Sample Job Analysis including KSA Worksheet for Sergeant

Sample Job Analysis for Police Sergeant
This is an example of a job analysis. Note distinction between this and a job “announcement,” which does not include as much detail. As a candidate, you may want to try to review the actual job description if possible, not just the job announcement. 
A job analysis describes each essential function of this position in a separate paragraph. They are also listed in descending order of importance. It also includes the estimated frequency with which each function is performed, i.e., D=Daily, W=Weekly, etc. Using percentages of not less than 5%, estimate the distribution of the total working time on an annual basis. Total percentage of time must add up to 100%, regardless of the % of time of appointment. From a candidate’s perspective, while all of the KSA’s are important, some are “weighted” more heavily than others. This may translate into more emphasis on those skills while rating candidates. For example, Supervising has a 40% rating.
Frequency % of Time                                                                                    Functions
15% A. Directing
(1) Directs the operation of a shift of police officers, dispatchers, and other support personnel which may include student employees, parking officers, and others.
(2) Disseminates orders, policies, and procedures to all assigned personnel.
(3) Manages shift operation to deal effectively with special needs that occur such as particular crime problems, i.e.: an upsurge of crimes of violence, or any other apparent increase in crime.
(4) Directs field operations in emergencies resulting from disasters or major crimes until relieved by a ranking officer.
(5) Must excel in crisis management and be capable of making life and death decisions.
40% B. Supervising
(1) Supervises the performance of sworn and non-sworn personnel
(2) Ensures that officers conduct thorough investigations of cases to which they are assigned.
(3) Reviews written reports for accuracy, completeness, content, grammar, spelling, legibility and conformity to department guidelines.
(4) Provides instruction and guidance to employees in the field ensuring compliance with federal and state laws as well as local ordinances and regulations.
(5) Ensures adherence to policies and procedures including department general orders and directives.
(6) Initiates corrective action when violations occur, in accordance with policy.
(7) Initiates immediate suspension when circumstances dictate.
(8) Reviews allegations of misconduct by members of the department.
(9) Makes recommendations for recruiting, hiring, discipline, and terminating employees of the department.
(10) Receives and documents citizen complaints/commendations relating to personnel in accordance with department policy.
(11) Responsible for providing accurate performance evaluations of shift personnel, including input on those functionally supervised (dispatchers, clerical staff, and others).
(12) Inspects officers/staff with regard to the proper use and condition of uniforms and equipment.
(13) Ensures that personnel strive to promote positive public relations.
(14) Must have a daily working knowledge of state/federal/local codes related to law enforcement.
10% C. Planning
(1) Schedules shifts, taking into account planned/unplanned absences due to illness, injuries, vacations, and training days.
(2) Develops contingency plans
(3) Develops plans for unit effectiveness
(4) Develops plans for personnel evaluations/improvements
(5) Assists administrative staff in long/short range planning, anticipating future needs.
(6) Assists in operational planning by participating in monthly staff meetings.
(7) Is involved in the review, development and implementation of department policy.
15% D. Training
Recognizes need for training
(1) Develops resources/material for curriculum
(2) Conducts roll call training.
(3) Provides training on a general or an individual basis to officers on the shift, as needed, in a variety of areas including: Investigations, report writing, changes in procedure based on changes in existing law or new law, and other matters related to the work.
(4) Acts as field training officer, as needed, and coordinates activities of field training officers during initial training of new officers.
(5) Identifies to immediate supervisors any performance weaknesses, which may indicate a need for formal training in a specific area for an individual.
(6) Forwards requests of individuals for specialized training with appropriate recommendations.
15% E. Communication/Reporting
To ensure that a proper level of communications is maintained a sergeant is responsible to forward appropriate information, internally and externally, to:
(1) Subordinates/support personnel assigned to shift
(2) Watch commanders
(3) Patrol Lieutenants
(4) Division/Unit Commanders
(5) Administration via staff meetings.
(6) Support staff
(7) Allied agencies
(8) Community members/Community leaders
(9) News media in the event of a major crime or emergency
AD HOC 5% F. Liaison
(1) Provides for ongoing liaison with internal units, community members, allied agencies, etc. as appropriate to the sergeants shift operations. This may include meetings with individuals and groups to promote input to the department regarding its overall operation.
(2) In addition, a Police Sergeant must possess certain core competencies which are necessary to maximize our potential to serve the campus in an excellent manner and to contribute to achieving the departments collective mission and goals.

