Job Analysis and Recruitment Process

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Table of Contents

How to recruit a suitable pool of Applicants
Managing an effective recruitment process
Maximizing chances for employee success
Information research Methods Analysis
References List

Job analysis refers to the process of identifying, recording and analyzing the aspects of a particular job to establish the specific requirements for performance of the job.

When carrying out job analysis there are three important areas for examination: duties and tasks define the specific roles played by the employee when performing the job while job environment refers to the conditions prevalent in the place where the particular job is carried out.

Finally, tools and equipments are required for effective performance. Job analysis is an important aspect in hiring process for several reasons; it helps in documenting vital information about the job, which then helps in determining the appropriate methods of doing the job, then it helps the human resources in job designing (duties and responsibilities) and determination of rewards for the jobholders (Fine & Cronshaw 1999, p.147).

Furthermore, it helps in designing effective performance evaluation and measurement systems with which the human resources can rely in making promotions.

How to recruit a suitable pool of Applicants

The need to recruit a suitable pool of applicants cannot be overemphasized. Placing and assigning roles to suitably qualified personnel is important because the employees consistently deliver on expectations and help in creating value to the organization.

These key benefits come about because the employee qualifications marry with the roles played which then precipitates several strong points viz. happy, motivated and productive employees; collaborative team participation which brings out individual strengths and enhanced customer satisfaction which in turn gives the organization a good standing in the public domain.

Managing an effective recruitment process

There are four key stages in the recruitment process that when followed will increase the chances of picking the best and suitable applicants for a job. The first step entails information search, analysis, planning, and definition. In this stage, the recruiting personnel must clearly define the needs for the recruitment and find if there are other options available.

Moreover, he personnel has to define the time frame, establish the tools for measurement of success of the exercise, establish other players in the recruitment process, define the skills and knowledge specific fro the job, and the position in the organization structure where the ideal candidate will fit.

The second stage focuses on how to attract candidates with the desired qualifications. At this stage, the recruiting manager must determine the tools and techniques to be used to get the best results.

As such, the personnel should determine the right people who should be involved in management of the process, for instance consultants and define the communication tools that will enable one to reach as many candidates. In today’s world, the internet has become the best tool for interaction between employers and job seekers. Other platforms include colleges and universities, and the news papers through advertisements.

Following is a sample advertisement for an opening for a driver.

XYZ Agricultural Research Center
Job Title: Marketing Manager
Location: Michigan

Job Description:
The incumbent shall be required to develop, establish and maintain the overall marketing and strategic planning, and facilitate client development through advertising and promotional activities of the organization.

Experience and Skill required

A bachelors degree in marketing or a business related
must have at least 5 years of marketing experience especially in aspects of development, implementation and management of marketing strategies
have strong knowledge on conducting market research
excellent communication both verbal and writing, presentation, analytical, problem solving and time management skills
Strong interpersonal and team-leadership skills
Must be 35 years and above

Interested candidates should forward their application letters including a detailed curriculum vitae indicating current and expected salary, email & tel. contacts, and copies of relevant testimonials to the undersigned so as to reach us on or before Friday 15 April, 2011 5.00pm
Xyz Agricultural Research center,
Email. [email protected]

The third stage of the recruitment process is selection and acquisition of the applicants. The interested candidates should then be screened thoroughly to filter in the finest. This stage is and therefore the recruiting manager should put the best foot forward and gather all the apparatus needed to enhance success. This will require determination of the appropriate selection criteria.

This can be done through interviews oral or written, biodata, and/or tests. In conducting the interviews, managers should involve the relevant personnel e.g. the intermediate managers, experts in the field of the job, and the people who will make the final hiring decisions.

The interview questions should be then generated and the anticipated responses stipulated. The overall challenge at this level is maintaining objectivity; however, with a good selection framework the challenges can be reduced greatly.

Biodata is another recruitment tool which as been widely regarded as effective and reliable. This is for the reason that it can predict accurately the future performance of an employee based on empirical methods. Biodata uses a designed form seeking detailed information about the history of the applicants.

The final stages focuses on how to bring in the recruited candidates and then offer them support for the initial period in the organization. This will entail working on the internal processes in preparation fro the new employee.

The activities carried would include necessary documentation, designing of the reward packages, designing a smooth transition process, putting in place a support system for a period of 3-6 moths and setting the performance objectives.

