The Importance of Job Analysis in Recruitment of Staff - Example

The Importance of Job Analysis in Recruitment of staff Name: Subject: Tutor: Date: Outline i. Introduction ii. Job analysis iii. Outcomes of job analysis Job description Job specification iv. Aspects of job analysis v. General merits of job analysis vi. The purpose of job analysis vii. Conclusion viii. List of references Introduction The process of getting the right staff to work in an organization involves recruitment. This is a strategic exercise. The actions at this stage include among others selection, testing, and incorporating the right person for the job. This is always a very challenging process since a right decision taken at this stage results into successful employment relationships. High employee morale is one of the benefits that accrue from having the recruitment process done in the best way along with creating and developing an employer brand. Such associations increase employee productivity and enhance a better working environment. This is very crucial especially in the modern working environment that is very competitive, technologically advanced, and keeps changing rapidly. The process is systematic and falls in various phases. Recruitment may be conducted by among others the human resources department of the organization who in most cases are specialists in this field or managers of the institution. The process can also be handled by consulting agencies that deal with commercial recruitment. These firms do charge a specified amount of money for the services they render. It is important to note that irrespective of whoever manages the process, the personnel involved have to avoid the pitfalls that accompany this process. Failures in this process can be detrimental to the company management, job productivity in terms of employee relations, and company image as the employees reflect the image of the company. The phases of recruitment include job analysis, sourcing, selection that entails screening, tangential recruitment, and onboarding. This paper seeks to analyze the importance of job analysis in the process of getting the right staff to in an organization considering the fact that the market is dynamic as it keeps changing rapidly. Job analysis The importance of job analysis in the process of recruiting the best staff in the modern dynamic society can best be evaluated when it is analyzed as whole. Job analysis is the most fundamental tool used by the personnel involved in getting the employees for a company. People who are tasked with the duty of getting the staff for an organization have to carry out job analysis to get the right people for the specified job (OPAC 2010, p.21). This phase of recruitment encompasses identification and determination of the details of the specified job. Important aspects of the job that include requirements are spelt out at this level. Information regarding the job as opposed to the person to do the job is collected and synthesized. This information can be gathered through various means including interviews and questionnaires among other methods. Job analysis comes at the begging of hiring the right employees. Here, information that pertain responsibilities, outcomes expected, duties, the work environment, the necessary skills, and competences. A thorough analysis of these job characteristics includes evaluation of knowledge, personal attributes, and abilities that are essential for success in a particular position. Work in this phase needs a lot of effort and takes considerable amount of time but if done well it makes the whole process of employee recruitment valid and trustworthy. A fair, accurate, and reliable procedure that is followed during the assessment of actual requirements of a job adds validity to the whole selection procedure. This puts confidence among the hired staff members and makes it possible for the management of the institution to defend their staff when a problem occurs, as all trust the whole process of hiring employees. The net qualifications found during job analysis make up the basics of essential requirements for a particular position in the selection process (Critical 911 2012, p.17). It is important to note that the selection procedure should be valid in from the legal perspective in the sense that it gives uniform guidelines. In addition, the employer should be in a position to prove that the process is professionally standard just in case a legal suit comes up in court. Job analysis is used to establish job relations of employment procedures. The relation can include among many others selection, performance appraisal, training, and compensation. Outcomes of job analysis Job analysis results into two outcomes that are job description and job specification. Aspects that are covered in the two outcomes are identifying the nature of the jobs needed in a particular position, determining the type of organizational structure that will adopted by the employer, and establishing job relatedness with other duties in the position being filled. This is done along with outlining the type of people that would be recruited to fit into the structure that was initially designed and adopted. In identifying the type of person to select for the job, his or her academic qualifications are considered to evaluate whether the same knowledge is relevant to the requirements of the specified job and its background (C4 2010, P.22). In this case, there ought to be laid down academic specifics relating to the position of concern. This makes it easier for the personnel involved in the selection process to pick the candidate with the right qualifications as they may only be required to make comparison. Job description The duties and responsibilities relating to a particular job make up the contents of the job. They are laid down in an organized form. This is what is referred to as job description. Job description outlines in brief what the job entails including all the facts pertaining the job, it nature, and it is crucial that it is prepared before the applications to fill a specified job are received. As a factual statement that takes a descriptive form, some of its content includes the title of the position that needs to be filled, duties that come with the position, and where the job is located. The skills and qualifications necessary for the job together with the physical working environment requirements are highlighted in this part (Encounter 2013, p. 07). Components of job description also include the authority and responsibility that comes with the position in question in addition to the relationship that the job has with other jobs that fall in the same line. Preparing a statement of job description comes with various advantages. Since it comes at the beginning of the process, it is very crucial in work force planning. The personnel that are engaged in the process of selection are able to plan on issues such putting in place work environment needed for the performance of the new employees in advance. The physical conditions that need to be in place before the new members of staff are hired include good, healthy working