The Definition of a Business Analyst

The field of business analysis is broad. However, a typical business analyst is an individual charged with enabling and establishing grounds for change within an organization. The ground establishment process entails definition of organizational needs and wants and then recommending solutions that would have value delivered to the stakeholders (Goanta, 2013, pg. 606). Analysts work in all organizational departments and levels and involved in all processes including strategies definition, the creation of the enterprise’ architecture, as well as taking roles of leadership among other duties. In case of assumption of leadership roles, a business analyst will be required to define organizational goals, project and programs requirements, and support continuous organizational improvements in terms of processes and technology (Platt, 2013, pg. 34).

Therefore, there will be a number of requirements needed of me as a business analyst. In the traditional setup, such individuals are charged with employing IT skills to have solutions implemented in key problems that affect business operations (Gibbs, 1988). A business analyst has several attributes, some of which include being a strategist and a translator. Such is largely the case for business analysts particularly in an era in which business organizations largely employ new technologies at an alarming rate (Williams, 1998).

According to research activities on the global job market for business analysis and management, in 2017 alone, employers posted more than 46,000 positions for Business Analysts (with a Bachelor’s degree at least). Such entry-level jobs mostly required up to five years of experience in the field. More than half the posted jobs (approximately 23,050) had specificities on the kind of workers they required. In most of the posted jobs, there were about five common degree types requested by employers. Some of such degree types include Business Management and Administration, Management Information Systems, Finance, Computer Science, and Accounting. Therefore, the global market trend favours business analysts with degrees in Business Administration followed by those with degrees in Computer Science. The remaining degrees are then split into IT and business fields. However, it is clear that the degree categories are not exclusive in a mutual way because business owners do require workers to have more than a single degree (Blowers, 2015). On the contrary, there are issues that arise in relation to degrees mix. For instance, as a business analyst, am I required to be skilled in IT, business, or own both skills? Having gone through my academic process, I would like to think that the correct response would lie with having a few skills in both IT and business. However, since business structures are dynamic, the role of a Business Analyst may change from one framework to another. Therefore, there are positions that would squarely require IT skills while others, squarely business skills (Bennholdt-Thomsen and Mies, 2016).

Qualifications for a Business Analyst

As mentioned before, employers are likely to add multiple types of the degree to a given job advert. However, when they do the same, it is a suggestion that they are in need of a blend for education and experience which is likely to straddle several areas of operation. In such a manner, if a position needs a mix for both IT and business knowledge, the ad for that particular position would list the types of degrees required for the same (Beck, 2017). Ads that require candidates to have multiple degrees may also be an indication that business owners strongly prefer a given kind of skill to the other thereby, only listing degrees related to IT or otherwise, degree exclusively related to business. Majorly, business organizations are concerned with looking for candidates that have the right skills, and of the right number, to seal gaps related to skills inadequacy in an organization (Alier, 2016, pg. 137).

Therefore, I have realized that transitioning from education to work requires a lot of focus. Attention is needed on the tiny work and academic detailing to reduce the level of unemployment in life’s critical stage. Though the current global market requires more of business analysts, there are more than 70,000,000 individuals within 17-24 years that are not currently educated, trained, or employed. With the biggest growth rate of management jobs in the last few years, world governments should ensure that the 70,000,000 individuals are absorbed in technical and professional roles after training and education to boost the number of employed individuals by almost half (46%) come 2024. Apart from that, filling the available jobs will create new opportunities as well as offer new skills to those already employed or them that are looking for jobs. About 75% of business organizations have more job opportunities for individuals with higher skill levels with the number expected to increase by 3% come 2020 (Bookchin, 2017). On the contrary, about 20% of business organizations are expected to reduce the number of low skill job opportunities than growing them (27%). A negative balance of 7% would thus be created. With the changing market trend, over 60% of business organizations are confident that there would be enough individuals come 2020 with the right skills to fill the high-skilled positions. Apart from that, researches show that the level of competition would increase to 66% for candidates that have proper qualifications (Archie and Carrol, 2017).

Organizational Needs and Business Analysts’ Skills

There are various behavior and personality assessment tools that would help me create self-awareness. However, I have selected D.I.S.C because it would help me to acknowledge and recognize my shortcomings and strengths with regards to my skills relating to my future career in business analysis. As a tool for personal assessment, D.I.S.C establishes whether I am able to work under pressure, bond well, or cause team fracture (Agyeman, Bullard and Evans, 2015). It is common knowledge that teams that have emotional intelligence and are open-minded have the skills to leverage conflicts and ensure that performance is improved. Otherwise, closed-minded teams, as well as those with neurotics, are likely to fall apart in instances of disagreements (Boud, Keogh and Walker, 1985). As a business analyst, therefore, I will be required to share the values and skills gained through everyday behavior and experience in work teams. I should otherwise, display stronger levels of innovation since I will be capable of using the values gained in my line of work as my behavioral choices guide.

