Job Analysis and Recruiting Methods

media and at the forefront of this spotlight are the roles of leadership and effective decision making which drive and determine success.

These have become critical for organisations seeking to grow, enter new markets or to just maintain existing market share. Leaders are expected to be excellent com- municators and capable of winning allegiance from staff for new strategies and directions. They must know the right people via established networks, be charismatic and able to cope with intense pressures, long working hours and endless demands and changes. Organisational leaders also need to have the right staff work- ing with them and in harmony in respect to agreed strategic imperatives.

However, staff must also have a sound judgment and decision-making competen- cies and experience. They must be able to sift through mountains of information, reports and paperwork and be able to identify and prioritise the key issues. They need to make the right decisions for the right reasons and in a timely and economic- ally justifiable manner. Good leadership is highlighted in the media while organisa- tions with less appropriate leadership are also highlighted and are of particular interest to those people seeking new employment opportunities.

Recruiting and selecting new staff in the current environment is now more impor- tant than ever. New staff who will undertake these leadership and management roles in the future need the competence and potential to grow with the organisation. The organisation needs staff who can locate, identify and appoint these people who have the competence, knowledge and capacity to help the organisation achieve its goals in the future (Schramm, 2012).

It is recognised that staff bring more than competence to an organisation. They bring knowledge, talent, potential, contacts, networks and experience with them. Thus strategic-based organisations tend to seek new staff from a holistic or human capital perspective so that new staff can be nurtured and developed for the future (Crawford, 1991).

This chapter introduces the roles of staffing, recruitment and selection, manage- ment, management philosophy, systems and strategy and that these integrate to form successful business outcomes.

1.2. Learning Activities

Activities throughout this handbook are based around gaining, and building upon, experience and knowledge. Experience and knowledge can be gained from carefully constructed exercises for use in classrooms but they can also be gained by creating new situations whereby people learn.

People can have new experiences daily and these aid in shaping the way we address issues as they arise. We recall our personal experiences and determine if they can help us resolve problems as they arise. When we have new experiences, we retain information and use it in future encounters (Boud, Cohen, & Walker, 2002).

4 Bernard O’Meara

C o p y r i g h t 2 0 1 3 . E m e r a l d G r o u p P u b l i s h i n g L i m i t e d .

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