Staffing is a huge concerning in organization building efforts. In any event, executives and managers of the organization, company, or business should have on their agenda ways to hire and retain good employees within the organization for the long term. Hence, beginning with the vision and mission of the entity the future of those people hired should be the first and foremost concern for a successful business, because, unless there is a one man show the employer should want someone dependable, able to do what is required of the job; as well as, an employee who views their place of employment as a stable one. Therefore, deep thought should be considered as to description of duties generated, interviewing of prospects and specification of the job once hired. Hence, through analysis the process of how people perform their given duties as it pertains to job description is of essence.
Plunkett (2014) wrote that Job Analysis is a “Study that determines the duties associated with a job and the human qualities needed to perform it” He added, “The duties of the analysis is to observe the employee, review surveys, conduct interviews and form committees to sum up the conclusions.” (Plunkett, 2014, p. 330). First off, this review of the analysis dismisses employers who give a description and expect the hire to follow the proverbial script verbatim. Hence, the term ‘human qualities’. If one might give personal opinion then this view is not one of a cattle drive or round up where the animals are herded into a stall and made to produce a product, but rather adds a flare of humanity. Hence, an analysis does not ‘watch the cattle graze,’ but actually knows that if one is allowed to be themselves then their production is more authentic.
In reference to the four duties of the analysis on page 330 Plunkett (2013) gave a list:
- Prepare the job analysis
- Prepare the Human Resource Inventory
- Prepare Human Resource Forecast
- Compare Inventory and Forecast. [Figure 10.5; p. 330].
Basically, these would include the job description defined, and began the observation. For example, in a call center a person is hired to collect money, however, there are many skills needed to work the call; such as phone etiquette [first and foremost], communication skills, knowledge of the computer system, the data base, how to problem solves, sometimes trouble shoot, transfer calls, file the correct paper work and so on. Hence, all these are under observation with the analysis. However, the human qualities would come in the sender to receiver message. In planning, as in observation of the employee there is information gathered such the Key Principles given in the article, “Human Resource Planning Guide for Executives”. The writers stated that “Challenges to key risks to delivering on priorities are identified, and options to mitigate critical issues are outlined [Key Principles Section; p.8]. In essence, one can always spot a business where management is untrained or at least if not identify there is need of training then are signs that something is not quite right.
In reference to the cattle where a rancher would need to count heads to keep an accurate inventory this example would work the same way with personnel. In essence, one would need to estimate the anticipated production of those personnel per day. In other words, again to narrow, if one is in a call center environment the reasoning would include what all the employees’ capabilities are as it pertains to handling each call.
Plunkett (2013) wrote:
The human resource inventory provides information about an organization’s current personnel. The inventory is a catalog of the skills, abilities, interests, training, experience, and qualifications of each member of its current workforce. A human resource inventory tells managers the qualifications, length of service, responsibilities, experiences, and promotion potential of each person in the firm [Human Resource Inventory Section; para. 2].
In review of training, it is the case that human resource and monitoring employee efforts are a must and is significant in planning before hands. However, thought of monitoring can bring forth other problems as well. Some people struggle at their work and thorough monitoring can identify trouble spots in areas, rather than going by description only employees can help their employees and later give a good review of what training solutions there may be. Unfortunately, these efforts of identification also are a thinning process as well and lead to termination. Plunkett (2013) wrote, “Strategic plans determine the company’s direction and its need for people. A long term plan to stabilize the company at its current employment level will mean the need to replace those who leave’ [Human Resources Forecast Section; para. 1]. In addition, employers who hire more employees than needed, generally, have an agenda. For example, in a call center which typically seats two hundred or more people is filled to capacity even with several shifts. Hence, not only do the employers hire an additional one hundred people, but found it difficult to seat them. It is the case, that one shift had not ended before other employees were coming in for their shift. The only notable cause for such an event would be: (a) high turnover, because of inability to keep staff because of low pay, and (b) agenda to fire and hire so that no raises would be given, or (c) fire the older employees and hire in more qualified staff with more pay.
Concerning strategy management and execution, the authors at Strategy Management Group wrote, “Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization.” (Strategy Management, n.d, para. 2). In essence, analysts who observe and read surveys from various employees are primed with tools needed to work out programs, such as, training to bring subjects up to par identifying areas where production might be slow.
In closing, Job Analysis has much to do with organizational management where culture is concerned, or rather how the companies culture inspires or oppresses its employees. It is the case that in order for employees to function more humanly there needs to be recognition of problems which arise beforehand of how any employee follow through with the job description throughout there term of employment. In essence, once a solution is known to problems, employers should be sure to execute those programs which best meet the employees individual needs as well as those of the company.
Health Behavior and Health Education: Theory, Research, Practice.
Plunkett, W. R., Allen, G. S., & Attner, R.F., (2013). Management: Meeting and exceeding customer expectations (10th Ed.). Mason, OH : South-Western Cengage Learning.