Core Competencies for Supervisors (Patrol)

1. Efficiency: Directing Operations (day to day)
a.  Performance Indicators
    i. Reduces Crimes by Directed Patrol /Community Policing or other contemporary     policing methods
    ii. Ensures Officer/Support personnel safety
    iii. Effective Communication – Up, Down and Across the Chain of Command – Absence of miscommunication problems
    iv. Effective scheduling, managing personnel and resources effectively
    v. Managing personnel issues at Sgt.’s level
    vi. Identifies Problems and Solutions to Resolve the Problem
   vii. Manages allocated budget through overtime reduction/responsible for budgetary issues for assignment

Boxes below are for your own “self-assessment” of how you feel about your own “readiness” for each dimension.

1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
2. Completes reports; such as personnel evaluations, recommendations for discipline or commendations, personnel request, scheduling reports, monthly reports/statistical analysis, contingency plans, training curriculum, after-action reports, request for supplies/equipment, etc.
a. Performance Indicators
    i. Staff Reports – Meet Deadlines Regularly
    ii. Initiates action to anticipate, and mitigate problems
    iii. Timely, Accurate, Reports within Department Standards
    iv. Minimal need for Clarification
    v. Minimal need for direct supervision
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
3. Provides Training;
a. Performance Indicators
    i. initiates need for training
    ii. conducts research
    iii. develops curriculum
    iv. presents training
    v. monitors effectiveness of said training
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
4. Equipment Management;
a. Performance Indicators
    i. Inspects and monitors all equipment in working condition of officers and support     staff 
    ii. Schedule to inspect, repair, replace, maintain, etc., in timely manner
    iii. recommendations for repairs/replacements, improvements
    iv. monitors resources/equipment for readiness, include Emergency supplies/stocks     as appropriate
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
5. Identify Problems and Solutions
a. Performance Indicators
b. Initiates options to identify and resolve problems
c. Identify needs and options; provide rationale for decisions, alternatives
d. Meet those needs through efficient scheduling and deployment of personnel and resources
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
6. Time Management to Meet Deadlines
a. Performance Indicators
    i. Time management system to set goals/due dates/accomplishments/project        management
    ii. Ability to meet deadlines
    iii. Notify all involved parties if unable to meet objectives
    iv. Ability to monitor due dates of subordinates
    v. Successful management of projects with due dates; including monthly reports,  evaluations, training records, budget/personnel requests, etc.
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
7. Initiative
a. Performance Indicators
    i. Takes initiative to identify problems
    ii. Able to anticipate problems and initiate action to mitigate impact
    iii. Takes command on critical incidents until relieved by superior
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
8. Problems/Seeking Solutions
a. Performance Indicators
    i. Minor issues resolved at Sergeant level
    ii. Offers appropriate optional solutions
    iii. Ability to consider alternatives/options
    iv. Flexibility/adaptability
    v. Able to accept criticism
    vi. Demonstrates knowledge of policies/procedures
    vii. Suggests policy/procedure change
    viii. Draft proposals/ provide justifications
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
9. Collaborates with others
a. Performance Indicators
    i. Seeks input from proper sources
    ii. Cooperates, communicates with others so they are aware of on-going project
    iii. Works well as team leader
    iv. Ability to build and sustain team efforts with diverse personnel
    v. Keeps subordinates, peers and Supervisors informed
    vi. Appropriate use of e-mail
    vii. Written memos
    viii. Lack of Communication Problems
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
10. Proactive Enforcement
a. Performance Indicators
    i. Review and monitor crime/accident rates
    ii. Plans to enhance positive statistics; reduction in crime, accidents.
    iii. Improved Community involvement utilizing Community Policing and               contemporary policing strategies
    iv. Ability to measure successes objectively; includes partnerships, building     relationships with allied agencies, community members/community leaders and internal contacts
