9. What is the procedure followed to conduct functional analysis?

CONOCER of Mexico(1) states that the basis of functional analysis is the identification, by means of breakdown or disaggregation, and the logical ordering of the productive functions that are carried out at an enterprise or by a representative group of them, according to the level at which the analysis is taking place. Similar references may be found in some texts that describe the English system.(2)

For INTECAP of Guatemala,(3) the stages of functional analysis are:

forming the Standardisation Committee;
training the Committee;
applying basic principles and procedures of disaggregation to functional analysis;
verifying the functional map;
validating the functional map;

Among the most important rules to draw up a functional analysis there are the following ones:(4)

Functional analysis is applied from the general to the particular. It starts by defining the key purpose of the organisation and it ends up when a level is reached where the description covers simple productive functions –elements of competency– that may be developed by a worker.

Functional analysis must be capable of identifying defined functions (discrete) by separating them from the specific labour context. The idea is to include functions whose beginning and end is completely identifiable. It is not about describing the tasks belonging to a certain job position but rather the functions developed in the context of the occupational setting where they take place. This facilitates the transferability of such functions to other labour contexts and avoids that they remain linked to only one specific job.

Usually, subfunctions appearing at the fourth level of disaggregation already include the labour achievements that a worker is capable of having. When reaching this point - which may also occur at the fifth level of disaggregation - we are already talking about “accomplishments” or “elements of competency”.(5)

In this way the subfunctions that may have been identified at this level could already be considered elements of competency and the immediately previous level shall be the unit of competency.

Such specification may be better evidenced in the example of functional map that is included in the following page.

A clear example of functions transferability to different contexts can be obtained in the following function: “transport of materials, persons or values”, this function may describe the job of the driver of a truck, bus, armoured vehicle or taxi.

In the same way, the function of “serving clients and clearing up their doubts” describes the job that may be done at a hotel reception, a department store or at the desk of a business office. Obviously, the function must be specified in terms of its field of application; but the competencies involved in this case are perfectly transferable to other contexts.

The process of disaggregation (breakdown) of functions is conducted by following the cause-effect logic. While conducting the breakdown, it should be verified what is necessary to be achieved in order to obtain the result described in the function that is being disaggregated. In this way, the disaggregation of a function at the following level represents what needs to be achieved in order for that function to be carried out. The key question of the breakdown is: “what needs to be done to achieve this?”

The functional map is not a representation of work processes. It does not seek to describe the process graphically, but rather the necessary productive functions to fulfil the key purpose. While making the map, it should be avoided to include descriptions of operations or tasks. It is the case of the function: “working under safety conditions”, which should not be described in terms of “wearing a helmet” or any other safety element.

The relationship between functions and the key purpose should be particularly considered throughout the drawing up of the functional map. Therefore, it is advisable to check periodically that this principle of consistency is kept in the analysis. This revision should give account of the functions that may appear repeated at the different branches of the tree. The logic followed for drawing up the functional map does not accept such repetitions. If that was the case, it should be revised and re-made.

 

 

 

 

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1 CONOCER, Análisis ocupacional y funcional del trabajo, Work paper for IBERFOP, Mexico, February, 1998.
2 As: Fletcher, Shirley, en “Standards and Competency...”, included in: Competencia Laboral. Antología de Lecturas, Mexico, CONOCER, 1997.
3 INTECAP, Guía para elaborar el análisis funcional, Guatemala, 2001.
4 Manuals including detailed information may be consulted at: www.oitcinterfor.org/competencia laboral/banco de herramientas
5 Many adaptations of functional análisis use terms such as “vocational accomplishments”, “labour achievements”, “results”.

 

 

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