HRM ASSIGNMENT

1. CONDUCT OF ANALYSIS

 Gathering archival data;

An important first step is to collect any existing information where we can learn about
what KSAs are important for success in the role. This could include job descriptions where the job
requirements are listed (e.g., “high attention to detail”). It may include any competency models
that currently exist that outline the competencies important for success in the organization and the
position. It could also include performance evaluation forms and criteria. This tells us the
benchmark an employee’s performance is being measured against (e.g., “Follows safety
procedures”).

 Facility tour/job observation:

This allows job analysts to observe what’s happening on the job – the tasks being
performed as part of the job (e.g., counting product to pack in boxes), the environment (e.g., hot,
dusty), the extent to which they interact with others, etc. Of course, you need to use good judgment
for this step. It makes sense to include this in the job analysis when the job is more entry level. In
more professional level positions, it may not be as valuable to watch employees respond to emails
or write reports.

 Focus groups with Job Content Experts (JCEs):

In this step of the process an analyst would meet with those who know the job and
the responsibilities of the position very well. This could include current, high performing employees
and those who supervise the position. Generally, one or two analysts might meet with a group of 5
– 8 JCEs, but the groups could also be much smaller or even be one-on-one interviews. During
these meetings, as with the other steps in the process, the goal is to learn what it takes to be
successful in the role. What tasks are being performed? What KSA’s are required? What kind of
traits or skills do successful employees demonstrate?

 Surveys:

It’s not always practical or advisable to interview every incumbent in the role. In
order to get the input of the broader population of employees in the position, though, it’s good to
have additional incumbents complete a survey where they provide ratings of the importance of the
competencies identified as important for success in the previous parts of the job analysis. This is an
important step, as the focus groups give the analyst valuable qualitative data, the surveys provide
more quantitative information that can be analyzed more objectively.

 Meetings with stakeholders/visionaries:

Discussion with key stakeholders is an important part of the job analysis. During
these meetings, analysts gain insight into these valuable members’ perspectives with respect to the
target position and organization in general. Analysts solicit background information including the
impetus for the current project. They also determine if there are concerns regarding legal
defensibility, or if there are any specific KSAs or other behaviors that may be deficient or missing.
These meetings also provide a forum to discuss any larger organizational goals or initiatives which
may influence the competencies or level of competencies needed for success in the target position.

Conclusion:

Remember, a job analysis is an integral part of an accurate employee assessment.

Each step – gathering archival data, job observation, focus groups, surveys, and stakeholder
meetings – is just as important as every other step. Be sure to include each step when conducting a
job analysis, or if you’re working with an I/O Psychologist, be sure that they’re doing every step to
ensure the accuracy of your assessment.

2 DECIDE THE RECURTIMENT PROCESS

 Advertisements

Advertisements help recruiters build a solid brand identity that attracts efficient
manpower. You can go with the traditional approach by using print media or use digital
media for better results at a reduced cost.

 placement Agencies

Placement agencies are a perfect solution for those hard-to-fill vacancies that
often demand a lot of time, effort and resources. These agencies employ various tools and
techniques to find top talent for your company faster, at a reduced cls

 Campus Placements
Campus placements are a quick and inexpensive way to find suitable
candidates, who are competent, energetic, enthusiastic and most importantly
interested in working for you.
 Social Networking Platforms
Social networking sites are the place to find the most qualified, potential
recruits and as a recruiter you would not want to miss out on this massive pool of talent.
With a combined user base of 535 million, LinkedIn, Facebook and Twitter offer you a
perfect opportunity to end up with highly skilled and efficient candidates for your
company.

4. IDENTIFY THE SELECTION PROCESS

• Application

The application phase in the selection process is sometimes seen as passive from
the hiring team side – you just wait for candidates to respond to your job ad. However,
applications can and should be selection tools, helping you sort candidates as qualified or
unqualified.

• Resume screening

Now that you have wrapped up the application phase of the employee selection process,
you have a collection of resumes or CVs to sift through and filter those deemed suitable for a
screening call. What you’ll need to do now is go through resumes one by one, whether manually
or software- assisted, and identify prime candidates.

