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Literature Review

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews.

Method of Job Analysis

When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire.

The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions.

The Structured Questionnaire method uses a standardized list of work activities, called a task inventory, then jobholders or supervisors may identify as related to the job. It must cover all job related to tasks and behavior. Each task or behavior should be described in terms of features such as difficulty, importance, frequency, time spent and relationship to performance. The disadvantage is that responses may be difficult to interpret and open-ended.

Combining these methods will provide HR with a well-rounded description and analysis the candidates. Furthermore this allows you to get the perspective from a few different angles. These methods help the HR managers find the ideal candidate.

Importance of Task Statements and KSA Statements

A task is an action designed to contribute a specified result to the accomplishment of an objective. It has an identifiable beginning and end that is a measurable component of the duties and responsibilities of a specific job. Knowing the tasks that have to be performed helps you to identify the KSA that the candidate must possess in order to perform to standards. In some cases you will train some of the required KSA.

Knowledge statements refer to an organized body of information usually of a factual or procedural nature which, if applied, makes adequate performance on the job possible.   A body of information applied directly to the performance of a function.

 Skill statements refer to the proficient manual, verbal or mental manipulation of data or things.   Skills can be readily measured by a performance test where quantity and quality of performance are tested, usually within an established time limit.  

 Ability statements refer to the power to perform an observable activity at the present time.  This means that abilities have been evidenced through activities or behaviors that are similar to those required on the job.

The creation of these statements will take considerable thought and insight. However, the rewards of conducting this due diligence before taking on the task of hiring a new employee, makes the process very simple and less stressful. Everything is clearly defined and above all, measurable in the future.

Recruiting and Selection

Once the Task statements, KSA statements and the job description are completed, the next step is to search for candidates. I believe the best place to begin the job search is from within the organization. My reason for this is that the employees are already indoctrinated into organization culture. Internal job postings are a great start to the process of recruiting new employees. They have a great familiarity with the company and may be able to attract potential job candidates. The benefits of internal recruiting can be the cost which tends to be less because you are not using an outside service or source. Internal recruiting can promote growth from within the organization. Many large companies encourage internal promotion as a source of friendly corporate culture.

External sources can also be beneficial if the company is looking for a fresh start or someone with some new ideas. External recruiting can help to diversify an organization while bring in needed competencies. Hiring externally can be done through various ways such as Internet job boards and staffing agencies. External hiring might be more costly but may provide much outstanding candidates. Whichever the organization decide internal or external, the position needed to be filled will determine the order of the search. Once you have started recruiting it is time to view your potential candidates. The key in the selection process is to choose a strategy for screening your candidates so that you are able to view the people that meet the most qualifications. Organizations also make use of many outside agencies when completing the selection process. Drug screening and reference checks are often done by a third party. Many companies are beginning to incorporate assessment tests and activities into the selection process to insure additional training is not necessary.

Performance Evaluations

Performance evaluations need to be in place to support decisions made by management and the HR department. When annual reviews come up it is imperative to be able to look back at documentation created throughout the year in order to document areas that need improvement as well as back up reasons for raises and demotions. These evaluations can also be used to teach as they may show areas that need improvement as well as provide backup for recognition of a job well done.

Compensation

Compensation is a tool used by management for a variety of purposes to help reach organization goals. Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation may be adjusted according the business needs, goals, and available resources. Compensation strategies have to be designed to meet the objectives of the company. Many people associate compensation with money but when looking for a job, many compensation packages are designed with a package of products in mind. Salary is just one key to total compensation. Benefits and some intangible items help to complete these packages and make many jobs more enticing. A benefits package that include a good health plan might attract some employee while stock options entice others. Non-monetary compensation strategies such as company recognition for performance, fair treatment and safe and healthy work environments and dress codes might attract or retain employees. Organizations must provide the right balance to attract and retain employees. The balance must also encourage great performance and productivity.

References

Achieved on June 11, 2012 “Managers’ benefits: compensation or perks?”http://www.bworldonline.com/content.php?section=Economy&title=Managers’-benefits:-compensation-or-perks?&id=53577

Achieved on June 12, 2012 “Without Salary Increases, Will I Lose Top Employees?”http://resources.hrbrainbank.com/without-salary-increases-will-i-lose-top-employees.html

Achieved on June 12, 2012 “Paying for Performance” http://www.inc.com/magazine/20041101/benefits.html

Achieved on June 12, 2012 “The Power of Base Pay” http://www.inc.com/articles/1999/10/19037.html

Achieved on May 28, 2012 “Management: Performance Management” http://www.nd.gov/hrms/managers/guide/perfeval.htmlperson-105678.html

Achieved on May 28, 2012 “External vs. Internal Recruiting” http://www.ere.net/2007/06/13/external-vs-internal-recruiting-who-does-it-better/

Achieved on May 30, 2012 “Personal Selection” http://www.hr-guide.com/data/G311.htm

Achieved on May 16, 2012 “Job Analysis and Hiring the Right Person” http://www.articlesbase.com/management-articles/job-analysis-and-hiring-the-right-person-105678.html

Achieved on May 17, 2012 “Zeroing In on What Your Job’s About” http://www.mindtools.com/pages/article/newTCS_02.htm

Achieved on May 17, 2012 http://www.doi.gov/hrm/pmanager/st12d.html