Evaluating the workflow of any organization is a complex task that involves analyzing the jobs of
individuals to ensure that the workflow (either current or projected) produces the desired outputs for
the organization, supporting the organizational mission and vision. As an HR consultant, you have been
asked to perform a job analysis for a local hospital. It is a complex job, and you need some tools to help
with the analysis. Select 2 tools that you believe would be helpful and describe why they would be useful
for your consulting project.
Your replies to your classmates' threads must be substantive.
Human resource management (HRM) is an area of prime importance in any industry, but
is essential within a healthcare system to assist in the improvement on the delivery of care and
the health outcome of the patients being seen through the use of healthcare models. The overall
demand for healthcare is constantly increasing within the United States and additional healthcare
staff is needed to meet those demands if there is to be significant level of success in healthcare
industry. The use of effective HRM strategies is a crucial step in the overall process. In any
industry, the achievement of a successful outcome requires hiring individuals who provide the
greatest level of skill and qualifications to fill the open positions, with this being a greater
requirement within a healthcare facility as patients’ lives may depend on it. One of the most
important duties of a human resource manager revolves around job analysis. A job analysis
collects information or data that is useful in the design of training and career development
programs, identifying the skill and responsibilities required for specific jobs[Pyn11]. The
identification of the knowledge, skill sets and responsibilities aid in the training and development
of employees and career advancements such as promotions.
There are multiple tools and methods available to assist in completing a job analysis.
When deciding on which tools to utilize, a review of what is to be achieved, the needs and
objectives of the analysis, and the available resources and time is the initial step. Once a clear
understanding of the purpose of the job analysis is achieved, then deciding upon which of the
different available tools could be completed. On useful model is the Occupational Information
Network (O*NET), which provides the simultanious listing of job related data for a large number
of jobs [Bur13]. This is a model developed as a result of a largescale research project, which was
sponsored by the Department of Labor, to replace the Dictionary of Occupational Titles (DOT),
as the DOT was found to become dated and too difficult to maintain[Pet01]. O*NET
incorporates over 60 years of knowledge about the nature of jobs and work, and allows for
multiple descriptor categories to be set up and utilized, such as work behaviors, abilities, and
work content[Pet01]. This tool taps into knowledge from a variety of fields to create a
comprehensive framework and hierarchy for describing occupations and workers[Pet01]. This
tool is also able to link the level of compensation, benefits, perks, and advantages to be offered to
a prospective qualified candidate for a specific job[Pet01]. The use of this method/tool would be
beneficial in the development of performance evaluation criteria to be used in the selection
process of potential candidates.
An addition tool that would be useful would be the Competency Model, which provides
coverage for a broader range of jobs than a traditional job analysis[San09]. This model utilizes
the competencies of employees in terms of knowledge, skills sets, abilities, and behaviors in
addition to specific expertise and individual performance[Pyn11]. In addition, it provides a better
understanding on the needs and requirements of the position being filled, to create an
employment model that will be the best fit into the organization, overall work environment
and/or work flow, and schedule. The Competency Model incorporates basic qualifications such
as experience, education, training, certifications, licenses, legal requirements and willingness of a
potential candidate. With the use of characteristics and qualities a person needs to perform a job,
this method allows for a more successful identification of the range of competencies and
performance measures. The use of this information assists in designing a job description while
providing an effective base to be utilized when reviewing the qualifications of those applying, to
determine the best individual for the job, one that will be an asset to the organization.
“The plans of the diligent lead to profit as surely as haste leads to poverty” (Proverbs
21:5, NIV). The Bible speaks to the basic principal of leadership and planning with this verse.
Haste and no planning in healthcare, will lead to poor results, be it related to the health of a
patient or in the analysis of jobs within the facility. As healthcare staff, it is important to plan,
organize and prioritize our time to ensure the most successful outcomes. HRM has a complex
and difficult task, assisting in the improvement of the organization’s effectiveness. A well
thought out and strategic approach is needed to achieve a job analysis that will be a strong
foundation for HRM activities.
References
Burrus, J., Jackson, T., Xi, N., & Steinberg, J. (2013). Identifying the most important 21st
century workforce competencies: An analysis of the occupational information network
(ONET). ETS Research Report Series, 2013(2), i-55. Retrieved from https://doi-
org.ezproxy.liberty.edu/10.1002/j.2333-8504.2013.tb02328.x
Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin,
K., . . . Dye, D. M. (2001). Understanding work using the occupational information
network (O*NET): Implications for practice and research. Personnel Psychology, 54(2),
451-492. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/220134168?accountid=12085
Pynes, J. E., & Lombardi, D. N. (2011). Human resources management for health care
organizations: A strategic approach. San Francisco, CA: Jossey-Bass.
Sanchez, J. I., & Levine, E. L. (2009). What is (or should be) the difference between competency
modeling and traditional job analysis? Human Resource Management Review, 19(2), 53-63.
doi:https://doi.org/10.1016/j.hrmr.2008.10.00
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