Job Analysis
Additionally, there are issues of supply and demand to consider, which will include determining the number and type of people required and the state of the labour market.
This process involves carrying out an analysis of the job requirements and specifying the competencies the individuals must have to do the job effectively. This is essentially the information-gathering process called job analysis. The information is obtained through various means, including direct observation, interviews and questionnaires within the organisation. Environmental factors external to the organisation must also be considered.
The job analysis process provides the basis for many HR processes, including the preparation of job descriptions and person specifications used in recruitment and selection processes. Many of the other downstream HR activities also make use of the data gathered.
Elements of job analysis:
Factors such as age, appearance and health must be considered in light of the Human Rights Act.
Information Systems
The development of information technology has provided HR management with a new and valuable tool. The introduction of computer-based human resource information systems has had an important impact on HR practice by enabling the creation of databases that provide access to such employment information as personal details, current position data, employment history, qualifications and training, leave, remuneration and benefits, and career development plans. Much of this information, including job analysis data, has an important role in developing a planning database.
The development of information technology is constantly changing the ways in which HRM is practiced as new applications are introduced and HR specialists recognise the contribution that an effective information system can provide to HR practice.
Recruitment and selection
The process of creating a pool of qualified job applicants
The recruitment phase flows from the HR plan and immediately precedes selection. The general aim is to provide the people required by the organisation. Some of the methods used by organisations to create a ‘pool of applicants’ are described as ‘recruit sources’ by Rudman and include:
- Advertising – through local and national press, radio, television, trade and professional journals
- Employee referrals – where current employees suggest candidates from outside the organisation
- Personnel agencies – that can refer suitable candidates, and provide temporary workers
- Consultants – that specialise in the area of managerial and executive appointments
- Educational institutions – where many academic institutions provide career advisory services for their graduates
- Professional institutions – that may provide a joblink service for their members
- Internet – which uses world-wide web to provide an instant global communication link for announcing vacancies.
An important tool for prospective employees is a curriculum vitae.
Selection
The process of choosing the best person for the job.
Validity – the ability of the selection device to measure what it is designed to measure
Reliability – The selection devices consistency of measurement over time
The next stage in the staff acquisition process is that of selecting the best people from the pool of applicants. The primary objective here is to predict how well an individual will perform a particular job in the organisation.
Various selection methods have been developed to assist employers in the decision-making process. The choice of method will depend on the particular requirements of the job and the practicality of the selection method.
Selection methods in order of validity (effectiveness), include:
- Job try-out
- Peer assessment
- Situational interviews
- Assessment centres
- Biodata
- Cognitive Tests
- Perceptual Tests
- Mechanical Tests
- Personality Tests
- Casual Panel interviews
- Work experience
- Self Assessments
- References, casual interviews, academic achievement
- Astrology
- Age
One of the most popular selection devices used in NZ is the employment interview, despite its reported low validity.
Joining the organisation
Induction
The induction of new appointees is an important aspect of managing people at work. The purpose of formal induction or orientation training is to introduce the employee to the organisation and help them familiarise themselves with their new work environment and to become effective workers in as short time as possible.
Socialisation
Whilst induction deals with a new employee ‘physically’ joining an organisation and may be a formal programme, socialisation continues the joining process by introducing the new employee to the values and behavioural expectations of an organisation. In other words ‘the way we do things around here’.
Charles Handy Methods to Socialisation:
- Schooling
- Apprenticeship
- Co-option
- Mortification
To a very great extent, the practices adopted will depend on and reflect the culture of a particular organisation. They also provide valuable information to a new employee as to whether their values are likely to fit with those of their new employer.
The psychological contract
Just as the written employment contract (or agreement) sets out terms and conditions of legal contract between an employer and employee, induction and socialisation contribute to the formation of a psychological contract between the parties. This relationship of trust and confidence is recognised by employment law as being the heart of employment, and destruction of it can and does end the relationship.
