I need paraphrasing the assignment attached to this post it is HR assignment
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literature_review.docxLiterature Review – Job Analysis
In the intensely competitive and global environments that companies of today operate in, it is very critical that a company is able to attract and select employees with the right talents and also is able to ensure that they have the skills, knowledge and abilities for effectively doing the job they have been hired for. From the perspective of the team or person that is responsible for conducting the hiring process as well, having well written job descriptions that have been derived from thorough analysis of task and role requirements and the key job attributes required, gives a good idea on the right type of candidates that should be hired for the job. In addition to this, a job description also play a key role and gives an idea while setting the right expectations to prospective candidates pre and post recruitment on what is expected of them, thus preparing them well and getting them into a right mindset for the job they are taking up. Given this context, it is important to understand the process used for coming up with the job description and having it validated using good sources so that the company can be assured of a high quality job description.
For coming up with an effective job description, it is very important to understand the reasons behind job analysis. One of the key reasons for carrying out job analysis is to make job specifications and job descriptions that assist an organization to take into service people with the right qualities (HR Council, n.d.). The overall function of job analysis is to record the needs of a work and the work that is done. Task analysis and job analysis are conducted as a foundation for advancements in the future. Job proficiency is determined by the abilities, skills, and knowledge needed to carry out a job description. Job analysis is used for job description standardization and used by organizations to recruit the appropriate people for the work opportunities. Job competencies may change with an alteration of a job description. For instance, a receptionist position may be altered to take care of customer calls as well, which means an inclusion of another key skill. This makes the abilities, skills, and knowledge to file to be part of the competencies of the job descriptions in a receptionist position.
As part of the job analysis process, the initial task is to come up with the job summary and job description for the position or job that is being analyzed. The title of the job is used to establish levels of authority and responsibility in an organization (Heathfield, S. M., n.d.). For example, a director’s title requires more competencies and carry’s more authority than a receptionist’s title. Job summaries will highlight the responsibilities of a job, for example, a job summary of a receptionist may include helping the employees and clients, scrutinizing payroll items and staff time, executing all personnel administrative functions, and managing the director’s calendar. The director or manager should consult other heads of the organization concerning the abilities, knowledge, and skills required for a job description.
The level of the job description helps an organization and its heads to determine the best abilities, knowledge, and skills needed to do a job. A level in an organization can vary from an intern or an entry level position to a position that is at a senior level. The competencies for a receptionist’s entry level will be remarkably different from a supervisor of an organization. A number of employees begin working in an organization as occupants of entry level jobs and move up the ranks. During this time, they build competencies as they progress. One should make a work sheet that contains three columns as explained below.
The process used for coming up with the Knowledge, Skills and Abilities grid is explained here. The first column will contain knowledge. This will encompass the knowledge needed to do a job description. For instance, a supervisor would require knowledge of supervising practices and management. The second column will contain skills. For example, the skills for a receptionist in a human resource office may be coordination, service orientation, and active learning. The final column should be marked abilities. A receptionist’s ability may be speech clarity, oral expression, deductive reasoning, and oral comprehension. In addition, the competency profile should contain the job qualifications. For example, a receptionist may require a public relations degree or have experience in a related field. On the other hand, a sales representative working where the client base is diverse may require more language skills than a person working where the client base is made up of people who speak the same language. A license may also be included in the requirements or the competency profile.
With the inputs gained from the above process, the next step would be to come up with the job description that would have various well defined sections that describe the job in context, and the various requirements from the candidates, expectations and educational and technical qualifications required and any special conditions or abilities that need to be fulfilled for doing the job (Dessler, G., 2003). This would give good description for both the recruiter and candidate and can thus be helpful in ensuring that the right candidates get onboard and are orientated with the right mindset of what is expected from them on the job.
References
Dessler, G. (2003). Recruitment and Placement. Human resource management: Gary Dessler. (9th ed., p. 60). Upper Saddle River, N.J.: Prentice Hall.
HR Council. (n.d.). Job Descriptions | Getting the Right People | HR Toolkit | hrcouncil.ca. HR Council for the Nonprofit Sector | Conseil RH pour le secteur communautaire. from http://hrcouncil.ca/hr-toolkit/right-people-job-descriptions.cfm
