JOB IDENTIFICATION

Job Title	Organisation / Institution	Status
		Full-time Part-time Other Full-timePart-timeOther
Grade or Rank		Department

EMPLOYEE INFORMATION

Last Name	First Name
Work Address	Work Telephone Number
Fax Number (optional)	E-Mail
Name and Title of Your Superior	Do you report to anyone else? (Name and Title)

POSITIONAL / FUNCTIONAL CHART

Please describe where your position fits in the organisational structure.

JOB SUMMARY

1. In a few words, please provide a brief description of the purpose of your job.

JOB DUTIES

For each duty, describe WHAT is done, HOW it is done, and WHY it is done. Indicate frequency, percentage of time and order of importance.

#	Duties (What / How / Why)	Frequency	% Time	Order
1
2
3
4
5

JOB DUTIES (continued)

For each duty, describe WHAT is done, HOW it is done, and WHY it is done. Indicate frequency, percentage of time and order of importance.

#	Duties (What / How / Why)	Frequency	% Time	Order
6
7
8
9
10

Factor 1: Knowledge

This section assesses the formal education, certifications, reading/writing/mathematical skills, and other knowledge required to perform the job.

3(a) Minimum Formal Education Required

Minimum Education Level: -- Select -- Primary School JSS / MSLC SSS / VTI ‘O’ Level ‘A’ Level Non-Tertiary Diploma HND Tertiary Diploma Bachelor’s Postgraduate Diploma Master’s Doctorate Other Specify Programme / Area of Study (if applicable):

3(b) Professional Licence / Certification

Does your job require a professional licence or certification? -- Select -- No Yes If yes, specify type of licence/certification and issuing institution:

3(c) Required Classroom Training

3(d) Required On-the-Job Training

3(e) Reading Skills Required

-- Select -- Read notices, signs and labels Read short notes, brief forms or instructions Read longer, straightforward material such as detailed forms, memos, charts, specifications Read and understand highly complex material such as specialised technical reports or research papers Provide a typical example:

3(f) Writing Skills Required

-- Select -- Does not apply Write simple notes, and complete basic forms Write standard memos and letters; complete routine forms Write non-standard correspondence such as progress reports, procedures Write complex materials such as manuals, policy papers Write highly complex technical reports or professional research papers Provide a typical example:

3(g) Mathematical Skills Required

-- Select -- Little or no mathematical work Addition, subtraction, multiplication, division Calculation of percentages, ratios or averages Calculation using mathematical formulas or pre-established equations Identification and application of a wide range of mathematical or statistical concepts Provide a typical example:

3(h) Other Knowledge Not Covered Above

Factor 2: Learning Experience

This section covers the amount of previous experience and on-the-job training typically required to perform your job effectively.

4(a) Previous Related Experience Required

Select the amount of prior experience typically required: -- Select -- No related experience required Less than 3 months 4 to 6 months More than 6 months; less than 1 year 1 year 2 years 3 to 4 years 5 to 6 years More than 6 years If more than 6 years, specify number of years: Describe the type of related work experience required:

4(b) On-the-Job Training Required

How much training is required after starting the job? -- Select -- Up to 1 month 1 to 3 months 3 to 6 months 6 months to 1 year 1 to 2 years More than 2 years

4(c) Additional Learning Experience Not Covered Above

Factor 3: Judgment (Part A & B)

This section evaluates how you respond to new or challenging work situations, and the level of discretion you typically exercise when performing your duties.

5(a) Response to New or Challenging Situations

Select the frequency for each behaviour and provide an example.

Immediately ask my supervisor what to do: -- Select frequency -- Almost never Once in a while Often Most of the time Example:

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Ask co‑workers for help in deciding what to do: -- Select frequency -- Almost never Once in a while Often Most of the time Example:

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Read manuals and figure out what to do: -- Select frequency -- Almost never Once in a while Often Most of the time Example:

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Decide what to do based on experience + checking guidelines: -- Select frequency -- Almost never Once in a while Often Most of the time Example:

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5(b) Level of Discretion Normally Used

-- Select one -- Follow specific instructions/procedures exactly Use well‑defined methods as guidelines Select from established guidelines to achieve results Modify/change methods but stay within broad parameters Develop new solutions to diverse, complex problems with no guidelines

Factor 3: Judgment (Part C, D & E)

5(c) Consultation Before Making Major Decisions

Select all that apply and provide examples.

