


Describe the basic
methods of
collecting job
analysis information
Conduct job analysis
Explain the process
of forecasting
personnel
requirement


Compare eight
methods for
recruiting job
candidates
Explain how to use
application forms to
predict job
performance

The procedure to determine the duties
and skills requirements of a job and the
kind of person who should be hired

The interview

Questionnaires

Observation

Participant Diary/
Log

Internet-Based
1.
Decide how you will use the information,
data collection technique
2.
Review background information i.e
organisation charts, process charts, job
description
3.
Select representative positions i.e.
sample of 10 out of 200 workers
4.
Analyze the job – job activities,
employee behavior, working conditions,
human trait, abilities
5.
Verify the job analysis informationworker and immediate supervisor
6.
Develop job description & job
specification

A list of a job’s duties, responsibilities,
reporting
relationships,
working
conditions
and
supervisory
responsibilities-one product of a job
analysis

Job identification

Job summary


Responsibilities and
duties
Authority of
incumbent

Standards of
performance

Working conditions

Job specifications

The Job Identification section is:The job title
Name of the job
i.e. marketing manager, inventory clerk, data
processing supervisor

The Job Summary describe:The general nature (i.e. major functions and
activities) of the job
Summarise the essence of the job
“ the mailroom supervisor receives, sorts and
deliver incoming mail properly, and he/she
handles outgoing mail including the accurate
and timely posting of such mail”
General statement “perform other assignment
as required”

Relationships statement may show the
jobholder’s relationship with others inside and
outside the organisation and may include the
following sections:

i.e. Human Resource Manager
 Report to: Vice president of employee relations
 Supervises: human resource clerk, test administrator,
secretary
 Works with: all department managers, executive
management
 Outside the company: employment agencies, union
representative, state and federal employment
offices, various vendor

Responsibilities and Duties
The heart of the job description
Detailed list of the job’s responsibilities and
duties
i.e. “achieve quantitative sales goal…..,
determine sales priorities……, repairing
production line tools and equipment”

Authority


Define limit of authority, decision making
authority, budgetary authority
Standards of Performance
 List the standards the employee is to achieve
in each of the job description’s main duties
and responsibilities

Working condition and Physical
Environment
 List the general working conditions of the job
and may include noise level, hazardous
conditions, heat, cold, etc

A list of a job’s “human requirement,”
that is the requisite education, skills,
personality and so on- another product
of a job analysis
“What human traits and experience are
required to do this job well”
 Trained employees:Length of previous service, quality of relevant
training, previous of job performance

Untrained employees:Specifies qualities – physical traits, personality,
interest, sensory skills

A job is more than a set of closely related
activities carried out of pay

Globalization influences: Broadly define job description
 Create flexible employee
 Multi-skilled job assignments
 Participative decision making
 Working with team

Job enrichment: redesigning in a way that
increases the opportunities for the worker to
experience
feeling
of
responsibility,
achievement, growth and recognition
 Let the employee plan and control own job
instead controlled by outsider
 Employee do job well because they wanted to

Dejobbing: broadening the responsibilities
of the company’s jobs, and encouraging
employees not to limit themselves to what is
on their job description
 Challenge:
technology
change,
global
competition, deregulation, political instability,
demographic change
 Company need to be responsive, flexible, more
competitive

Competencies are demonstrable characteristics
of a person that enables performance

Job competencies are observable and
measurable knowledge, skills and behavior
making up the job

Traditional analysis: job centered, focus on
“What”

Competency-based analysis: focuses on “how”
1.
Decide what position to fill, through
personnel planning and forecasting
2.
Build a pool of candidates for the job,
by recruiting internal or external
candidates
3.
Have candidates complete application
forms and undergo initial prescreening
interview
4.
Use selection tools like tests, background
investigations, physical exams to identify
viable candidates
5.
Decide who to make an offer to by
having the supervisor and other
interview the candidates
The process of deciding what positions
the firm will have to fill, and how to fill
them

Trend Analysis: studying variations in your
firm’s employment levels over the past few
years, historical trends

Ratio Analysis: forecast data based on the
ratio between two causal factors, ex. Sales
volume and number of employee needed

Scatter plot: show graphically how two
variables are related, ex. Sales and staffing
levels
Determination of future staff needs by
projecting sales, volume of production,
and personnel required to maintain this
volume of output, using software
packages

Projected turnover

Quality & skills of
employees

Strategic decisions to
upgrade quality or
enter new markets

Technological
resulting in increased
productivity

Finance resources
available to the
department

Qualification inventories:
 facilitate internal candidate by providing data on
employees’ performance records, educational
background, promotability; manual or computerized

