Hr594 Strategic Staffing
HR594: Strategic Staffing
Current Developments in Job Analysis
Summary Today, it is increasingly clear that using competencies to describe jobs is more important to HR professionals than traditional resumes. Employers are inundated with look-alike resumes and are struggling to find information that can differentiate one applicant from another. Organizations compete fiercely in the war for talent. Many invest an enormous amount of money, time and other resources in advertising and staffing strategies to attract the best candidates. This is because today’s executives understand that one of the most important resources in organizations—if not the most important—is human resources. Yet, when it comes to actually assessing which job candidates are likely to perform most effectively and make the most significant contributions, a large number of organizations employ rudimentary and haphazard approaches to selecting their workforces. It is essential for personnel managers and line managersto have adequate knowledge about the structure and dynamics of work and the relationbetween work and people because any job contributes in its own particular way to the achievement of organizational goals. Many decisions they have to make relate in one way or another to the match between people and jobs. In this paper, our group will discuss the “current development in job analysis” and solutions that will uncover issues that may otherwise go unnoticed. According to People Management, “job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills, accountabilities, work environment and ability requirements of a specific job”. It also involves determining the relative importance of the duties, responsibilities and physical and emotional skills for a given job. In addition, job analysis is the process of describing and recording aspects of jobs and specifying the knowledge, skills, abilities other characteristics (KSAOs),
Current Developments in Job Analysis
Summary Today, it is increasingly clear that using competencies to describe jobs is more important to HR professionals than traditional resumes. Employers are inundated with look-alike resumes and are struggling to find information that can differentiate one applicant from another. Organizations compete fiercely in the war for talent. Many invest an enormous amount of money, time and other resources in advertising and staffing strategies to attract the best candidates. This is because today’s executives understand that one of the most important resources in organizations—if not the most important—is human resources. Yet, when it comes to actually assessing which job candidates are likely to perform most effectively and make the most significant contributions, a large number of organizations employ rudimentary and haphazard approaches to selecting their workforces. It is essential for personnel managers and line managersto have adequate knowledge about the structure and dynamics of work and the relationbetween work and people because any job contributes in its own particular way to the achievement of organizational goals. Many decisions they have to make relate in one way or another to the match between people and jobs. In this paper, our group will discuss the “current development in job analysis” and solutions that will uncover issues that may otherwise go unnoticed. According to People Management, “job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills, accountabilities, work environment and ability requirements of a specific job”. It also involves determining the relative importance of the duties, responsibilities and physical and emotional skills for a given job. In addition, job analysis is the process of describing and recording aspects of jobs and specifying the knowledge, skills, abilities other characteristics (KSAOs),
References: 1 How to Write a Job Analysis and Description. Retrieved May 31, 2012.http://www.entrepreneur.com/article/56490 2 Sample Job Analysis Report for the classification of Staff Services Analyst (General) Selection_Manual_Appendixh.pdf (September, 2003) 3 Problems with Job Analysis. Management Study Guide. Retrieved May, 2, 2012: http://www.managementstudyguide.com/job-analysis-problems.htm 4 Barrett, J (May 10, 2012). DeVry University, E-College. Discussion.http://www.devryu.net/re/DotNextLaunch.asp?courseid=6673962&us erid=9034044&sessionid=c905b4e7a4&tabid=1ZIbBrPGb1COMS+0SZZ5KRfO VOyS3is6XvgVsUfFPjo=&sessionFirstAuthStore=true&macid=QiDfylPMtPTg4 qBa3W6p8LLM8cutvuCw3BVpOqwkHlkRPzhlStVXJZ1Eg/mrdgrWQbMMxrM 8riPwinjHEh7jsVR2DLSjQB0KhjYpYEq/vvVeOpgyNHE04Y+/spn+O0K7jNjC yylrWOa2Vlqq6oElAKlZtdr8oonkkMbS7ioYo8Uj0DFEvGGX/4wsrpm5eFNkKd Epa5mecfH3r1EyI1xq5A== 5 Henneman III, Herbert G.; Judge, Timothy A (2006). Staffing Organizations (5th ed.). New York, NY: McGraw-Hill Irwin. 6 Recent Development in Job Analysis. (2012). In Cite Man Network. Retrieved May 13, 2012, from http://www.citeman.com/426-recent-development-in-job- analysis.html