Student: Amber Penn-Roco
Class: MgtOp 455
Due: October 24, 2007
II. Job Analysis
â€¢ Requirements-based Job Analysis:
o What specific skills are needed to be successful?
â€¢ Competency-based Job Analysis:
o What employee competencies are important to our organization?
â€¢ Rewards-based Job Analysis:
o What opportunities can this company/job offer?
III. Target Recruiting
1. How many new employees (and with what qualifications) are needed from external sources?
2. Where are the most qualified candidates most likely to be found?
o What recruiting options are available to our company?
o Which will be the most productive?
o What does past experience indicate?
3. What should you â€œsayâ€ to attract these candidates? (recruiting message)
o Realistic vs. Attractive Message
IV. Applicant Considerations
â€¢ Applicant Reactions
â€¢ Applicant Perceptions
After performing the components of the employment plan, our companyâ€™s next action would be to develop a recruitment plan. The recruitment plan is divided into two sections. First, we perform various job analysisâ€™s. Then, we develop our targeted recruiting plan, which will involve deciding how many new employees we need, where to recruit these applicants, and what to say to attract applicants.
II. JOB ANALYSIS
There are three different types of job analysis. First, is requirements-based job analysis. Once our company performs this analysis, it will provide us with the knowledge, skills, and abilities an applicant will need to succeed in a given job. Much of this information should have already been discovered when we were analyzing the job for the person/job match, in the employment plan. This information can be used in the recruitment plan, by providing specific skills we can list in our job description, and in the selection plan, by assisting in choosing what selection instruments we should use.
The second type of job analysis is competency-based job analysis. This should reveal the specific competencies an applicant would need to thrive within our company. We should have discovered the competencies important to use when analyzing the organization for the person/organization match, in the employment plan. These competencies should complement our organizationâ€™s strategic plans and values. Information on potential competencies can be found in our mission statement, goals, culture, and values. The results of this analysis can also be used in both the recruitment plan (job description) and the selection plan (selection instruments).
The third type of job analysis is rewards-based job analysis. This is where we would identify the specific rewards an employee could receive from both the job and the organization. There are two types of rewards. Extrinsic rewards are external to the individual, such as salary, bonuses, and benefits. Intrinsic rewards are internal to the individual, such as a challenging work environment, personal achievement, or significance. To analyze these in the organization, you could survey the current employees to find out what aspects of the job they find the most rewarding. The results of this analysis can be very useful to the recruitment process. Rewards are what the company uses to attract top candidates. We can use these results when writing our recruiting message.
III. TARGETED RECRUITING
Our company has decided that this recruitment plan will focus on an external, targeted recruitment plan. This means we will be recruiting people that donâ€™t currently work for the company, and that we will concentrate our efforts on a specific portion of candidates.
The first step in targeted recruiting is to decide how many employees, or in our case managers, we need from external sources. This decision should be assisted by the quantity analysis we performed in the employment plan, where we discovered how many additional managers we will need. We have also already decided what qualifications those employees will need, by performing the requirements and competency based job analyses.
Now, our company would need to decide which recruiting processes to use to reach the best candidates. This involves a variety of factors. One aspect to consider is what recruiting options we have available to us. This can involve many considerations such as location, personnel, and funding. Also, we need to consider which of these possible options will be the most productive. This can be based on our companyâ€™s previous experience. What methods proved most useful during the last hiring cycle? You should consider not only how many applicants were hired due to a particular method, but also how well those employees performed.
The final step of targeted recruiting is for our company to decide what we want to say to attract those top quality candidates; this is known as a recruiting message. There are generally two different types of recruitment message styles. The first is a realistic message, this is where the company focuses on providing an accurate description of the job, revealing both positive and negative aspects of the job. This helps applicants get a more realistic preview of what to expect from a job, and can reduce turnover. The second is type is an attractive, or branded, message. This is where a company tends to focus on the rewards of the job/organization. They tend to focus only on the positive aspects of the job, in order to attract as many people as possible. My recommendation would be to combine the two styles to write a recruitment message that is both attractive to applicants, but that provides a real enough preview of the job that they will not be discouraged when they actually begin.
Here is an example of what I would suggest our management program uses as a recruitment message: â€œLooking for a beginning management program that allows you to train with some of the best in the best in the business?!? This is a position for individuals that thrive in a high stress, competitive environment. Extensive traveling is required, as we will be training you on rotation with our five other main offices around the U.S. Salaries begin modestly, but excellent opportunities for upward mobility!â€ This incorporates the positive aspects (promotional opportunities and training available with experienced staff) with some of the negative aspects of the job (low beginning salary, travel required, and high stress environment). This would be the final step in the recruitment process, but there are few considerations to keep in mind while recruiting.
IV. APPLICANT CONSIDERATIONS
There are a couple facts that are important to keep in mind when choosing our recruiters. Research has show that when choosing recruiters it is important that they are both warm and knowledgeable about the job. It has also been discovered that applicants believe line managers (people who would actually interact with people in job) to have much more credibility than staff recruiters. It has also been shown that the application process has an impact on the overall perceptions an applicant has of our company.
The types of things to consider when evaluating the application process from an applicantâ€™s point of view were (1) where the interview questions related to the job, (2) was the application process quick and efficient, (2) the quality of our recruiting materials, and (4) did we accurately prepare them for the application process. It is important to manage their perception of the company while recruiting, as it could affect their decision to work for us.
In conclusion, these recruitment procedures will, hopefully, ensure many quality applicants continue on to the next part of the staffing plan, the selection procedures. The selection plan should combine many of the factors we assessed in the job analysis. It should build onto the recruitment plan, just as this plan built on the information collected in the employment plan.