Hiring and recruitment is an important function in any organization that relies on human capital. But understanding a job description and advertising for a job in a way that attracts the right kind of applicants can be a difficult undertaking. Show Start a Business degree at American Public University. Advertising and Hiring for Any Position Starts with a Deep Understanding of the RoleThe first step in advertising and recruiting for any position is understanding the nature of the position itself. For instance:
There are several ways to go about acquiring this information. Perhaps the simplest method is to simply observe those people doing the job currently. What do they do? How many hours do they work? What are the requirements in terms of skills and experience? Among those who currently perform the role, who is most successful and why? Conducting a Job Analysis Also Requires Interviewing Current EmployeesBut just making observations probably won’t provide a complete picture of the position. Why? Because there is always more to a task than meets the eye. So another important component of analyzing and understanding a position is to confer with those individuals who are already doing the job. This information can be acquired through a variety of methods. For example, the company could issue a questionnaire with either closed-ended questions, open-ended questions or both. Closed-ended questions (e.g., requiring yes/no or true/false answers) are easier to analyze statistically. But open-ended questions might lend themselves to more helpful qualitative data. In-person interviews are another way to consult existing personnel about the nature of their jobs. If there is only one person performing the role in question, then such an interview would likely just be a one-on-one scenario. If there are multiple employees occupying the position in question, then the person collecting data must decide whether interviews should be conducted individually or in groups. Group interviews might be more efficient in terms of time and resources. However, interviewers should be careful about group interviews, because often the peer pressure of having others present can cause bias or distortion in answers. In other words, the interviewees might influence each other in a way that is unhelpful. Another problem with interviews – and questionnaires for that matter – is that respondents are likely to give you the answers they think you want to hear or the answers that are most self-serving. For example, let’s say that an interviewer asks an employee about how difficult his job is and what skills are required to do it. Would we expect the employee to say that he has the easiest job in the world? Would the employee say that the function is unimportant and that any moron could perform the duties of the role? Probably not. No, what we might reasonably expect the employee to say is that his job is difficult, requires unique skills and abilities, and is crucial to the operation of the organization. Why? Because otherwise, the company might undervalue his efforts and actual contributions, so the employee is incentivized to perhaps be less than completely honest. It’s Also Helpful to Get External Perspectives on Job PositionsFor this reason of potential biased input from employees, human resources experts would do well to look outside their organizations for external perspectives on their job positions. For example, if a hotel is looking to hire staff for the front desk, they might observe and interview their own front desk agents. But they might also look to their competitors in the industry to see what they’re doing. What are their hiring requirements? What KSAs are identified in the job description? How do the expectations of the jobs compare? Is there a difference in pay or benefits offered? In addition to scanning the external environment of competitors, hiring professionals might also enlist the help of industry consultants. These experts can evaluate the position of a company from an “outside-in” perspective and then offer recommendations on hiring strategies. Such consultants usually come at a healthy cost for their services, but their advice in these employee matters can often be invaluable. Writing an Accurate Job DescriptionOnce the scope of a job has been fully evaluated and analyzed, the hiring team must write (or revise) the job description to portray an accurate reflection of the role’s circumstances. Details that are typically incorporated into job descriptions should include (but are not limited to):
Job Analysis and Job Descriptions Are Challenging But Also ImportantJob analysis and job description authorship are time-consuming and challenging processes. But they are among the most important tasks that any organization can do to promote clear expectations and unambiguous parameters for employees working in service of the company’s mission. The time spent on these duties may seem tedious when things are moving forward smoothly. But the effort to establish this kind of infrastructure for an organization’s human resources function can pay dividends when urgent and critical hiring needs present themselves. As with most things, preparation and planning are recipes for success. Consequently, accurate job analysis and job description management should be a top priority for any competent human resources professional. What should you consider doing during a job analysis process?How To Perform an Effective Job Analysis. Review Employee Job Responsibilities. ... . Research Similar Industry Positions. ... . Identify and List Outcomes Needed for the Position. ... . Identify Necessary Skills, Training and Education. ... . Define Compensation and Any Applicable Benefits. ... . Continually Iterate and Evolve the Job. ... . Bottom Line.. What are the important factors that needs to consider in creating a job analysis?These factors include:. Skills (years of experience, level of education and overall ability). Responsibilities (number of direct reports, fiscal accountability and the list of responsibilities of the position itself),. Mental and physical effort (degree and amount of concentration, level and frequency of physical effort). What are the guidelines for conducting job analysis interviews?How to conduct a job analysis. Gather information about a position. Observe and interview employees currently in the job position. ... . Evaluate the importance of each task and competency. ... . Research industry standards. ... . Revise job descriptions and standards. ... . Use data to make changes.. When managers conduct a job analysis they may use this information to?Information gathered through a job analysis is used to develop job descriptions and job specifications. Managers use job analysis for the purpose of recruitment, compensation, training, and performance appraisal but not for assessing employee benefits options.
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