Dominance: In this case, (D) is not entirely my personality trait. I rarely fight to shape my environment in whatever aspect. In fact, I encourage opposition and criticism to have results accomplished. To a particular degree, I value confidence. Therefore, I am not forceful, fast-paced, or direct, but I am strong-willed, self-driven, and confident. I see the broad picture, accept challenges, and importantly, I am pioneering. I would say I am not dominant because I am less sensitive and more patient. I also allow deliberations.

Influence: – I am one person with an (i) personality. In this case, I love to persuade others to work for the better and change their areas of work. I value friendship, honesty, and relationships. Otherwise, I am an enthusiast, convincing, optimistic, warm, and lively. I love to work with others but I hate being ignored. I fear to lose the influence I have on others or being disapproved for what I take as right. As mentioned before, I am pioneering, energizing, and affirming. On the contrary, my weaknesses are direct and candid speeches and confirming or researching everything even for facts.

Steadiness: – I partially possess the (s) trait. In this case, I am not partially (unlike individuals who fully possess this trait) but full committed working with others in every circumstance. However, I value cooperation and sincerity most, with dependability not being an issue for me. I am humble, of course, patient, calm, consistent, deliberate and able to accommodate behaviours as straits associated with “steadiness”. I also provide actions that are supportive and hate to be rushed though I embrace change, unlike trait (s) individuals. Concerning leadership style, I am humble and inclusive. I also embrace multitasking but hate to confront others.

The Role of Business Analysts in Various Fields

Conscientiousness: – This is not my style of work. In fact, I do not like working conscientiously for quality and accuracy. I also do not well much on expertise and competency but objective reasoning alone. I am not independent though I am more of analytical, more of careful, less systematic and diplomatic, and more tactful. In as much as I fear a lot of criticism, I encourage the maintenance of stability, I like detail and challenging assumption. Herein, I go for delegation but don’t encourage making quick decisions and compromising.

From the results of the Big Five Personality Test, a concise measurement of the major personality factors together with its six facets have been defined in relation to my personal career attributes in the table below. Apart from that, the awarded factor scores provide a global description that of what I am with reference to Business Analysis’ market. Aspects of this report include a description of facet scores and description of specific traits making the wider global outlay of business analysis personality requirements (Boyatzis, 1982).

Big Five Factors	Description of a low range scoring individual	Percentile	Range	Description of a high range scoring individual
Openness to experience	Down to earth, traditionalist, conservative, and practical (Pashler, Et al., 2008, pg. 111)	52	Middle	Imaginative, experimental, and open-minded
Work Ethic (conscientiousness)	Flexible, proper planning, and spontaneous (Borton, 1970)	83	High	Well organized, conscientious, efficient, and discipline
Extraversion	Formal, reserved, quiet, and serious (Xu, 2009, pg. 245)	58	Middle	Friendly, outgoing, work with others, and assertive
Agreeableness	Competitive, skeptical, proud, and hard-headed	53	Middle	Eager to please, compassionate, and good nurtured
Natural reactions	Relaxed, not easily stressed (Schon, 1983)	14	Low	Prone to worry and experience negative reactions to feelings and emotions

Below are graphs showing a visual summary of test outcomes.

In the approximate distribution table below, cumulative percentiles and range sizes have been provided. With the general test score suggesting that away from the 50% mark, below or above, I develop my strongest personality traits. Such traits will either positively or negatively influence my general organizational behavior, values, reactions to life, and motivation in situations of work.

Ranges	Very Low	Low	Middle	High	Very High
Cumulative Percentile	<7%	7% > 30%	30% > 70%	70% > 93%	93% >
Range Size	7%	23%	40%	23%	7%

With co-curricular events and activities, I have an opportunity to demonstrate and employ my skills of employability. Some of the co-curricular activities that I have undergone with respect to employability include:

There are a number of activities vital in both mental and physical development. However, the most common practice is body development and fitness plans. I have undergone practices with PDSF (Physical Development Statutory Framework) under which I have learned several physical development activities and experiences. According to the Physical Development Statutory Framework objectives, physical activities should help students be active enough, interact with others, as well as develop or improve their coordination (Kolb, 1984). I have, therefore, learned the importance of physical activities as thus, made healthy choices on the foods that I consume to remain fit.

Like any other kind of learning process, intellectual development is important. It is all about my mind’s organization, thoughts, and ideas in relation to my career needs (Williams, 1998). I have developed my intellectual capacity through several activities such as attending business symposiums and seminars on business issues. In such instances, intellectual development is encouraged through sensual activities in the form of touching, listening, role taking, and team playing among others. Some of the tools used in intellectual development include communication and language skills (McGregor, 1957, pg. 91). Since I have developed both communication and language skills, I have learned to have my thoughts organized thereby making sure that my environment has meaning. I have also developed cognitively since I can comprehend what the world is about and what trends currently existing the global business market. Other milestones of intellectual development that I have achieved include but are not limited to:

• Comprehension of accounting terms
• Recognizing business structures and market demands
• Recognizing management outcomes and considerations in business organizations and structures
• Problem identification and solving

Co-curricular Activities for Employability

With business analysis language development, however, I have the skills necessary for developing ideas that are simple and asking questions from most simple formats to complex-structured ones.

