工作分析是企业人力资源管理的基础性工作。企业HR运用各种工作分析方法收集分析岗位相关信息,形成职位说明书,用于定岗定编、招聘、薪酬、考核、人员配置等各环节,建立起系统的人力资源管理体系。企业高层对工作分析的重视程度体现出企业对管理改善的认识与决心。然而事实却令人痛心,在实践中能够有效利用工作分析进行系统化管理的企业简直凤毛麟角。企业高额投入换回了“完美”的职位说明书却束之高阁,成为可有可无的人力资源管理文件被HR们偶尔翻阅。企业的另一端,部门经理们每日被部门管理事务搞得焦头烂额。多重汇报多头指挥,计划执行不下去；每天忙忙碌碌,但重要工作却往往没人去做；忙的忙死,闲的闲死,员工抱怨内部分工不公平；绩效考核流于形式；想招的人HR总也给招不来……资源用在合适的地方才能发挥效能。如果工作分析真的有用,它的作用到底是什么?谁应该是第一个拥有它的人?企业HR还是直线经理? Job analysis is the basic work of human resource management. Enterprise HR uses a variety of job analysis methods to collect and analyze job-related information and form job descriptions for the posts and appointments, recruitment, compensation, assessment, staffing and other aspects of the establishment of a systematic human resources management system. High level of business analysis of the work emphasis on the degree reflects the improvement of business management awareness and determination. However, the reality is distressing. There are only a few enterprises that can effectively utilize the work analysis to conduct systematic management in practice. High turnover of enterprises in exchange for a “perfect” job description but shelved, become human resources management documents have been read by HR occasionally. At the other end of the business, department managers are battered by departmental affairs daily. Multi-reporting long command, the plan does not go down; busy day, but important work is often no one to do; Busy busy, idle idle, the staff complain about the unfair internal division of labor; Of the total HR HR also not to recruit ... ... Resources in the right place to play a role. If job analysis is really useful, what is its role in the end and who should be the first person to own it, corporate HR or a line manager?