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Job Analysis and Selection 1 Job Analysis and Selection Jeffrey Cabbs April 28, 2009 HRM/531 Dr. James Ramere Job Analysis and Selection 2 Job Analysis and Selection Now that the merger of InterClean and EnviroTech is resolved, the merger has brought on a different perspective for the industrial cleaning service industry. This merger will also reveal a new workforce planning system for InterClean, meaning new job assignments and changes in job descriptions. Employees from either the InterClean side or the EnviroTech side will fill six new positions. The positions that need filling are Vice President of Sales, Sales Manager, and Outside Sales Representatives. Qualifications and job descriptions for these current openings are available for viewing. The selection methods discussed in Chapter 7 Managing Human Resources will be the criteria that the hiring process will follow. These methods will help aid the hiring team in determining who the best candidate is for the position. Job Analysis “Job analysis is the foundation for forecasting the need for human resources as well as plans for such activities as training, transfer, or promotion” (Cascio, 2005). A competent human resource management team would consider that a thorough job analyses always be done, for they provide a deeper understanding of the behavioral requirements of jobs. From a legal standpoint, job analysis could play a role in the defense of employment practices like: interviews, tests, performance appraisal systems. It demonstrates that the practices in question are “job related.” Workforce Planning System “To make intelligent decisions about the people-related needs of a business, two types of Job Analysis and Selection 3 information are essential: (1) a description of the work to be done, the skills needed, and the training and experience required for various jobs, and (2) a description of the future direction of a business” (Cascio 2005). Clarifying job requirements holds everyone responsible, at all levels of the organization. This promotes efficiency and minimizes duplications. Evaluation and compensation, recruitment, selection process, placement, orientation, training and more play a role in the planning of the workforce. Selection Method Competency models versus job analysis. The competency approach typically includes a serious effort to understand an organizations business context and competitive strategy. Being able to establish and balance individual competency requirements and the broader goals of the organization. With job analysis, this connection is not made; however, the level of documentation is more likely to enable the organization to withstand scrutiny of a legal challenge. What of the advantages and disadvantages to either approach' Neither shows a real approach to work, and no single type of work content is appropriate for all purposes. The selection process in determining, who would be of greater value for an organization, is extremely difficult, however, very important. Can this decision be made easier' Chapter 7 details in length the common methods associated in aiding organizations to choose new hires. Typical methods like submitting resumes, applications and interviews, assessment testing, drug screening. The selection method that will be used at InterClean are resumes/applications, interview process, drug screening. Job Analysis and Selection 4 Representation Six positions are currently available at InterClean, which were created by the merger. These positions will be filled from within the organization. Jim Martin will remain in the position of Vice President of Sales. Jim is an experienced and knowledgeable sales manager in the industrial cleaning and sanitation industry and he has a reputation for taking good care of the customer. His drive in trying new ideas will come into play in this new venture brought on by the merger. Because of his ability to lead a team and for his expertise in developing solutions-based products for the customer, Tom Gonzalez has been chosen to be the sales manager. His expertise at establishing long-term relationships will strengthen sales team. Eric Borden has been chosen to fill one of four outside sales positions. During his 14 years with the company, in addition to his duties as a sales rep, Eric has performed the role of team leader on several special projects, which contributed to the financial growth of EnviroTech. Eric prides himself on keeping current with the latest industrial cleaning and sanitation industry developments, and the changes to regulations and compliance issues affecting the industry Working with customers and performing training seminars on a regular basis in order to help train the employees of his customers is going beyond the average “call of duty.” Ving Hsu exemplifies the type of work ethic and commitment the organization is looking for, so it was an easy choice to bring him in as one of the outside sales representatives. Job Analysis and Selection 5 Susan Burnt has also been chosen as one of the four representatives. Susan has met or exceeded her sales goals for the past six years. She has been with the company for 24 years and has achieved success throughout her entirety. In completing the hiring process, Terry Garcia was chosen for her ability to communicate, educate, and her use of critical thinking skills in problem resolution. Terry values the results of working in a team environment in order to achieve positive results. InterClean will develop a Corporate Compliance Plan on managing the legal liability of officers and directors of the organization. The plan will outline the prevention and management guidelines of the legal aspects of the following: ADR, enterprise liability, product liability, tangible and intellectual property, legal forms of business, and governance. The implementation of enterprise risk management will be based on the Committee of Sponsoring Organizations of the Treadway Commission (COSO) recommendations. Job Analysis and Selection 5 References Cascio, Wayne F. (2005). Managing Human Resources Chapter 5, Retrieved from the University of Phoenix. Cascio, Wayne F. (2005). Managing Human Resources Chapter 6, Retrieved from the University of Phoenix. Cascio, Wayne F. (2005). Managing Human Resources Chapter 7, Retrieved from the University of Phoenix.