environment, specific cabins for managers and supervisors, and in some other cases specious rooms for store keepers and the necessary facilities to be used by house keepers. As an important tool that helps in labor planning, those in management can easily delegate duties and assign work to the subordinates (AutoAAP 2012, P.33) This leaves them with enough time to offer guidance, resolve disputes that may arise in addition to monitoring how work is executed. Through this, job description becomes an important document in preparation and implementation of performance appraisals. The selection processes that include recruitment are made easier when job description is prepared before carrying out advertisements to fill a particular position of concern. The same document is used in designing the training and development schedules for the employees of the organization in question. Under such circumstances, if the human resources department of the organization then manages the recruitment process, it will mean that the organization will be self-sufficient in terms of empowering its work force. An enriched human resources department will be capable of assessing the job workload and as such draw a satisfactory remuneration scale for particular jobs. (BCG 1974, P.212) Job specification This is second outcome of job analysis. Job specification highlights the relevant human qualities that are crucial to the performance of a specified job. The need to carry out assigned duties in the best way possible is helpful in guiding how the details of a job can be translated into the right human qualities. The right person who fits the specific job can only be recruited if job details are linked to the right human qualifications and this is covered under job specifications. Job specifications constitute the following contents among others. The position to be advertised for filling must have a title and terms (AutoGoja 2012, p. 24). This is followed by characteristics that mainly relate to the person to be hired. They include the maturity level, how dependable the person is, physical and mental health requirements that the job requires. The academic qualifications required for the position of concern in addition to any special attributes and capabilities are underlined in the job specifications. It also spells out just like in job description, how the job in question is related to other jobs that appear in the same line of functioning. The merits associated with job specification are many. At the primary levels of recruitment, it plays a great role during screening (Franklin 2005, p. 30). It is an important component of programs developed for training and development. Decisions that relate to promotions, motivation criteria, transfers, and other management concerns become easier to make if job specification is done well. This knowledge is helpful in evaluating and justifying each job. Junior members of the management team find it easier to monitor how the employees do work. They also get adequate training and knowledge to handle disputes and use the same to counsel the employees. Aspects of job analysis The process of job analysis constitutes gathering information in various areas. The requirements of a specified job are collected, analyzed, and specified. The requirements include abilities, knowledge, and skills that are needed to execute the duties assigned to perfection (Smith 2011, p.52). The purpose of job analysis in outlining the requirements is limited to the minimum qualifications to establish uniformity. This eliminates biasness that would give an added advantage to people who may already be in the direct or related job. The other area where information is collected during job analysis involves responsibilities and duties of the position of concern. The details gathered here include complexity, tools, and equipment. The skills, standard operating levels, duration of service, frequency, and effort are other specifics that analyzed in this phase. The code of conduct for the employees is also dealt with during job analysis (Mathis & Harold 2008, p. 267). Modes of association covering areas that include how the management relates with subordinates, supervisors relating with the junior staff, and how employees relate with non-members of the organization. This ensures that there is a cordial relationship among all the employees with each of the relating mutually with the other. There are tasks that can only be done with the help of certain tools and equipment. This means that the analysis of equipment and tools is very important during job analysis. The details of the job in question that may encompass head gears, gloves, dustcoats and masks all referred to as protecting clothing are elaborated under job analysis. The other most important aspect of job analysis is the environment. Its relevance spreads out to cover the physical requirements that allow proper performance of work by the staff that would be selected (Bohlander & Snell 2009, p.77). In this analysis, the space for work has to be standard, aeration levels have to be standard, labels indicating fire exits have to be clearly marked, obstacles that may be on the exit doors have to cleared, and temperatures in the rooms have to be at the levels that are acceptable to health practitioners. Risks brought because of deficiencies in any of the above actions ought to be stipulated during the steps involved in job analysis. Chemicals that may comprise of dangerous explosives and emissions that may be hazardous such as radioactive rays in addition to fumes that are noxious are examples of the risks that employees may be exposed to when undertaking their daily duties. All the hazardous chemicals have standard exposure limits that members of staff are supposed to be exposed to as they carry out their roles (Luis 2009, p.63). Analysis of these levels are important in that the company prepares an elaborate safety guidelines that are taught to the employees during induction, training, and other refresher sessions. Such actions prevent the organization from future uncertain court battles when accidents occur. General merits of job analysis The general advantages that an organization enjoys because of conducting job analysis to help in getting the right employees in the modern and rapidly changing are enlisted here below. It is an essential tool is helpful to the personnel tasked with the duty of recruiting the right people for the right positions in the organization. It is also used in the assessment of the magnitude of the job to establish its worthiness. Following on the same, the evaluation of how much worth a particular job is makes it possible and easy for the management to determine its terms of service (French 1986, p.33). This knowledge is relevant to the team that carries out performance appraisal among the employees in an organization. Furthermore, since the management uses it during allocation of duties and responsibilities to the subordinates, it helps in eliminating duplication of work and as such; confusion in the chain of command within the organization is eliminated. This brings order within the work