A successful recruitment process is pegged on the level of job definition. The suitable candidates should posses the right skill and knowledge and perfectly fit in their roles and contribute significantly to the overall organization goals. The organization in turn should be able to provide development opportunities to continue optimizing the contributions from their employees.

Maximizing chances for employee success

Having selected the best job candidates and consequently appointed them to the respective offices, the human resources management’s duty does not end there. Job performance is a function of the worker input and the environmental factors. Ripley notes, “If good performers are put in bad systems, the systems win every time” (1999, p.2).

Therefore, management should design and maintain user-friendly working conditions to enhance employee productivity. Gilbert (1999) developed a diagnostic tool called the Behavior Engineering Model (BEM): a model that explains employee performance enhancement through six areas including “information, resources, incentives, knowledge, capacity and motivation” (p.36).

The six areas were grouped into two main factors viz. system and person factors. Information resources and incentives were categorized as system factors whereas skill and knowledge, capacity and motivation represent personal factors. Information relating to the output expectations needs to be relayed continuously to the worker as well as giving feedback to allow self-evaluation.

Other key information that the worker should be aware of is the organization policies and the standard operating procedures. This can be easily availed to the new employees through orientation. Resources refer to all the tool and equipment to allow the worker to perform his/her duties effectively.

Incentives refer to the ability of the system or the work environment to offer attractiveness to motivate performance. System incentives could refer to the ability of the system to offer challenges, development opportunities, and put trust on the workers, for instance by delegation of duty by the manager on his subordinates.

Relevant skills and knowledge are critical to performance. Most organizations today are differentiated and use highly customized applications and hence there’s need that the recruited staff be taken through some training in order to synchronize their skills and knowledge.

Motivation is pegged on both internal (personal) and external (system) factors. Whereas it is not easy for the company to control its internal factors, it is possible to adjust environmental conditions to turn on the worker.

Further, to enhance employee productivity, the human resources must offer attractive compensation packaged with other benefits in pursuit of worker satisfaction and motivation.

Rumler and Brache posit that, the work system can be customized to offer satisfaction by observing Abraham Maslow’s hierarchy of needs. Other quality enhancing management standards, according to Dean (1997), can be based of the total quality movement (TQM), and the reengineering and business process redesign (BPR) (p.48).

Information research Methods Analysis

Advantages	Disadvantages
Interviews Are useful in determining the key aspects of candidates such as ability to communicate effectively Allows the interviewer to prompt further to obtain additional information Allows interviewer the opportunity to critically evaluate the applicant’s skills and knowledge Is the best tool for selecting best candidates from a pool of equally qualified candidates It provides room fro adjustments so that important information can be collected Allows for interaction, and the job candidates can seek additional information about the job offer.	Interview evaluations are quite subjective Decisions arrived at seem to be based on the first impressions which may not be true Suffers bias, negative information carries more wait Researches have shown that interviews are not as reliable as tests
Biodata It’s reliable: bases predictions into the future on historical personal information It’s legally dependable as it capture information which is exhaustive It’s less vulnerable to halo effect or biases Once developed it is less costly, and an be used to process large number of applicants.	Presents legal conflicts as some information being sought could led to invasion of personal privacy Applicants may fake facts hence compromising accuracy Developing a biodata is very time consuming and therefore costly Prolonged usage would reduce diversity in the organization human resource
Questionnaires They are standardized thus offering more objective results than interviews can allow fast gathering of data useful in when the study sample is large	Since they are standardized they do not allow additional details (closed questionnaires) The interviewer cannot prop further and in many cases the answers given are quite superficial The respondents may be reluctant to fill in the questionnaires and the interviewer may have little to motivate them.

References List

Dean, P. J., & Ripley, D. E., 1997. Performance Improvement Pathfinders. Washington, DC: The International Society for Performance Improvement.

Fine, S., & Cronshaw, S., 1999. Functional job analysis: A foundation for human Resources management. New Jersey: Mahwah.

Gilbert, T., 1996. Human Competence: Engineering worthy Performance. Washington DC: The International Society for Performance Improvement.

Ripley, D., 1999. Improving employee performance: moving beyond traditional HRm Responses. Web.

Rumler, G., & Brache, A., 1995 Improving Performance: How to Manage the White Space on the Organization Chart. San Francisco: Jossey-Bass Publishers

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