Supporting Lectures
Review the following lectures:
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Week 2 Discussion
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- Job Analysis and the Talent Management Process
- Personnel Planning and Recruiting
Introduction
Before beginning work on this discussion forum, please review the link “
Doing Discussion Questions Right
” and any specific instructions for this topic.
Before the end of the week, begin commenting on at least two of your classmates’ responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. Submit your responses in the Discussion Area.
Tasks
Respond to one of the discussion questions below:
Question One:
- Explain current best practices related to job analysis design and classification and how Title VII and the ADA may influence the determination of the knowledge, skills, and abilities identified in the resulting job description.
Question Two:
Submission Details
To support your work, use your course and textbook readings and also use the
South University Online Library
. As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words as noted in the attached PDF.
Human Resources
Job Analysis and the Talent Management Process
Recruitment, selection, training, appraisal, career planning, and compensation represent the heart of
an HR manager job function. Managers traditionally view these activities as a series of steps of the
talent management process.
The Basics of Job Analysis
Talent management starts with understanding what organizational or departmental jobs need to be
�lled and the human traits and competencies employees need to do those jobs effectively. The steps
to design the job analysis begin with the:
Job Analysis: The procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it
Job Description
s: A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities, which is a product of a job analysis
Job Speci�cations: A list of a job’s “human requirements,” that is, the requisite education, skills,
personality, and so on—another product of a job analysis
For HR managers to be effective in the process of the job analysis function, it is helpful to spend
several minutes explaining the process that one would be following, prior to collecting the job
analysis information. It is also helpful to research the typical questions that can be asked.
Writing Job Descriptions
The most important product of job analysis is the job description. A job description is a written
statement of what the worker actually does, how he or she does it, and what the job’s working
conditions are. The information required to write a job speci�cation is a list of the knowledge, skills,
and abilities (KSA) required to perform the job satisfactorily. The heart of the job description is the
“responsibilities and duties.” This section should present a list of the job’s signi�cance to conduct the
function of the job.
Job Description
Comply with the Americans with Disabilities Act
Know your employment law when writing a job description and comply with the Americans with
Disabilities Act (ADA). Listing the duties is crucial and requires compliance to �t this section of the
Equal Employment Opportunity Commission (EEOC) policies and procedures and offering
reasonable accommodations.
Additional Materials
From your course textbook, Human Resource Management, review the following chapter:
Job Analysis and the Talent Management Process
From the South University Online Library, review the following articles:
Practical Considerations for Conducting Job Analysis Linkage Exercises
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=edo&AN=ejs44375250&site=eds-live)
Job Crafting: A Meta-analysis of Relationships with Individual Differences, Job Characteristics,
and Work Outcomes
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=edselp&AN=S0001879117300477&site=eds-live)
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=ejs44375250&site=eds-live
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edselp&AN=S0001879117300477&site=eds-live
Personnel Planning and Recruiting
Job analysis and the methods managers use to create job descriptions, job speci�cations, and
competency pro�les or models is key to speci�cations of performance of the talent pool. The goal is
to improve effectiveness in recruiting candidates. The topics we discuss include personnel planning
and forecasting, using promotion from within in order to foster engagement, recruit job candidates,
and develop and use application forms, and then we will turn to the methods managers use to select
the best employees from this applicant pool.
Workforce Planning
Planning is the process of deciding what positions the �rm will have to �ll and how to �ll them. Its aim
is to identify and address the gaps between the employer’s workforce today and its projected
workforce needs. Workforce planning should precede recruitment and selection. It should embrace
all future positions, from the maintenance clerk to the chief executive of�cer (CEO).
The Recruiting Pyramid
Filling a relative handful of positions might require recruiting dozens or hundreds of candidates.
Maintaining a quality A, B, C list of candidates will help in this process.
There are some practical rules to use in determining whether to go outside or promote from within.
Employers can’t always get all the employees they need from their current staff, and sometimes, they
just don’t want to.
Promotion from Within or Outside?
New people, new ideas
Great worker ≠ Great manager
Right �t for the new role
Better for your existing team
Know Your Employment Law
If you recall in your reading of the equal employment opportunity (EEO) and the law, there are
numerous federal, state, and local laws and court decisions that restrict what employers can and
cannot do when recruiting job applicants. In practice, the key question in all recruitment procedures
is whether this method limits quali�ed applicants from applying. Recruiting a diverse workforce isn’t
just a social responsibility. Given the rise in minority, older workers, and women candidates, it is a
necessity.
Application Guidelines
Ineffective use of the application can cost the employer dearly. Most employers require several
application forms to outline the speci�c job and requirements.
Link to Resources
Refer to the following link to learn more.
4 Things Your Boss Won’t Tell You about Advancing Your Career (https://www.themuse.com/advice/4-
things-your-boss-wont-tell-you-about-advancing-your-career)
Additional Materials
From your course textbook, Human Resource Management, review the following chapter:
Personnel Planning and Recruiting
From the South University Online Library, review the following articles:
Resource Planning
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?
direct=true&db=ers&AN=89163954&site=eds-live)
The Strategic Aspect of Planning the Personnel Local Policy in the Direction of Sustainable
Development of the Local Market
https://www.themuse.com/advice/4-things-your-boss-wont-tell-you-about-advancing-your-career
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=ers&AN=89163954&site=eds-live
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=92609986&site=eds-live
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=92609986&site=eds-live)
The Effects of Workforce Trends and Changes on Organizational Recruiting: A Practical
Perspective (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=edo&AN=ejs41757476&site=eds-live)
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=92609986&site=eds-live
https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=ejs41757476&site=eds-live
