Abstract: A job analysis is created for a particular job based on a database of job related skills and abilities. Using the job analysis, a job requisition process, an assessment process, and a performance appraisal process are generated. One or more employees are hired through the requisition and assessment processes. After some period of time, one or more of the employees are assessed through the assessment process. During the assessment process administrators may identify skills or abilities not recognized in the job analysis. A database of job related skills may be searched for the previously unidentified skills or abilities. If found, the skills or abilities are incorporated into the existing job analysis. If the identified skills or abilities are not found, the database is updated to incorporate the newly identified skills or abilities. A new job requisition process, assessment process, and performance appraisal process are then generated using the updated job analysis.

Abstract: The results of a performance appraisal are correlated with data collected from a job assessment process. Questions from the assessment that relate to high employee performance, and low employee performance are desirably identified. Questions that have no relation to performance are also desirably identified, as well as any additional questions such as those that show gender, age, or racial bias, for example. For those questions that are shown to predict high or low performance, the relative weights of those questions in the job assessment can be adjusted upwards so that they will have a greater bearing on whether an employee is hired. Those questions that show little or no relation to employee performance can be weighted downward, or removed entirely, resulting in a more streamlined and efficient job assessment process.