1. Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:
a. What are the job specifications?
b. Are the physical demands mentioned?
c. Is the job description task based or competency based?
d. How might you change this job description to obtain more qualified candidates?
Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?
Identify why effective planning is vital in human resource management;
Define and explain how to conduct a job analysis, and discuss the validity of an analysis in support of other key human capital functions
Unit 2: Strategic Human Resource Planning and Staffing
Now that we have discussed the core components of HR strategy, let’s explore how to identify human capital by assessing and defining all of the jobs within an organization. Recognizing the best people to hire can be difficult. Job descriptions often do a poor job of detailing the employment environment. By conducting a proper job analysis of all of the roles within a firm, hiring managers can best identify the abilities future employees should possess for specific jobs. The keys to success often depend on your ability to learn on the job, correct mistakes, and manage a stressful situation, rather than your knowledge of a particular computer program. In this unit, we explore how to translate the demands of a job into an accurate job description.
- Upon successful completion of this unit, you will be able to:
- define strategic human resource planning;
- identify why effective planning is vital in human resource management;
- define and explain how to conduct a job analysis, and discuss the validity of an analysis in support of other key human capital functions; and
- describe how to effectively manage human capital and properly assess knowledge, skills, and abilities to find valuable resources (people).
· 2.1: Overview of a Job Analysis (JA)
o Human Resource Management: “Chapter 4: Recruitment”URL
This chapter will be important for Unit 2 and Unit 3, as it discusses job analysis, job description, relevant recruitment laws, and strategies for effective recruitments in depth. Make the connection between what you learned about critical HRM planning in the previous unit and its impact on the HRM recruitment, which is the focus of this unit. Pay particular attention to Figure 4.1., which describes the job analysis process. Take note of how a company’s culture can be used as a recruiting tool to attract candidates.
· 2.2: A, B, and C Jobs: People (Human Capital)
o Stanford University: Dan Springer’s “Protecting Human Capital”Page
Watch this brief video which introduces the value of human capital. While many organizations have a strategy for developing and nurturing their leaders, they also need to create strategies to manage their employees.
Dan Springer discusses an income statement, which is a financial statement that illustrates the revenue and expenses a business incurs during a specific period. Business should monitor the income and losses recorded on this statement on a daily basis to ensure the business is profitable. A balance sheet is a financial statement that illustrates the business’s assets, liabilities, and owner’s equity.
Businesses need to focus on increasing the value of their assets. When managing human capital, certain C-jobs and C-employees, and even certain B-jobs and B-employees, have the greatest impact on your income statement. The daily functions these employees perform to help an organization meet its goals and objectives are most often the most important. The A-jobs and employees are those with a high degree of risk (asset or liability), which makes their impact on the organization more strategic in nature.