Ask five managers in the same company to describe one job's responsibilities, and you'll often get five different answers — a sign of the confusion that comes from weak job analysis and design. That gap doesn't just create friction; it undermines recruitment, training, and every performance evaluation built on top of it. This course from the Arab British Fellowship Training Academy gives participants the tools to close that gap: analyzing roles accurately, writing job descriptions that hold up, and connecting day-to-day performance to indicators that actually measure something.

Because job analysis and design form the backbone of an effective organizational structure, and performance measurement determines whether that structure delivers, the course combines both — walking participants through scientific methods for defining job requirements, building evaluation models that hold water, and linking individual output to what the organization is actually trying to achieve.

Course Objectives

By the end of the course, participants will be able to:

• Apply the core principles of job analysis and design used in modern organizations, and prepare job descriptions grounded in real business needs.
• Build performance evaluation models based on competencies and results, using modern measurement tools to track HR performance.
• Improve how well jobs align with the organization's structure and strategy.

Who Should Attend?

• HR specialists sharpening their job analysis and design skills.
• Department managers handling workforce planning and task distribution.
• Recruitment, evaluation, and organizational development staff.
• HR and administrative development consultants.

Module 1: When Job Roles Are Unclear

• How vague roles create duplication, gaps, and evaluation problems.
• What job analysis is, and how it connects to workforce planning.

Module 2: Gathering the Data Behind a Job

• Direct observation, interviews, questionnaires, and reports.
• Picking the right data-collection method for each job type.

Module 3: Designing Jobs That Work

• Principles of a well-designed job, balancing efficiency with motivation.
• Techniques for simplifying and developing work over time.

Module 4: Writing Descriptions and Specifications That Hold Up

• Job title, position, tasks, responsibilities, and working conditions.
• Required qualifications, skills, behaviors, and technical competencies.

Module 5: Keeping Job Documents Current

• Reviewing, approving, and updating job descriptions as things change.
• Documenting jobs and linking them to HR systems.

Module 6: What "Performance Competency" Actually Means

• Individual and organizational competency, and the difference between competency and effectiveness.
• How competency drives organizational excellence.

Module 7: Building and Reading Performance Indicators

• Designing measurable, quantitative and qualitative KPIs linked to job objectives.
• Goal- and results-based evaluation, 360-degree feedback, and digital evaluation tools.
• Analyzing statistical data, classifying performance levels, and spotting gaps.

Module 8: Turning Evaluation Into Action

• Identifying root causes of a performance decline and building individual action plans.
• Linking performance to incentive systems and managing unacceptable performance.

Module 9: Keeping the Structure Aligned Over Time

• How each job contributes to organizational outcomes and the corporate vision.
• Adjusting jobs and integrating new roles as the organization evolves.