Phase 1: Job analysis Description of the organization Heroux-Devtek is a Canadian organization serving the Aerospace and Industrial market

segments. Heroux-Devtek could be considered a medium sized business with over thousand employees in just their landing gear division with more in the Aerospace and industrial markets divisions. Ever since founded in 1942 in Longueil, Quebec, Heroux-Devtek has been a growing company by accruing plants across North America and becoming a publically traded company. They have 12 facilities across North America in Quebec, Ontario, Ohio, and Texas, with a new facility opening in the next year in Mexico. Because each division has plants in different provinces or even countries, it is common for the VP`s to have to travel to those locations to properly manage the staff and oversee training and operations. According to the phases of growth as described by Griener in his article ``evolution and revolution as organizations grow``, we believe that Heroux-Devtek is in phase 3 of delegation. It is here where the company applies a decentralized organization structure. There is more trust in the line managers of each division plant, and interference from upper management is less common. They would only get involved when needed based on the reports. This provides increase motivation from lower levels to take more initiative and perform better. However upper management has to make sure to not allow too much freedom from the plants because they don t want to end up losing control.

I don t have my notes with me, I want to include the names and titles of the VPs we interviewed and then how much controllers they are in charge of so if we can include that

The process and results of the job analysis 1. Collection of task statements. Remy: On October 6 Ariane and David went to Longueuil where Frank picked them up to bring them to the factory of Heroux-Devtek. They met with Remy in the morning for about one hour and fifteen minutes. We got water, he drank coffee and we talked in the boss s office around a round table. Ariane had her laptop and David took notes in his notebook, Frank was there to have an overview of the interview and only asked questions if really needed. This way he was more outside the interview and thus more objective. So we started talking and making notes, Remy was nice to talk to and with and he was talking most of the time. We noticed that the order of questions was not really of importance, but we did manage to ask almost all the questions we prepared. We collected almost 100 statements and put them into complete task statements shortly after. According to the rules of preparing task statements we spent a serious amount of time on putting them together and completed the statements for our interview.

Bill:

Stphane: On the morning of October 5th, Vice-President of Control and Information Technology Stphane Arsenault sat down with Stephanie, Chris and Frank to answer some questions about his former position, VP of Finance. Stephanie and Chris were leading the interview with Frank helping out when he felt it was necessary. The interview went longer than expected, taking an hour and a half. Even so, Mr. Arsenault was very cooperative in answering all of the questions. The interview process was relatively structured in the sense that all the group members had previously prepared sample questions, which Stephanie and Chris used as a guideline to follow for the interview. The communication flow was very open and anyone was able to speak when they had something to say. This ease of communication was used mainly to get more detailed and specific information from Stphane, or for clarity purposes, by asking questions on the spot based on the information that Stphane was explaining. He was more than willingly to make sure we understood completely the task he was describing. We walked out of the interview with detailed notes of the interview, about 6 pages each. We carefully and individually analyzed the notes to put together a rough list of task statements. As a group, we then came together to finalize the list of detailed task statements. After we completed our master list, we sent it to each interviewee to be graded from 1 to 5, with 1 being least important for the task to be performed and 5 most important. This way we are able to take the grade each task statement has received and decide if it is a relevant and important task within the position of VP Finance. We will summarize all grades per statement and explain how we came to a cutoff score in the next paragraph.

2. Importance and frequency ratings. The way we have handled the different ratings is that we have calculated the standard deviation for the grading of each of the task statements from each of the three interviewees. If the standard deviation is between 0.0 and 1.5, this means there is little variation among the answers. This means that the gratings are relatively close together and so the interviewees are in agreement. We chose 1.5 as the standard deviation limit because the variability at this point is relatively small compared to all the standard deviation results. The task statements with the larger standard deviation, we will bring back to

Stephan, the VP Finance s manager, and obtain his final decision on the significance of the task. We have chosen this decision process because he has previously experienced the role of being VP Finance for a longer period of time than the two other VP Finances. We then take the averages of all three ratings and so 3.0 and below will be our cut-off score for the ratings. Every task statement that has a score in this area will be dismissed. We chose this score because of the fact that the 3.0 and below was insufficient in importance to perform a task and now we would still have 70+ task statements of this job.

3. Establishing dimensions. Administration, IT, Management, Finance, Accounting, communication 4. Determining the KSA s. Every job title requires certain Knowledge, Skills and Abilities in order to be performed efficiently and adequately. These distinctive qualifications and attributes provide an adequate measure to establish the necessary optimal performance standards. O-net is a reliable source as a basis for all three elements, providing key points necessary in every section. From there, one can easily add on by taking the different tasks and their respective dimensions, and then determining where these situate to perform the job. Knowledge is the understanding of how to perform the job, while skills refer to the actual
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Knowledge is knowing how to perform the work but not having performed it. Skill is having performed the work. Ability is having the physical, emotional, intellectual, and psychological ability to perform the work but neither having done the work nor having been trained to do the work.

Knowledge is an essential aspect in any job. O-Net establishes the main factors to be:
English Language Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Economics and Accounting Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.

Administration and Management Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources. Mathematics Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications. Law and Government Knowledge of laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process. Personnel and Human Resources Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems. Customer and Personal Service Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Education and Training Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. Need proper education is accounting systems Need proper education and training to use IT softwares Knowledge: accounting (financial/managerial), math, IT.

Skills: independence, leadership, responsible, organized, people skills, efficiency,

entrepreneurial, managerial. Complex Problem Solving Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions. Critical Thinking Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Active Listening Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Reading Comprehension Understanding written sentences and paragraphs in work related documents. Judgment and Decision Making Considering the relative costs and benefits of potential actions to choose the most appropriate one. Speaking Talking to others to convey information effectively. Writing Communicating effectively in writing as appropriate for the needs of the audience. Active Learning Understanding the implications of new information for both current and future problem-solving and decision-making. Coordination Adjusting actions in relation to others' actions. Management of Financial Resources Determining how money will be spent to get the work done, and accounting for these expenditures. Abilities: flexibility, work in teams, deal with deadlines, give feedback, presenting.

Job description In order to perform excellent on this job, one needs to be an independent accountant.