My immediate supervisor

Peers in my department

Peers in other departments

External professionals / agencies

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5(d) What Types of Decisions Require Consultation?

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5(e) Additional Information on Judgment

Factor 4: Consequence of Error (Part A & B)

This section evaluates the nature of errors that may occur in your job, the guidelines you use, and how your work is checked.

6(a) Guidelines / Policies / Procedures Used

Set Policies and Procedures: Guidelines or Professional Standards: Broad Parameters:

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6(b) How is Your Work Checked by Your Supervisor?

Select all that apply:

Most work is checked
Work is checked periodically
Only final versions/outputs are checked
Oral progress reports are required
Written progress reports are required
Discussion with supervisor
Statistical reports required

Other (specify):

Factor 4: Consequence of Error (Part C, D & E)

6(c) Likely Consequences of Errors in Judgment

Select all that apply and provide examples.

I can easily correct errors in judgment

Errors may require others to correct

Errors may cause minor losses (waste, damage)

Errors may cause inaccuracies affecting other activities

Errors may delay related operations

Errors may lead to inappropriate policy/procedure interpretation

Errors may cause serious results (service breakdown, poor planning)

Errors may reduce service to the public

Errors may cause embarrassment in public relations

Errors may cause deterioration in public/employee relations

Errors may cause major loss of institutional prestige

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6(d) Who Becomes Involved in Correcting an Error?

-- Select -- I correct it myself My supervisor tells me how to correct it My supervisor & department head develop a solution Other (specify)

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6(e) Other Information Not Covered Above

Factor 5: Financial Responsibility

This section evaluates the extent of your responsibility for financial transactions, authorizations, budgets, and financial recommendations.

7(a) Financial Responsibility — Select all that apply

Little or no responsibility for handling cash, receipts, purchase orders, cheques, or bonds OR only sign for receipt of delivered materials.

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Responsible for handling or processing cash, receipts/payments, purchase orders, cheques, bonds OR initiating/authorizing payment for materials/services.

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Authority to sign to make expenditures or recoveries according to detailed written procedures.

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Responsibility for administering a budget (e.g., data collection, analysis) OR authority to sign official institutional contracts (specify level).

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Responsible for financial forecasting and making recommendations based on these forecasts.

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7(b) Additional financial responsibility information

Factor 6: Responsibility for Assets

This section evaluates your responsibility for goods, tools, equipment, software, and the care/welfare of people or patients.

8(a) Responsibility for Goods, Tools, Equipment, Software, People

No responsibility for goods, tools, equipment, software, or people.

Responsible for basic care and handling of goods, tools, equipment, software, and general safety of people/patients.

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Responsible for prescribed maintenance or making adjustments/modifications to tools, equipment, or software. Shares responsibility for care of people/patients.

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Responsible for modifying or adapting software programs.

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Responsible for special care/welfare of people or patients.

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8(b) Additional Information on Responsibility for Assets

Factor 7: Supervisory Responsibility (Part 1 — Direct Supervision)

This section assesses the level of direct supervision you exercise over other employees, including assigning work, checking work, maintaining quality, and making recommendations.

9(a) Direct Supervision — Select all that apply

Explain work procedures to new employees
Assign work to other employees
Assign and check the work of employees
Maintain quality, quantity, and accuracy of work
Coordinate the work of other employees
Schedule work of other employees
Establish work priorities
Develop work methods, procedures, and standards
Request extra help when necessary
Interview or recommend prospective employees for hiring
Provide input for disciplining employees
Provide input for staff performance appraisals
Recommend staffing requirements
Train staff
Recommend job content for other employees

9(b) Number of Employees Supervised Directly

Factor 7: Supervisory Responsibility (Part 2 — Indirect & Functional)

9(c) Indirect Supervision

List the number of employees who report to you indirectly through subordinate supervisors, including their employment type and location.

