Methods Of Collecting Job Analysis Information

Published Date: 02 Nov 2017

First of all, I am grateful to the lord almighty for keeping me able to conduct this Assignment and to submit this paper at last. Then I would like to thank Mr. Watkys honorable teacher of "Principle of Human Resource Management", for encouraging me to conduct such an extra curriculum activity as an essential part of our academic study.

Executive Summary

Being the largest cellular phone company in the country, LINKS has to have a huge number of human assets. To deal with those gigantic numbers of employees LINKS has a well-established Human Resource Division. They are 54 in number and they are being divided in to four different department. The duties of Human Resource Operation are to ensure the proper employee management after a person joins in the LINKS family. Operation has five different units. Among those units, Regular Employee Service ensures the service of regular employee. All the legal aspects also being look after by Regular Employee service unit. Consisting of one deputy manager, one regular employee, one contractual employee and one internee, this unit is working hard to perform their duties and responsibilities. Externally LINKS LINKS’s HUMAN RESOURCE division looks like a very powerful division. But internally there are some dilemmas. Some decisions that were supposed to take by HUMANRESOURCE, taken by the respective division. Internally LINKS most powerful divisions are Sales & Distribution and Customer Management Division. For the recruitment and selection process GP has a different department under HUMANRESOURCE division. Recruitment & Selection department. But S&D and CMD run this process of their own. The problem is created by this, there are a lot of less qualified employee that are being recruited and performance is below the standard. These types of employees are hard to handle. HUMAN RESOURCE operation is facing problem to ensure the proper employee service and motivation. HUMAN RESOURCE Operation has a tool name IVC (Internal value Creation).HUMAN RESOURCE uses this tool to motivate theemployee. With this tool some internal values that are parallel with the organizational vision, mission and value. LINKS has high salary levels that also motivate the employees a lot. Overall LINKS HUMAN RESOURCE division is the most active.

Forecasting:

Estimating and predicting future conditions & Events and the needs & opportunities associated with them. Now our companies Forecasting is given below:

We are taking this plan for the next year.

Now some other company try to give better customer service and to meet that they are interested to get manpower from university mid-level student, this would be less costly for them.

Our govt. also tries to use its own organization to give unique service to the people and for that they demand a huge manpower.

Besides of that market condition is so good for business.

Now a days 4% potential customer transfer into customer. To meet this demand we also need to get more man power.

By our Human Resources department, Surveyor & Marketing department we try to get more reliable information about the predicted environment.

Developing specific Objective:

Increase the profit of the company.

satisfy the partners of the company

Finding new customers by providing new attractable promotion offer.

Developing quality products and tools.

Eliminate the non-profitable measures.

Get the 100% afford of existing staff.

Increase of 20% manpower of company’s present strength.

To create a service-based company whose primary goal is to exceed customer's expectations.

To increase our number of clients served by 20% per year through superior performance and word-of-mouth referrals.

If we fail to achieve this goal then we changed our work style and that’s would be customer oriented.

Besides of that we try to increase our present customer loyalty to our company.

Methods of Collecting Job Analysis Information

1. Interviews

2. Questionnaires

3. Observations

4. Diary Logs

Our company mainly uses interviews for identifying job responsibilities.

Interview Guidelines:

1. The Job Analyst & Supervisor should work together to identify which employees know their job best.

2. Establish rapport with interviewee.

3. Follow a structured Guidelines or Checklist that lists questions and leaves space for answers.

4. When duties are not performed in a regular manner, ask employee to list his duties in order of importance.

5. Review and verify the data after the interview.

Analysis Questionnaire

Job Analysis Information Sheet Job Title: _____________________________Date: ____________________

Job Grade: ___________________________ Dept.: ______________________________

Supervisor's Title: ________________________________________________________

Hours worked: _____________ AM to:______________ PM

Employee's Name: ________________________________________________________

1. What is the job's overall purpose? _____________________________________________________________________

2. Kindly list the number of subordinates you supervise list their job title. _____________________________________________________________________