This is one of the most traditional employee selection methods to move candidates
to the next step by identifying and disqualifying those who don’t quite fit what you’re looking
for.
 • Screening call

The screening call, or phone screen, is among the initial hiring stages where
recruiters shortlist applicants. The purpose of this call is to establish whether the candidate
is truly interested in the job and (at least) minimally qualified to do it successfully. This
way, only the best applicants will go to the next, stricter (and more expensive) hiring
stages, like assessments and in-person interviews, saving your team time and money.

• Assessment test

Once you’ve screened candidates and sorted them out into “promising”, “maybe”,
and “disqualified” groups, you want to look at the surviving candidates and further assess
their ability to do the job you’re looking to fill. These assessments can take place in a
multitude of forms in the selection process:

• In-person interviewing

You’re now deep in the selection process, having screened candidates, evaluated
their skills, assessed their abilities, and created a shortlist of the most qualified people. It’s
finally time to meet in person with those promising candidates and determine who’s going to
be your next hire.

• Background checks

Background checks reassure you that your finalists are reliable and don’t pose risks to
your company. In fact, there are several types of background checks including:
 Criminal records

 Credit reports

 Driving records

 Drug tests

 Verification reports.

• Reference checks

In the final stages of the selection process, you might want to get some
references for your best candidates. This way, you’ll get feedback about their
performance from people they’ve actually worked with in the past, such as former
managers, former colleagues or business partners and clients.

• Decision and job offer

Congratulations! After a series of well-organized selection processes for recruiting

new employees, you’ve finally found your perfect hire. Now it’s time to let them know you’re
offering them a position at your company. The job offer process is a critical one; done right,
you’ll soon welcome your new employee in the office. But, if you miss something, you might
lose a great candidate and have to start the hiring process all over again.

4. PLAN AN ORIENTATION PROGRAM: INCLUDING THE BREIF CONTENT AND

METHODS OF TRAINING.

 Tour the Facility

 New employees need to become acquainted with their new workplace immediately.
Take them on a tour of the office, pointing out essential locations such as human resources,
their manager's office, bathrooms, break rooms, the printing area, technology support and
the company eatery.

 Introduction to Co-Workers

While touring the facility, you can introduce new employee to fellow co-
workers. Schedule a formal meeting with the members of the direct team or handbook the
employee will work in for more in-depth introductions.

 Review Employee Handbook and Paperwork

An employee handbook contains a company's rules and regulations. It also

covers information on company benefits, pay dates, paid-time off, lunch and other work
breaks, state and federal employment laws and acts and more. Rather than read each page,
highlight the most important sections and have the employee read it during his first week
and contact you if he has additional questions. Provide the employee with a signature page
that outlines that he has read and understands what's outlined in the handbook

 Review Goals and Job Expectations

A new employee cannot achieve optimal levels of productivity and efficiency

with a company if she's not presented with his goals and how they fit with the overall needs
of the company or her job expectations. This information should be discussed during new
employee orientation, so that an employee can get clarification on any points she's unsure
of.

 Provide Training and Shadowing

 Although an employee may have experience in your industry, he still needs training to
learn how your company, specifically, operates within the industry. Training can range from
attending seminars, tackling computer-based programs or shadowing an employee who does the
same or a similar job as the new employee.

 Assign a Mentor

Arriving fresh-faced to a company isn't always a comforting situation for employees,

and many times, they seek an informal mentor to help guide them through their first couple of
weeks with the company. Take the first step and assign new employees a mentor they can go to
with questions or for encouragement.

 Schedule a Lunch

Enjoying lunch with a select group of co-workers gives new employees a more
relaxed way to meet colleagues and learn more about them and the company. While new hires
are often introduced to co-workers in passing, you can arrange a lunch during their first week
where a new hire can sit with his manager and high-performing members of the team he's
joining.
Employees can share common interests, discuss the company culture and answer any
questions the new employee has, all while enjoying a meal outside of the office.

 Set an Evaluation Period

Employee evaluations benefit both employers and employees by giving each an

opportunity to discuss how an employee is performing in his role and what he may need to be
more successful. Evaluations also give employees an opportunity to give their employers
feedback on their experiences with the company.

During orientation, inform employees about your company's evaluation process so

they're aware of how their performance is reviewed. Rather than waiting a year to provide your
initial feedback, set up a 30-, 60- or 90-day review period for new employees. This will give you
a chance to see
 How they're settling into their roles and responsibilities within the company before an
annual review.