Personnel replacement charts:
 Company records showing present performance &
promotability for the most important position, internal
candidates

Computerized Information System:
 Link between HR, annual performance appraisal,
training; automatically updated

Employees, supervisor or HR professional
enter information via company intranet

Information: employee background,
working experience, skills, education level

Managers can retrieve data immediate if
they require a person for a position
1.
Background checks on staff going to access the HR
system
2.
Do not hire a temporary employee, bring other trusted
employee from another department
3.
Random background check, ex. Drug test
4.
Limit access to information such as SSN, health
information, sensitive data

Job posting

Rehiring

Succession Planning
Publicizing an open job to employees
(often by literally posting it on bulletin
boards)

It depends….

Advantage: familiar with company culture, style,
ways of doing things

Disadvantage: less-than-positive attitudes,
influence current employees
How to reduce adverse reactions: Give credit
 Inquiry on what they did during layoff, how they feel return
to company
Details the company’s long-range plan
to fill its most key positions by making sure
a qualified supply of successors exist &
employee careers can be optimally
managed

Identifying & analyzing key job
Firm strategic goal, formulate job description &
specification

Creating & assessing candidates
Identify potential internal/ external candidates
future positions
Provide developmental experience, training, crossfunctional experiences, job rotation,
global/regional assignments

Selecting who will fill the position
Talent management involves identifying,
recruiting, hiring and developing high
potential employees




Recruiting via the
Internet
Advertising
Employment
Agencies
Temp Agencies &
Alternative Staffing




Offshoring/Outsourci
ng White-Collar &
other jobs
On Demand
Recruiting Services
College Recruiting
Referral & Walk-Ins
User-friendly company websites can be
used as an efficient recruiting tools if:
Potential employees able to easily access &
view current opening from homepage
Pre-employment screening assessment simple
Users are allowed to apply online, fax, e-mail
Virtual job fair or posting on networking sites
Advantage
 Free or low cost

Longer lifespan than
traditional medium

Fast-can start
receiving
application
immediately
Disadvantage
 Too much response

Legal pitfall
regarding
unintended
discrimination

EEOC compliance is
difficult to prove

An Applicant Tracking System:
software purchased & installed to track
applicants & perform other services such as
pre-screening & scheduling interview
Compile a searchable database for employer
use

Application Service Provider(ASPs):
contracted by employers for whatever reason to
process applicant tracking work off site

Select the best medium for the specific
position. i.e local newspaper, magazine

Experienced advertisers construct ads
based on a four-point guide labeled
AIDA(Attention, Interest, Desire, Action)
Three types:
1.
Public agencies operated by federal, state, local
government. Ex National Job Bank
2.
Agencies associated with non profit organisation
3.
Privately owned agencies: “fee paid jobs”
Why?
 Does not have HR department

Has found generating an applicant pools is difficult
in the past or must fill in the post urgently

Wants to attract minority group

Want to reach employed individuals who might be
more comfortable dealing with agency than
competitor
The role of temporary workers:
 Supplements regular workforce

Fills –in for vacationing or sick employees

Cost effective

Allows employer to expand & contract with
changes in demand

Allows employers to try-out an employee before
hiring them as a regular employee

In-house temporary employees: short
term basis

Contract technical employees: highly
skills workers, long term project, contract
basis

Executive recruiter = “headhunters”

A special employment agencies
retained by employers to seek out top
management talent and can be useful
in making contact
Advantage:
 Have many contact
 Future employee
qualified
 Target employed
candidate who are
not actively looking
to change jobs
 Keep firm name
confidential
 Save time, save cost
Disadvantage:
 more interest in
persuade than
finding appropriate
candidates
 Always claim client
say but actually not
really
Issues:
cultural misunderstanding (customers &
employees abroad)

Security & privacy concern

Foreign contract

Legal systems
A service that provides short-term
specialized recruiting to support specific
projects without the expense of retaining
traditional search firm
Paid by hour or project
 Handle recruiting, analysis, pre-screening,
left client with short list candidates

Sending an employer’s representative to
college campuses to prescreen
candidates – graduating class
Can be problematic:› Can be expensive & time consuming
› Recruiter ineffective: do not screen
effectively, unprepared, show little interest
and act superior
› Training to recruiter
On-site Visit:
 Employer invite good candidates to office
or plant for site visit
Internship:
 Win-win situation
 Allow employer to test, try out candidate
 Allow student to sharpen up business skills,
any skills
Referral campaign
 “you’ve got friends, we want to meet them”
 Prizes, rewards offered for referral
 Quality people know quality people
Walk-In
 Direct application to employers
 In office, hotel, convention centre