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
11. Risk Taking/Risk Assessment
a. Performance Indicators
    i. Considers options/weighs risks carefully; ex., high speed pursuit, use of special weapons
    ii. Proper deployment of personnel/resources
    iii. Use of special operations/SWAT/Traffic/Hostage Negotiators, etc.
    iv. Confers with specialists/allied agency resources: fire, HazMat, various local Task     Forces
    v. Develops contingency plans, submits for prior approval if practical
    vi. Post-event critique
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
12. Awareness of Current Sensitive Issues
a. Performance Indicators
    i. Ability to consider impact of current events such as racial tensions, use of force issues, Technology (body cameras, drones, facial recognition, social media) impact of immigrants into the community
    ii. Awareness of Federal oversight of law enforcement with regards to civil rights violations
    iii. Awareness of public opinion about police
    iv. Ability to anticipate or recognize signs of community responses to police actions on a national basis
    v. Ability to maintain composure during meetings/field operations when confronted by concerned citizens/demonstrators, protestors, media.
    vi. Represent department in professional and objective manner
    vii. Ensure subordinates represent the department in professional and objective manner
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
13. Integrity
a. Performance Indicators
    i. Leads by example
    ii. Demonstrate rumor control
    iii. Holds subordinates accountable
    iv. Doesn’t tolerate a “code of silence”
    v. Shows respect for/by others and their views/opinions (in compliance with law, policy and procedure)
        vi. Trustworthiness from Subordinates, Peers and Supervisor
    vii. Fair Consistent – All know what to expect
    viii. Maintains Confidentiality
ix. Supports Departmental Principles
x. Values – Familiar with and Demonstrates Department Values
xi. Code of Ethics/Code of Conduct Standards
xii. Principles of Community Awareness
xiii. Be Accountable — Admit mistakes/errors
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
14. Effectiveness
a. Performance Indicators
    i. Decision Making
    ii. Collaborates with Others
    iii. Delegates Responsibility and Authority as Appropriate
    iv. Identify Community needs and include Community in Identifying Solutions
    v. Consistency – All know what to expect
    vi. Maintains Equipment Maintenance, Corrects Problems, Reports, Others
    vii. Sensitivity to Officer Concerns
    viii. Communication – Up, Down and Across Chain of Command
    ix. Motivates Others
    x. Safety Awareness
    xi. Predictability
    xii. Crime Analysis – aware of current crime trends
    xiii. Develops Subordinates – Trainer and Motivator
    xiv. Teambuilding – Develop Camaraderie and esprit-de-corps
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
15. Results Oriented
a. Performance Indicators
    i. Understanding Desired Results, can adjust when needed
    ii. Maintains Awareness of Communities Views
    iii. Identifies Shift Expectations
    iv. Develops Subordinates
    v. Motivates Others
    vi. Reduce accidents, injuries, etc.
vii. Demonstrates reduction in crime rates/related stats
1=Low; 5=High 1 2 3 4 5
I have demonstrated these KSA’s as follows:
Describe the skills, knowledge, and abilities which are essential for successful performance of this position. List them in descending order of importance and describe the required level of each in terms of the functions performed. Next, indicate the function(s) for which each skill, knowledge and ability is required.
Function Reference:
Skills, Knowledge, and Ability
A, B, D, E
Familiarity with codes, ordinances and laws (state, federal and local) and court decisions.
A, B, C-1, D 1-4, E 1-3,5
Familiarity with appropriate laws, regulations, policies and procedures
A, B, C, D, E, F
Ability to make decisions in both routine and stressful situations.
A1,3,4, B, C, D 1-4
Ability to plan and organize in order to make effective and maximum use of resources.
A, B, C, D, E, F
Skill, knowledge and ability in both written and oral communication sufficient to communicate within the department, as well as with the public, and to ensure that the written communications of employees supervised meet department standards
A, B, C, D, E, F
Ability to be diplomatic and tactful with the public as well as with fellow employees at all times, especially during stressful situations.
A, B, C, D, E, F
Must possess the skills, knowledge and abilities as described in the police officer job description.
A, B, C, D, E, F