The most worthwhile interview is a structured one with predetermined questions carefully planned and sequenced.
Any desired changes in job design should be made and written into a final job prescription identifying what should occur on the job-not what can occur, not what will occur, and not what does occur.
Data gathering that interferes with other work assignments will result in those other assignments being neglected as well as in faulty data for the study.
Summary: While being able to work alone to produce a finished product is an important ability, being able to work as part of a team to produce a product is important as well.
Your job analysis is doomed to failure if you do not first determine a clear need for it. You must identify the reasons you need such data.
Data gathering must not focus only on what formal, official tasks the worker engages in. Much work is unplanned and much of a worker's day is spent doing things other than formally delegated tasks.
No job analysis should force the employee to provide data too quickly. Data gathering should not take time away from other important tasks the worker must do.
Data gathering for human resource management, however, is often not highly funded in organizations, though there is some evidence of a change in attitude on this matter.
Action verbs at the beginning of duty statements quickly inform the reader of the kind of action the person is engaged in. Properly chosen verbs tell, with some precision, what the person does.
By categorizing you can tell how many different tasks require similar abilities and kinds of training.
Position specific responsibilities are those unique to the specific position being described by the job description. Distinguishing position specific from general responsibilities helps clearly differentiate a given job from other jobs, while at the same time clarifying expectations that are the same for many employees.
An efficient and relatively simple way to prepare job description is to break the job into major functions for which the employee bears direct responsibility. These functions should be defined in such a way as to cover essentially all of the tasks incorporated in the job.
In the organizational relations portion of the job description, you should show informational, material, and monetary resource flows to the job as well as the sources of these flows.
A job description should indicate how the job fits into the line structure of the administrative hierarchy-that is, who the boss is and who the subordinates are, and should indicate, any functional authority and staff linkages to other positions.
By studying aggregations of job descriptions in an organization, flow patterns-types, densities, fluctuations--can be isolated. These patterns can then be analyzed for the purpose of designing more efficient communication networks throughout the organization.
Operative employees and perhaps some section leaders, or foremen-types, with relatively little supervisory work will usually be classified as non-exempt. The important point of job description is that the organization be consistent in its classifying of particular jobs.
Job descriptions can demonstrate institutional adherence to industry standards and practices. In short, job descriptions can spell out how employers are observing laws and other imposed requirements.
Job descriptions can guide the audit of the organization's personnel system by helping auditors ask the right questions, schedule interview times, and so on. They give, in concise fashion, a total picture of the system of jobs in the organization.
Summary: These articles focus on how recruiters can employ proven strategies to place strong candidates with lucrative businesses, even as the recruiter is faced with adversity.
A quality job description should give insight into the kinds of resources the worker receives and the sources of those resources.