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The Discovery and Design Final Paper
The project provides a structured four-section report for a small Midwest manufacturing
organization. Because there has been a significant degree of technological change at the plant
over the last decade without consideration for the job description or the requirements of the role,
implementing the correct staffing procedures is critical to achieving a successful outcome. The
paper outlines the recruitment process, the reasons for completing the job analysis, the ensuing
job design, and the performance review procedure for positions inside the firm.
Job Analysis
Part 1
The initial crucial step is conducting a job analysis to select the most suitable candidate.
Job analysis is obtaining information on a specific job to establish its core duties, the knowledge,
skills, and abilities required to execute the job (HR glossary, n.d.) Additionally, it describes the
job's relative significance compared to other roles. Leonard (2014) emphasizes that HR will have
a more efficient performance management process with proper job analysis at all firm levels.
Knowing the job's responsibilities enables easier measurement of annual evaluations, regular
reviews, target attainment, and other types of performance evaluation (Leonard, 2014). Gentle
(2020) acknowledges that seventy-four percent of small businesses hire unsuitable individuals
for the position. As a result, job analysis is critical regarding recruiting, personnel planning,
analyzing individual needs, and adhering to corporate culture.
Human resources personnel can explain the role's demands and outline employer
expectations by conducting a job analysis. Gentle (2020) states that creating the finest job
analysis for workforce planning comprises several processes. First, it is necessary to determine
the responsibilities required for the position by consulting with someone knowledgeable about it,
, 2
such as the incumbent and their direct manager. The second stage is gathering information on the
role's tasks and responsibilities. Following that, it is critical to figure out how to distinguish
between possibly bad, average, and above-average workers. The last phase evaluates how to
present employees with their job and role requirements to offer additional productivity or value
to the organization.
Part 2
Job analysis is gathering data on the qualities that distinguish jobs. Knowledge, skills,
and abilities (KSAOs) required, work activities and behaviors, relationships with others (internal
and external), performance standards, and financial budgeting contribute to job differentiation
(Performing job analysis, n. d.). Additional details include the machinery and equipment
utilized, the working environment, and the supervision offered and received. When collecting
data for job analysis, direct observation, questionnaires, and interviews with the most qualified
incumbents are the most effective approaches (Performing job analysis, n. d.). Nonetheless, the
primary tool that would be most appropriate is O*NET. Spector (2020) states that the United
States Bureau of Labor established O*NET as a public service to give information about civilian
jobs in the United States economy. The O*NET database contains job analysis and information
on over one thousand job families (Spector, 2020). This tool might be a decent starting point for
establishing tasks and KSAOs. It is undoubtedly the most incredible alternative for small
businesses because the O*NET allows them to browse available opportunities and select the best
fit for their needs.
The desired outcome is to use this tool to create job descriptions, identify work-specific
success criteria, and recruit the most suitable candidates for other training and recruiting
purposes. O*Net also offers links to further workplace resources (Performing job analysis, n. d.).
The Discovery and Design Final Paper
The project provides a structured four-section report for a small Midwest manufacturing
organization. Because there has been a significant degree of technological change at the plant
over the last decade without consideration for the job description or the requirements of the role,
implementing the correct staffing procedures is critical to achieving a successful outcome. The
paper outlines the recruitment process, the reasons for completing the job analysis, the ensuing
job design, and the performance review procedure for positions inside the firm.
Job Analysis
Part 1
The initial crucial step is conducting a job analysis to select the most suitable candidate.
Job analysis is obtaining information on a specific job to establish its core duties, the knowledge,
skills, and abilities required to execute the job (HR glossary, n.d.) Additionally, it describes the
job's relative significance compared to other roles. Leonard (2014) emphasizes that HR will have
a more efficient performance management process with proper job analysis at all firm levels.
Knowing the job's responsibilities enables easier measurement of annual evaluations, regular
reviews, target attainment, and other types of performance evaluation (Leonard, 2014). Gentle
(2020) acknowledges that seventy-four percent of small businesses hire unsuitable individuals
for the position. As a result, job analysis is critical regarding recruiting, personnel planning,
analyzing individual needs, and adhering to corporate culture.
Human resources personnel can explain the role's demands and outline employer
expectations by conducting a job analysis. Gentle (2020) states that creating the finest job
analysis for workforce planning comprises several processes. First, it is necessary to determine
the responsibilities required for the position by consulting with someone knowledgeable about it,
, 2
such as the incumbent and their direct manager. The second stage is gathering information on the
role's tasks and responsibilities. Following that, it is critical to figure out how to distinguish
between possibly bad, average, and above-average workers. The last phase evaluates how to
present employees with their job and role requirements to offer additional productivity or value
to the organization.
Part 2
Job analysis is gathering data on the qualities that distinguish jobs. Knowledge, skills,
and abilities (KSAOs) required, work activities and behaviors, relationships with others (internal
and external), performance standards, and financial budgeting contribute to job differentiation
(Performing job analysis, n. d.). Additional details include the machinery and equipment
utilized, the working environment, and the supervision offered and received. When collecting
data for job analysis, direct observation, questionnaires, and interviews with the most qualified
incumbents are the most effective approaches (Performing job analysis, n. d.). Nonetheless, the
primary tool that would be most appropriate is O*NET. Spector (2020) states that the United
States Bureau of Labor established O*NET as a public service to give information about civilian
jobs in the United States economy. The O*NET database contains job analysis and information
on over one thousand job families (Spector, 2020). This tool might be a decent starting point for
establishing tasks and KSAOs. It is undoubtedly the most incredible alternative for small
businesses because the O*NET allows them to browse available opportunities and select the best
fit for their needs.
The desired outcome is to use this tool to create job descriptions, identify work-specific
success criteria, and recruit the most suitable candidates for other training and recruiting
purposes. O*Net also offers links to further workplace resources (Performing job analysis, n. d.).