3. Check the activities that are part of the employee's supervisory duties:

Training

Performance Appraisals

Inspecting work

Budgeting

Coach and/or counseling

Others (please specify)_________________________________________

4. Describe the type and extent of supervision received by theemployee._________________________________________________________

5. JOB DUTIES: Describe the duties of your current job as following:

A. Daily duties:_______________________________________________ ____________________________________________________

B. Main Duties:______________________________________________ ____________________________________________________

C. Periodic Duties:______________________________________________ ____________________________________________________

D. Duties performed at irregular intervals:_____________________________________________ ____________________________________________________

6. Are you performing duties that you see as unnecessary? If so, pleasedescribe:__________________________________________________________ _________________________________________________________________

Job Specification

Job Specifications answers the question of "What human traits and experience are required to do this job well? It shows whatkind of person to recruit and for what qualities that person should be tested.

Our company's job specifications include:

1. Required Knowledge for a certain position

2. Required Skills for a certain position

3. Required Mental Abilities for this position

Job Description

There is no standard format for writing a job description. However, most descriptions contain sections that cover:

1. Job Identification

2. Job’s Purpose

3. Responsibilities and Duties4.Job Specifications

Recruitment & Process

Recruitment Definition:

The process of discovering potential candidates for organization vacancies, it requires forecasting and comparing labor supply and demand.

Labor Supply: availability of workers with the needed skills In the organization (internal labor marker)Outside the organization (external labor market)

Labor demand: number of workers an organization needs.

Recruitment

We use both Internal & External recruiting but when no internal candidate exist from the job posting, determine the appropriate advertising media & advertise the position externally as appropriate

Pre- Internal Activity to initiate the recruitment process:

Raise staff requisition which records the reason for the vacant position & Summary of the key attributes sought against which recruitment decision will be made & ensure a clear job description exists prior to recruitment & if the position has been formally evaluated, prepare a job description.

Recruitment & sourcing

Purpose:

To decrease the selection ratio (number of opening divided by number of applicants)A lower SR( more applicants per opening) is desirable because the lower SR, the higher the average performance. To lower SR, have two options:

Increase recruitment

decrease the number of opening

Recruitment & sourcing

Internal VS external:

Moral: Internal builds morale, external creates resentment

Learning Curve: Internal candidates already familiar with organization, external not.

Knowledge of candidates: internal candidates are better known

Skills: Internal perpetuates old ways of doing things are perpetuated; external brings new ideas, connections. External candidates may have more skills than internal candidates.

Expense: Internal less costly than external.

Need to do more to attract applicant in tight labor market, ways to attract:

Friendly recruitment: applicants assure positive things about the organization when recruiter is friendly and as a result are more attracted to the organization.

Additional company perks, benefits

Sign on bonuses

Method must match market (e.g., don’t go to state employment office for high education positions; advertise in appropriate media that the type of candidate you are seeking reads)

Methods differ in effectiveness in terms of quality of applicants and quantity of applicants.

Methods have hidden costs (e.g., time of recruitment committee).

Affirmative Action in recruiting: Actively recruit minorities and women because they tend to respond only to active recruit efforts (probably due to past experiences of discrimination).

Methods of Recruitment used:

Referrals: Asking employees in the similar position to find suitable candidates.

Job Posting: Using the Job description and job specification to extract the data to be used in the job posting. This data includes a job summary for that position and the mandatory specifications that should exist in the person taking up this position

Selection

The second major step involved in managing human resources for the organization is selection _ choosing an individual to hire from all those who have been recruited .

The selection process typically is represented as a series of stages through which prospective employees must pass to be hired. Each stage reduces the total group of prospective employees until, finally, one individual is hired. Figure 11.6 lists the specific stages of the selection process, indicates reasons for eliminating prospective employees at each stage, and illustrates how the group of potential employees is narrowed down to the individual who ultimately becomes the employee .Two tools often used in the selection process are testing and assessment centers.

Stages of the selection process

Preliminary screening from records, data sheets, etc.

Preliminary interview.

