The job level of a needs analysis is essentially the application of a job analysis to training and development. This level of needs analysis identifies what a person needs to know to succeed within a specific position. A good starting point for a job-level needs analysis is a review of existing job description(s). There are two general approaches to a job analysis as it applies to training and development. The more common approach is a task-based job analysis, which focuses on the tasks that employees engage in as part of doing their job.

Tasks can be broken down into specific job elements or aggregated into duties or responsibilities. As part of a task-based analysis, the necessary KSAs required to be successful are also identified. The competency-based job analysis approach, while used less frequently, may be more appropriate. The competency-based approach focuses more on the attributes that enable someone to be successful.

Among the more common and generic competencies that an organization may look to develop are leadership and creativity. They easily span jobs, and employers often consider these factors when promoting individual employees. A competency-based approach for conducting a job-level needs analysis is particularly useful when you are focused on employee development, as opposed to training. There are numerous options for conducting a job analysis depending on what type of analysis you are trying to conduct (task versus competency) and what type of information you are currently seeking.

Archival methods are a useful starting point for any job-level needs analysis. Archival sources are records that provide basic job description information that can be easily accessed. The preferred method for gathering this information is through interviews. Focus groups are used to gather information from multiple people at the same time.

Job incumbents are a good source of information because they are the ones doing the job. However, the main concern here is the potential for disconnect between what employees do and what they are supposed to do. If either managers and supervisors or job incumbents are excluded from the job analysis, there may be a problem with buy-in. Buy-in involves the extent that a person agrees with, supports, and/or implements a decision.