9(d) Functional Supervision

Functional supervision refers to giving technical, policy‑related, or specialist instruction to employees who do NOT report directly to you.

Do you provide functional supervision? -- Select -- Yes No

If yes, list the titles of individuals supervised functionally:

9(g) Actions Taken When Procedures Are Not Followed

9(h) Additional Supervision‑Related Information

Factor 8: Responsibility for Relationships / Contacts (Part A & B)

This section evaluates the nature and frequency of your contact with internal and external groups as part of your job.

10(a) Nature of Contacts — Select the appropriate code for each group

Codes:
A = No exchange
B = Exchange of factual/everyday information
C = Explanation/interpretation of information or ideas
D = Discussion to obtain cooperation or solve problems
E = Mitigation of high‑tension or emotional situations

Employees in my department (excluding subordinates): -- Select Code -- ABCDE

Employees in another department: -- Select Code -- ABCDE

Heads of departments or services (other than my own): -- Select Code -- ABCDE

Business representatives (vendors, contractors): -- Select Code -- ABCDE

MDAs / MMDAs or service delivery agencies: -- Select Code -- ABCDE

Representatives of external institutions / government: -- Select Code -- ABCDE

Clients / Students / Patients: -- Select Code -- ABCDE

General Public: -- Select Code -- ABCDE

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10(b) External Contacts — Names, Purpose, Frequency

Contact 1:

Contact 2:

Contact 3:

Factor 8: Relationships / Contacts (Part C & D)

10(c) Telling People Things They Do NOT Want to Hear

Select frequency and provide examples.

Other employees: -- Select -- Almost never Once in a while Often Most of the time

Clients or patients: -- Select -- Almost never Once in a while Often Most of the time

MDAs / MMDAs: -- Select -- Almost never Once in a while Often Most of the time

Other (specify):

-- Select -- Almost never Once in a while Often Most of the time

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10(d) Dealing with Upset or Angry People

Clients / Patients: -- Select -- Almost never Once in a while Often Most of the time

Other Groups:

-- Select -- Almost never Once in a while Often Most of the time

Factor 8: Relationships / Contacts (Part E, F, G & H)

10(e) Dealing with Mentally/Emotionally Disturbed People

-- Select frequency -- Almost never Once in a while Often Most of the time

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10(f) When Talking with Clients / Non‑Employees, How Often Do You:

Get information from them: -- Select -- Almost never Once in a while Often Most of the time

Inform them: -- Select -- Almost never Once in a while Often Most of the time

Give them advice: -- Select -- Almost never Once in a while Often Most of the time

Persuade or empathise with them: -- Select -- Almost never Once in a while Often Most of the time

Devise mutual goals with them: -- Select -- Almost never Once in a while Often Most of the time

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10(g) When Talking with Employees (Not Your Subordinates), How Often Do You:

Get information: -- Select -- Almost never Once in a while Often Most of the time

Inform them: -- Select -- Almost never Once in a while Often Most of the time

Refer them: -- Select -- Almost never Once in a while Often Most of the time

Persuade or empathize: -- Select -- Almost never Once in a while Often Most of the time

Give work procedures advice: -- Select -- Almost never Once in a while Often Most of the time

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10(h) Additional Contact‑Related Information

Factor 9: Working Environment

This section identifies unpleasant or hazardous environmental conditions you encounter while performing your job, and how frequently they occur.

Frequency codes:
1 = Occasionally (once in a while)
2 = Frequently (several times daily or almost every day)
3 = Continuously (all working hours except breaks)

Body fluids: -- Select frequency -- 123

Chemical substances: -- Select frequency -- 123

Cold: -- Select frequency -- 123

Dust: -- Select frequency -- 123

Extreme temperatures: -- Select frequency -- 123

Grease, grime, or oil: -- Select frequency -- 123

Heat: -- Select frequency -- 123

Inadequate lighting: -- Select frequency -- 123

Inadequate ventilation: -- Select frequency -- 123

Inclement weather: -- Select frequency -- 123

Interruptions: -- Select frequency -- 123

Lack of workspace: -- Select frequency -- 123

Moisture: -- Select frequency -- 123

Noise: -- Select frequency -- 123

Odours: -- Select frequency -- 123

Soiled linens: -- Select frequency -- 123

Steam: -- Select frequency -- 123

Travel: -- Select frequency -- 123

Verbal abuse: -- Select frequency -- 123

Vibration: -- Select frequency -- 123

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11(b) Locations Where You Perform Job Duties

Provide the places you normally work and approximate hours per week.

