Develop a Valid Task List

DOE-HDBK-1078-94

2.1.6 If a valid task list exists for a training program and a needs analysis results in

the identification of additional tasks for a program, the tasks should be added

to the task list. If the analysis does not result in identification of new tasks, the

task list for the program should be reviewed to determine if the task titles need

to be revised, or if any task needs to be changed to train or no-train (refer to

Section 2.3.3 of this Handbook). If a valid task list for the program does not

exist, a needs analysis may result in the development of a specific course that

satisfies a training need for a specific task. This task should then be included in

the task list when a job analysis when it is performed.

A job analysis is conducted to develop a detailed list of duty areas and tasks for a

specific job or position. It can also supply information to develop a job/position

description, if desired. Job analyses also allow comparison of existing training

programs to established requirements and identify deficiencies in the adequacy of

program content. For existing programs, the job analysis provides reasonable

assurance that all tasks essential to safe and efficient operation are addressed by the

training program. It also identifies parts of the training program that are unnecessary,

thus resulting in a more effective training program and more efficient utilization of

resources. For facilities/sites/offices developing new programs, the job analysis

provides the information necessary to identify tasks associated with the job. Training

design and development activities can then be based on actual needs, as opposed to

perceived needs.

All pertinent information regarding position-specific job analyses should be

documented in a job analysis report, which becomes part of the training program file

for each specified position. This report describes the process/methodology used to

conduct the job analysis, the names and positions of individuals conducting the

analysis, and the results of the analysis. The following sections provide general

guidance pertaining to performing job analyses.

2.2.1 Review Available Job Information. The first step in job analysis is a

review of available job information. This review provides input to an initial

list of tasks and duty areas, and serves as the starting point for further

analysis. The following are examples of the types of documents that should

be reviewed.

Standard Operating Procedures (SOPs);

Group, Department, and/or Division Procedures;

Standing Directives (SDs), Standard Practices (Sps);