Job Analysis and Recruiting Methods

Each person has a range of experiences and knowledge that help them make choices in how we react to new situations. When we share experiences and knowl- edge with each other, all participants benefit.

Those currently in the workforce have an added benefit in that their employer may agree for them to work on projects within the organisation and to use these as learning experiences. Universities and colleges also arrange for learners to undertake placement courses or internship with organisations where theory becomes practice. This is a valuable experience as it makes participants better comprehend the imple- mentation of theoretical concepts. Any form of work-based learning can aid in gaining knowledge and experience that can be built upon further in years to come (Boud, Solomon, & Symes, 2003).

Problem-based Learning (PBL) involves discovering the questions you need to ask, discovering the answers and making sense of these. It is based around the indi- vidual’s freedom to think, learn and explore without being ‘told’ what to do, how to do it and what the ‘correct’ answers are. PBL involves individual discovering for themselves in different ways as compared to traditional modes of education. In PBL participants learn how to learn and discover what questions need to be asked to achieve desired outcomes (Savin-Baden, 2001).

There are various activities that can be used to learn at the end of each chapter to meet different learning styles. However, individual opinions, experience and learning styles need to be identified, catered for and respected (Savin-Baden, 2001).

1.3. Staffing

The term ‘staffing’ refers to the overall policies, procedures and guidelines that orga- nisations use to attract, retain and develop their employees or staff. These can reflect the organisation’s preferred methods of recruiting new staff, promoting and transferring existing staff, training, educating and developing staff, determining appropriate wage and salary strategies, creating meaningful employment opportu- nities, recognising valuable contributions by staff, evaluating and optimising performance.

Staffing is important to organisations and can be critical in aiding their survival and growth. People are the core asset of any organisation and it is the performance and commitment of staff that differentiates organisations. In this sense staffing is the overarching management of people in the organisation, those entering the orga- nisation and those leaving (Wickramasinghe, 2007).

The definition given above extends previous perspectives of staffing that were limited primarily to recruitment and selection and those organisational policies relating to these activities. However, staffing can be seen as a complete system domi- nated by recruitment and selection which are the core of staffing.

Staffing can be seen as the process by which individuals and organisations become matched to each other. The outcome of this is an employment relationship.

Staffing, Systems and Strategy 5

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