Personnel Planning and Recruitment
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What is job analysis? How can you make use of the information it provides?
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- Textbook: Human Resource Management – https://open.umn.edu/opentextbooks/textbooks/human-resource-management
- Article: Job Analysis
- Article: How to Write Accurate, Useful and Legal Job Descriptions
- Article: Why a Job Description Shapes Performance Reviews – https://www.strategicpay.co.nz/News/x_post/Why-a-job-description-shapes-a-performance-review-00162.html
- Article: Lean but Agile: Rethink Workforce Planning and Gain a True Competitive Edge
- Article: Recruiting, Interviewing, Selecting & Orienting New Employees
- Article: From Interview to Offer: The 30-60-90 Plan
Staffing includes the broad areas of job analysis, personnel planning and recruiting, employee testing and selection, and interviewing candidates. The focus in this discussion forum assignment will be on all areas of staffing except for employee selection and testing, which will be addressed in the second discussion forum assignment for this workshop.
All managers need to be familiar with the basics of job analysis:
- Job analysis is the procedure through which you determine the duties of the department’s positions and the characteristics of the people to hire for them.
- Job descriptions are a list of what the job entails, while job specifications identify what kind of people to hire for the job.
- The job analysis itself involves collecting information on matters such as work activities, required human behaviors, and machines, tools, and equipment used.
- Managers use job analysis information in recruitment and selection, compensation, training, and performance appraisal.
- The basic steps in job analysis include deciding the use of the job analysis information, reviewing relevant background information including organization charts, analyzing the job, verifying the information, and developing job descriptions and job specifications.
There are various methods for collecting job analysis information. These include interviews, questionnaires, observation, participant diary/logs, and quantitative techniques such as position analysis questionnaires.
Personnel Planning and Recruitment
A more detailed look at personnel planning and recruitment is provided in the Assignment Lecture section under Activity 2.4 Individual Paper: Personnel Planning and Recruitment. Here, the assignment focuses on the importance of understanding how to recruit a more diverse workforce.
Managers should be aware of the basic ways available to avoid interview errors and the steps in conducting an effective interview. You will specifically address those important areas in this assignment.
- Review the rubric to make sure you understand the criteria for earning your grade.
- Refer to Chapter 3: Diversity and Multiculturism https://open.lib.umn.edu/humanresourcemanagement/part/chapter-3-diversity-and-multiculturalism/ , Chapter 4: Recruitment https://open.lib.umn.edu/humanresourcemanagement/part/chapter-4-recruitment/ , Chapter 5: The Interview https://open.lib.umn.edu/humanresourcemanagement/part/chapter-5-selection/ , the articles listed in the resources,your personal knowledge and experience, and any additional relevant resources to facilitate scholarly, well developed responses to the discussion questions.
- Navigate to the threaded discussion below and respond to the following:
- Job Analysis: What is job analysis? How can you make use of the information it provides?
- Job Descriptions: Do you think companies can really do without detailed job descriptions? Why or why not?
- Recruitment and Selection: What are the five main things you would do to recruit and retain a more diverse workforce? Why?
- Interviewing Mistakes: Briefly discuss and give examples of at least five common interviewing mistakes. Note: this question is to be addressed from the interviewer perspective (i.e., HR manager as interviewer), not the interviewee.
- Interviewer Improvement: Briefly discuss what an interviewer can do to improve his or her performance. Note: this question is to be addressed from the interviewer perspective (i.e., HR manager as interviewer), not the interviewee.
- Your initial post is due by the end of the fourth day of the workshop.
- The initial posting is to be 250-300 words in length and supported by at least two sources properly cited and referenced: (a) the Human Resource Management https://open.umn.edu/opentextbooks/textbooks/human-resource-management textbook, and (b) an academic journal article obtained through OCLS https://ocls.indwes.edu/databases/index.html#business