Factor 10: Occupational Hazards

This section identifies hazardous conditions associated with your job duties and the precautions required to avoid injury or exposure.

12(a) Hazard Exposure — Select Frequency

Frequency codes:
1 = Occasionally
2 = Frequently
3 = Continuously

Acid: 123

Asbestos: 123

Body fluids: 123

Chemical substances: 123

Excavation cave‑ins: 123

Exposure to infectious diseases: 123

High voltage: 123

Noise: 123

Radiation: 123

Steam: 123

Violence: 123

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12(b) Required Precautions / Protective Equipment

Do you take special precautions or wear protective equipment? -- Select -- No Yes If yes, provide examples:

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12(c) Common Injuries / Hazards in Your Work

Back injury
Bites
Bruises
Burns
Cuts
Electric shock
Exposure to infectious disease
Needle pricks
Repetitive strain injury
Scrapes
Sprains

Other (specify):

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12(d) Describe the Nature of Injuries That May Occur

Factor 11: Dexterity

This section evaluates the degree of manual dexterity required in your job. Dexterity includes the speed, accuracy, and coordination of hand, wrist, and arm movements needed to carry out assigned duties.

13(a) Level of Manual Dexterity Required

Select the one that BEST describes your job:

-- Select Level -- Simple hand movements (picking up, holding, opening objects) Coordinated hand movements (sorting, arranging, positioning items) Frequent hand‑eye coordination (typing, filing, data entry) Precision work requiring fine motor control (laboratory work, repairs) Highly complex manual tasks requiring speed & high accuracy

13(b) Provide Examples of Dexterity‑Related Tasks

13(c) Additional Information on Dexterity Requirements

Factor 12: Physical Effort

This section evaluates the physical demands of your job, such as standing, walking, lifting, bending, twisting, and other physical tasks, and how frequently and for how long they are performed.

14(a) Frequency & Duration of Physical Activities

Frequency Codes:
1 = Occasionally
2 = Frequently
3 = Continuously

Standing: 123

Walking: 123

Sitting: 123

Bending: 123

Lifting: 123

Twisting: 123

Kneeling: 123

Climbing: 123

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14(b) Lifting — Maximum Weight

Indicate the heaviest weight you normally lift or carry:

Up to 5 kg 6 to 10 kg 11 to 20 kg 21 to 35 kg Over 35 kg Provide examples of tasks requiring this lifting:

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14(c) Other Physical Effort Not Covered Above

Factor 13: Mental Effort

This section evaluates the level of mental concentration, attention, and sustained cognitive effort required to perform your job duties.

15(a) Concentration Required

Indicate the level of concentration typically required to perform your job:

-- Select Level -- Short periods of concentration with frequent breaks Moderate concentration with occasional interruptions Frequent long periods of sustained concentration Continuous sustained concentration on detailed work Highly intense mental effort for prolonged periods Provide examples of tasks requiring this level of concentration:

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15(b) Frequency of Interruptions

Select how often your mental work is interrupted:

-- Select Frequency -- Rarely interrupted Occasionally interrupted Frequently interrupted Constantly interrupted Describe typical sources of interruptions:

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15(c) Mental Fatigue

Does your job cause mental fatigue due to the nature of tasks?

-- Select -- Rarely Occasionally Frequently Most of the time Explain why or give examples:

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15(d) Additional Mental Effort Information

Final Comments

This final section allows you to provide any additional remarks, clarifications, or information that may help in understanding your job content more accurately. Include details not captured earlier.

Additional Comments / Clarifications:

Thank You

✅ Your FWSC Job Content Analysis Questionnaire has been submitted successfully.

Thank you for taking the time to complete this important exercise. Your responses have been securely recorded.

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