Intelligence tests

Aptitude tests

Personality tests

Performance references

Diagnostic interview

Physical examination

Personal judgment

Interviews

Interviews are extremely important in the selection process because of the information exchange they allow.

It is a time when both the job applicant and potential employer can learn a lot about one another.

However, interviews are also recognized as potential stumbling blocks in the selection process.

sometimes interviewers ask the wrong things, sometimes they talk too much , sometimes the wrong people do the interviewing , and other times the interviewer falls prey to personal biases and makes a judgment that fails to fully consider the applicant's capabilities.

Employment tests:

Testing is often used in the screening of job applicants’ .Some common employment tests are designed to identify intelligence, aptitudes, personality, and interests.

Whenever tests are used and in whatever forms, however, the goal should be to gather information that will help predict the applicant's eventual performance success.

Like any selection device, an employment test should meet the criterion of validity and measure exactly what it intends to relative to the job specification_ for example, written communication skills or manual dexterity. It should also meet the criterion of reliability by yielding approximately the same results over time if taken by the same person. Any employment test used in the selection process , furthermore ,should be legally defensible on the grounds that it actually measures an ability required to perform the job .

New developments in testing extend the process into actual demonstrations of job relevant skills and personal characteristics .An assessment center evaluates a person's potential by daily work.

Computerized testing is becoming more common today, aided by specialized software that includes interactive and multimedia approaches.

Such computerized tests often ask the applicant to indicate how he or she would respond to a series of job relevant situations. Another form of this testing approach is work sampling, which directly assesses a person's performance on asset of tasks that directly those required in the job under consideration. Here, applicants are asked to work on actual job tasks while being graded by observers on their performance.

Reference and Background Checks:

Reference checks are inquiries to previous employers, academic advisors, co-workers, and/or acquaintances regarding the qualifications, experience, and past work records of a job applicant .

Although they may be biased of friends are prearranged " to say the right things if called " , reference checks can be helpful .They can reveal important information on the applicant that was not discovered elsewhere in the selection process .

The Society for Human Resources Management (SHRM) , for example , estimates that 25 percent of job applications and resumes contain errors . The references given by a job applicant can also add credibility to an application if they include a legitimate and even prestigious list of persons.

Physical Examinations:

Many organizations ask job applicants to take a physical examination.

This health check helps ensure that person is physically capable of fulfilling job requirements.

It may also be used as a basis for enrolling the applicant in Health-related fringe benefits such as life, health, and disability insurance programs.

A recent and controversial development in this area is the emerging use of grug testing. This has become part of reemployment health screening and a basis for continued employment at some organizations.

At a minimum , care must be exercised that any required test is job relevant and does not discriminate in any way against the applicant.

Final decisions to Hire or Reject

The best selection decisions are most likely to be those involving extensive consultation among the manager or team leader, potential coworkers, and human resource staff. Importantly, the emphasis in selection must always be comprehensive and focus on all aspects of the person's capacity to perform in a given job.

After all, the selection decision poses major consequences for organizational performance and for the internal environment or work climate. Just as a "good fit" can produce long term advantage, a "bad fit "can be the source of many and perhaps long term problems? Sometimes the people who know this lesson best are those that run small businesses. Says one dairy store owner who knew the importance of customer service in retail sales , " If applicants have a good attitude , we can do the rest …… but if they have a bad attitude to start with ,everything we do seems to fail

Scheduling:

In previous our planning achieved 80% success, so for that we need to careful about our current planning.

This plan needs minimum 10 months.

Maximum can take 12 months

Budgeting:

To implement this plan we need finance properly. Most part of this finance we get from retained earnings of the company. Other finance would be getting from sale new share.

In this plan we need to employ our two senior HR office and four junior officers.

Developing process:

In future we need to expand our business and we try to collect more capital by sale share. In this work we need manpower.

To get proper solution of that problem we use our survey department and marketing department and human resource department to job analysis and fix the number of required manpower.

We also collect valuable advice from our previous HR department Head and from Mother Company.

After six month we would be form a committee to evaluate our plan and would be getting proper recommendation to solve the fault of plan.

Then we take proper step by the recommendation.