force making work to flow smoothly. The supervisors also apply this to resolve disputes that occur among the employees. The human resources department in an organization uses the job analysis knowledge that consists of job description and specification to design the required training for specific positions of concern. Since job analysis covers areas that include definite risks related to particular jobs then, it is an important component that is used by the company to roll out compensation plans for all its members’ of staff. This is done considering the laid down minimum requirements as stipulated by the government in its labor policy. The purpose of job analysis The process of identifying and developing performance review procedures is one of the duties of job analysis. This constitutes the standards of performance expected from an employee; it outlines contractual terms that include the length of probation, and the criteria that will used to evaluate performance levels. It is the function of job analysis to state the goals and objectives of a specific position. It also highlights how they are linked to the overall goals and objectives of the company. As an important tool used in determining compensation plans, factors to consider before coming up such terms are clearly enlisted during job analysis, and the necessary academic levels for the job that in most cases related to the salary scale. The required knowledge and skills for the job are the other factors that are important in developing compensation schemes. This is along with assessing the responsibilities assigned to the position (Anthony 2009, p.82). This covers all the fiscal and supervisory roles that are associated with the specified job. The other most important element to consider is the type of work environment including physical conditions at the work place (Blau 1964, p. 18). The risks at the same place and the hazardous condition must also receive attention from the team that carries out job analysis. The learning and development section of any organization is important as it is charged with the responsibility of training and developing the skills that are necessary for particular jobs. Job analysis is used in assessing, determining, and drawing the training requirements and in the process developing the training curricula. This is broken down into training manuals that are used to facilitate training, induction, and orientation. Selection processes form a very important function of the human resources department in an organization. Job analysis is therefore a primary tool of personnel management. Managers use the same to design interview questions, selection procedures i.e. whether the test will be written or oral, and any job specifications that may be included in advertisements. Terms of service relating to the position advertised are taken into consideration and determined during job analysis. In the process of designing the interview process minimum requirements that include academic qualifications, experiences, and the necessary personal attributes. Job analysis also includes developing orientation materials that will be used by the successful applicants. The results obtained after job analysis are very important when the management intends to undertake employee development. This is what will be included in the training programs to help employees develop their careers (Colquitt 2008, p. 43). Having a comprehensive and structured program helps the company in implementing a smooth succession planning strategy. The success of this labor force strategy is necessary for the continuity of work irrespective of sickness, death, resignations, and transfers that may occur. This strategic policy works hand in hand with workforce planning. This is a product of an effective job analysis process. This exercise ensures that future needs of the company in terms labor are catered for and as such, shortfalls are not expected because if they arise there already exists other employees whether at lower ranks or in other departments that can easily fill in the gaps. Proper implementation of this strategic policy means that the company in question is capable of sustaining itself even during moments of crisis in terms of labor. The company will also fit into well into its line of industry, as its productivity that is pegged on the efficiency of labor out put is high. Conclusion Job analysis is an essential tool in the process of selecting and hiring the right employees for a particular position in an organization. Its importance appears in the merits of its outcomes i.e. job specification and job description. The process comes at the beginning of the selection procedure and therefore, serves as a way that will make the operations of the company smooth. It is also helpful as it draws a link between the academic qualifications and the human qualities that are needed to perform the specified duties in the best way possible. This is what is required so that the efficiency of the output in terms of labor is high. It is important to note that the effectiveness of the employee during performance assessment is based on the efficiency of his or her work output. This makes the process of job analysis to be a core function in any organization List of References OPAC, 2010, OPAC, a tool that tests skills and abilities, (Online) Available at www.office&software skill& ability Testing. Accessed on March 18, 2013. Critical 911 Dispatcher, 2012, Dispatcher, Calltaker, and Telecommunication Pre-Employment Testing Software journal (online). Available at www.911& EMS Dispatcher/Calltaker Testing. Accessed March 17, 2013. C4, 2010, Critical for Contact Center journal (online), Available at: www.Commercial Contact Center skill testing. Accessed on March 17, 2013. Encounter Video, 2013, Video-based situational judgment testing journal (online). Available at: www. Encounter video situational judgment testing. Accessed on March 16, 2013. AutoAAP, 2012, Affirmative options, a BCG journal (Online). Available at: www. Affirmative Action Plan software/outsourcing. Accessed on March 18, 2013. BCG 1974, Biddle consulting group human resources solutions journal. (Online) Available at: www. Biddle human resources solutions. Accessed on March 17, 2013. AutoGoja, 2012, A BCG institute journal (Online). Available at: www. AutoGoja job analysis software. Accessed on March 17, 2013. Franklin, M, 2005, A guide to job analysis, American society for training and Development, New York. Smith, M. R, 2011, Strategic learning alignment, American Society for training and development, New York. Mathis, R & Harold, J, 2008, Human Resources Management, Cengage, New York. Bohlander, G & Snell, S, 2009, Human Resources Management, Cengage, New York. Luis, R, 2009, Managing employees, Pearson/Prentice Hall, Pennsylvania. French, W, 1986, Managing the recruitment process, Houghton Mifflin Co, Michigan. Anthony, W, 2009, A strategic to Managing employees, Cengage, New York. Blau, P, 1964, Exchange & Power in social life, Transaction Publishers, New York. Colquitt, 2008, Organizational behavior, McGraw-Hill Education Publisher, Bombay. Read More