Through the attendance of a number of business meetings and workshops, I have learned that most employers require their workers to possess cognitive skills in math, communication, and problem-solving. Apart from that, the market also demands individuals with socio-emotional skills (Richard, Klimoski & Xiaoxiao, 2011). Having performed a number of outdoor business activities, I have developed social skills in the nature of perseverance, self-discipline, teamwork, and adaptability. Currently, the market is in demand for “qualified” personnel in technical and cognitive skills with the number dangling 40% and those with socio-emotional skills even lower (Baron and Byrne, 1984). By so saying, I have learnt that:

• I should develop more my social-emotional and cognitive skills because of the labor marketplaces a lot of value on the same. By so doing, I will get better jobs and proper payment
• My socio-emotional and cognitive skills are important in ensuring that I am socially mobile. Since there is a large gap in the acquirement of socioeconomic skills with workers possessing the same getting better salaries to those without, I have learnt to determine favorable and unfavorable environments in ensuring that I further sharpen my skills (George, 2016, pg. 69).
• I have also learnt that businesses make sub-optimal investments when it comes to developing professional and technical development skills since they do not have training opportunity information. As a result, I have taken personal incentives and initiatives such as attending forums on business trends and issues to increase my prospects of enhancing my analysis skills and reducing deficiencies on the same.
• I have learnt to manage to strengthen my employability skills by demonstrating leadership possibilities in filed activities (Lefkowitz, 2000).

1. Personal SWOT Analysis

Strengths: – First, I have attended a number of business meetings and workshops in which I have developed my social-emotional and cognitive skills. Second, I have become socially mobile having known that there is a large gap in the acquirement of socioeconomic skills with workers possessing the same getting better salaries to those without. Third, I have learnt to determine favorable and unfavorable environments in ensuring that I further sharpen my skills and I have taken personal incentives and initiatives in enhancing my analysis skills. Fourth, I have learnt to manage to strengthen my employability skills by demonstrating leadership possibilities in filed activities (Goanta, 2013, pg. 605).

Weaknesses: – First, there is still room to improve my cognitive skills in math, communication, and problem-solving through personal learning processes. Second, I have not been exposed to several business situations to test my adaptability levels, something that I still have to improve on. Otherwise, I need to sharpen my business analysis language by improving the skills necessary for developing analytical ideas (Argyris, 1980, pg. 211).

Opportunities: – I have a chance to improve my intellectual capacity in Business Analysis attending more business seminars, taking part in more complex forums, as well as using more advanced business intelligence development tools. The tools will improve my comprehension of business accounting terms, improve my recognition of business structures and market demands, as well as be able to further identify business issues and solve them (PLATT, 2013, pg. 33).

Apart from that, since the market is in demand for “qualified” personnel in technical and cognitive skills with the number dangling 40% and those with socio-emotional skills even lower, I will undertake the following activities to ensure improvements:

• One, I will continue developing my social-emotional and cognitive skills because of the labor marketplaces a lot of value on the same. By so doing, I will get better jobs and proper payment
• Two, I will increase my social mobility by working on ways to improve my socio-emotional and cognitive skills (Koubova and Buchko, 2013, pg. 712).
• Third, it was mentioned before that there is a large gap in the acquirement of socioeconomic skills with workers possessing the same getting better salaries to those without. I will, therefore, learn to determine favorable and unfavorable environments in ensuring that I further sharpen my skills using advanced analysis tools.
• Fourth, I have learnt that businesses make sub-optimal investments when it comes to developing professional and technical development skills since they do not have training opportunity information (Thompson and Dalton, 1970, pg. 151). Therefore, I will visit known business analysts in the country to gauge their personal incentives and initiatives and determine how I could incorporate the information harnessed into my prospects of enhancing business analysis skills and reducing deficiencies on the same.
• Last, I will recognize my weak business traits as outlined in the D.I.S.C analysis and improve on them to perfect my career attributes (Fuentes, Et al., 2015).

Behavior and Personality Assessment Tools

Threats: –   The current market requires candidates with higher skills for entry-level jobs. On the contrary, there are issues that arise in relation to degrees mix. For instance, as a business analyst, am I required to be skilled in IT, business, or own both skills? In addition, since business structures are dynamic, the role of a Business Analyst may change from one framework to another. Therefore, there are positions that would squarely require IT skills while others, squarely business skills meaning that a candidate with one degree is likely to be disadvantaged by such dynamism. Otherwise, business adverts require candidates to have multiple degrees that may be an indication that business owners strongly prefer a given kind of skill to the other but needing inclusive skills from candidates (Colbert, Et al., 2016, pg. 1171).

Apart from that, unemployment levels on life’s critical stage are increasing. As mentioned before, even as the current global market requires more of business analysts, there are more than 70,000,000 individuals within 17-24 years that are not currently educated, trained, or employed. Then, around 75% of business organizations have more job opportunities for individuals with higher skill levels with the number expected to increase by 3% come 2020. On the contrary, about 20% of business organizations are expected to reduce the number of low skill job opportunities than growing them (27%). A negative balance of 7% would then be created (ADDAMS and ALLFRED, 2013, pg. 45).

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