills and Knowledge Essential Desirable Job-related knowledge is typically gained through formal or informal training programs (these exclude programs through which Formal Qualifications are attained). It includes knowledge of facts, data and information and understanding the rationale behind models, theories and principles. Must be able to translate technical information to a non-technical audience Must understand marketing and business concepts. Must effectively communicate business needs to a technical audience.
Business Analyst 20/02/2012 Page 4 ESSENTIAL WORK ACTIVITIES Essential activities are defined as task statements with ratings equal to or greater than 60 on a 100 point scale of task criticality. Criticality ratings take into account the importance of the task in meeting job objectives and the time spent performing the task. These ratings were provided by people who know this job well. See WPS Technical Report for details. F3: RELATIONSHIPS / REPRESENTING / INQUIRIES Working closely with a group or team Being polite to customers Gaining access to busy people Establishing relationships with antagonistic individuals Establishing rapid rapport with a new contact Maintaining good public relations Establishing a network of contacts Making inquiries in writing about a product or service Making inquiries verbally about a product or service Answering inquiries in writing about a product or service Answering inquiries verbally about a product or service Coping with threats or rudeness from customers Dealing with complaints E7: DECIDING Deciding a course of action in conjunction with others Making decisions after thorough evaluation Making quick decisions under time pressure Deciding a course of action on own initiative Deciding whether to refer a problem to a superior Choosing appropriate materials to complete a job Deciding on levels of stock to be held D1: DESIGNING / PROBLEM SOLVING Finding new ways to improve the efficiency of an operation Brainstorming for new ideas Suggesting new solutions to production problems Designing charts or illustrative diagrams Creating artistic visual forms or displays
Business Analyst 20/02/2012 Page 5 E2: ANALYZING / INTEGRATING / INTERPRETING Interpreting information (e.g., to simplify or explain) Summarizing verbal information Critically examining information for accuracy / quality Analyzing written information Identifying errors in flow chart Summarizing numerical information Breaking down a procedure into logical steps Interpreting rules, laws, agreements, etc. Analyzing numerical information C1: COLLECTING INFORMATION Asking questions to establish information required Watching an operation or process to detect a problem Listening to verbal instructions from superiors Listening to arguments or evidence Scanning written information for useful content Reading a complex plan or diagram Referring to technical manuals E5: CHECKING WRITTEN / PRINTED INFORMATION DESIGNS Checking documentation is correct Proof reading typed or printed material Checking one design or pattern against another Examining drawings to check all information included Checking tickets or other formal authorization Verifying the accuracy of calculations Checking correct recording on computer screens / printouts Checking correct recording in reports, documents, etc. B6: COOPERATING / ACTING AS A LIAISON Acting as liaison with clerical/manual workers Acting as liaison between organizations or departments Acting as liaison with supervisors Acting as liaison with managers/professionals Achieving cooperation from peers, colleagues E3: ESTIMATING / EVALUATING Evaluating alternatives prior to choice Assessing the probability or likelihood of an event occurring Checking angles or spacing by eye Preparing cost or time estimates for future activity Estimating numbers, quantity, etc.
Business Analyst 20/02/2012 Page 6 F2: SELLING / INFLUENCING Presenting a product or service to a potential user Contacting a customer as a routine checking procedure Challenging instructions or orders Making a spoken case for a course of action Arguing a case in a formal meeting or session Selling a product or service Making a case to superiors for resources or support F1: INFORMING / REPORTING Explaining a technical product in lay terms Briefing individuals on tasks or situations Providing spoken information about a problem/issue Providing written information about a problem/issue Making a verbal report to a supervisor or manager Communicating by codes or signs, other than words Advising on technical points Reporting problems to supervisor Contacting a manager or supervisor for authorization
Business Analyst 20/02/2012 Page 7 INTERPERSONAL CONTACT The graphs below show the nature, type and frequency of interpersonal contact required by the job. CONTACT WITH WHOM? Sr. Management Mid. Management Jr. Management Supervisors Admin. Staff Manual Workers Gen. Public Student/Trainee Union Reps. 1 2 3 4 Key 1: None 2: Occasional (1-9% of time) 3: Moderate (10-20% of time) 4: Frequent (21% + of time) TYPE OF CONTACT Informing Physical Serving Directing Persuading Negotiating Formal Speaking Advising Assessing Interviewing Counseling Representing 1 2 3 4
Business Analyst 20/02/2012 Page 8 RESPONSIBILITIES Responsibility for Resources: Financial Impact: Functional Impact: Breadth of Job Knowledge: Demands of Change: Time Span of Impact: None Large, $10,000s Routine functions of minor impact One main function but much other New situations occur constantly Moderate term - 1 to 3 months SPECIFIC ACCOUNTABILITIES The graph below shows the level of specific accountabilities for this job. Cash Equipment Property Product Quality Worker Standard Finance Results Public Relation Work Methods Others Safety Innovation Sales Performance 1 2 3 4 Key 1: None 2: Low 3: Moderate 4: High
Business Analyst 20/02/2012 Page 9 WORK CONTEXT AND ENVIRONMENT Type of Working Hours Working Hours Travel Regular Usually day time working Time Away from Home Normal weekly hours... 40 Paid overtime hours... 0 Unpaid overtime hours... 0 Total weekly hours... 40 Time spent traveling (excl. from/to work)... 11-25% Nights within home country... 11-20 Nights in other countries... 1-10 Posture: Percent Time Spent... 0 10 20 30 40 50 60 70 80 90 100 sitting standing walking running stooping/kneeling climbing Physical Danger Minor physical injury... Almost no risk Serious physical injury... Almost no risk Physical Environment: Percent Time Spent... 0 10 20 30 40 50 60 70 80 90 100 out of doors at high temperature at low temperature in contaminated air in noisy conditions in dirty environment in a restricted space with inadequate lighting with machine vibration with ear protection with eye protection with breathing apparatus