Job Analysis HRM

Human Resources Manager

Human Resources Managers (HRM) are professionals in the field of managing employees from the standpoint of career, training, policies, payroll and benefit programs (Noe, Hollenbeck, Gerhart, & Wright, 2007). HRMs prepare and process employee documentation and must be familiar with standard employment concepts, practices, and procedures for companies. As a growing part of this job, HRM is required to assist companies with matching human resources with the planning function and accomplishment of strategic goals (Noe R. A., 2013). HRMs are also expected to create and implement performance metrics which can be used by management for the purpose of incentive programs and employee evaluations.

Job Analysis

Selection Process

Because every company is different with respect to competencies, culture, and leadership; job analysis is imperative for finding candidates who not only have the correct skills but also fit the mold of the organization. For example, one would not desire to place an autocratic leader in an organization which is strongly collaborative in its management styles. There are several methods of job analysis which can be used either independently or in combination. These methods include:

· review of job classification systems · incumbent interviews · supervisor interviews · expert panels · structured questionnaires · task inventories · check lists · open-ended questionnaires · observation · incumbent work logs (Noe R. A., 2013).

For a HRM, the analysis process will not only need to identify particular job duties but will also need to identify leadership qualities in order to determine the correct fit for the job. In this instance, the techniques that would be best suited for analyzing the job would include: supervisor interviews, structured questionnaires, and task inventories. These strategies will determine the highest likelihood that a candidate will be successful in the HRM position.

Using supervisor interviews, the needs of the organization can be best determined along with what criteria would best fit the candidate. Interviewing current management will provide a blueprint for the expectations of potential HRMs. From the interviews, structured questionnaires will be created in order test applicants to see if they meet the current management needs. These questions will be designed in a structured manner such as multiple choice, in order to avoid bias. The final strategy is to create a task inventory based on the current HRM job requirements. By creating a task inventory, the HRM position will be clearly outlined with its responsibilities.

Selection Criterion

Determining Training Needs

HRMs need to have specific skills and education requirements prior to hiring. However, there are still training areas which will need to be covered such as:

· Day to day responsibilities such as reports, meetings, and other activities · Equipment training such as software, computers, and other task specific technologies · Operations training which provides an overview of the company’s systems and competencies. · Responsibilities training which includes areas of responsibility and job focus (Noe R. A., 2013).

Compensation

HRMs are skilled positions requiring education and specialized training. For this reason compensation will be determined through a three pronged approach including:

· Education and skills training such as college and specialized training such as specific systems. · Responsibilities (e.g., human resources planning; supervisory; benefits management) · Competitive rates in the current market (Noe R. A., 2013).

By studying these areas of the job criterion, the analysis will yield a competitive compensation package.

Distinguishing Characteristics

The HRM position has specific characteristics which make it unique. Typically, this position has a broad variety of responsibilities which cover staffing within the organization, implementing training and development for all employees, interaction within a diverse workforce, administration of fair and equitable compensation programs, knowledge of policies and procedures, recruitment and staffing while conforming to all established internal and external laws. As well HRMs need to be knowledgeable in the following areas:

• Recruiting and staffing organizing • Employee relations involving orientation, development, and training • Policy and procedure compliance • Compensation/ benefits administration • Employee services safety, welfare, counseling, wellness and health • Input daily payroll data and financial information • Insure payroll transactions are processed with accuracy and timeliness • Provide payroll financial reports • Apply and process taxation, garnishment and compliance payroll issues • Utilize payroll system for time and attendance processing to interface with bi-weekly payroll.

Prerequisites

Based on the job analysis specific minimum requirements for the HRM position can be determined. These prerequisites would include:

· Education requirements- Bachelor’s degree · Communications skills, experience with HR practices · Ability to communicate effectively with internal and external customers · Ability to multi-task, initiate and problem solve · Must demonstrate time management skills for self, staff, personnel and executive planning · Ability to create and review documentation, reports and other data with accuracy. · 5 years HR experience. Reliability and Validity Job Analysis

While there is some level of subjectivity to job analysis, this particular analysis has a high level of reliability and validity. The reason that this analysis is reliable and valid is due to the fact that HRM positions have an established career history. This history provides a great deal of information concerning the requirements of the job as well as the description. This analysis may be less reliable and valid if the analysis was being performed in an attempt to create a new position in an organization. New positions often lack a history and must be analyzed through the study of similar job criterion. It should be noted that this analysis does rely on the interview of current management in order to determine the needs of the organization. It is possible that there is some degree of bias in this needs assessment which may limit the validity of the analysis.

Performance Appraisal Methods

Using the job analysis, it is possible to create a performance appraisal system using the job criterion. In order to create the appraisal system, a job description will need to be designed and the companies goals will need to linked with the description (Noe, Hollenbeck, Gerhart, & Wright, 2007). Any metric used to measure performance will need to measure the goals in cohesion with the job description (Noe, Hollenbeck, Gerhart, & Wright, 2007). In this manner, both employee and organization know what is expected.

There are many benefits to designing a performance appraisal system based on job analysis. The most important benefit is that the appraisal system will be directly linked with job criteria and organizational expectations and needs. However, utilizing the specific approach of interviews and questionnaires does have the drawback of making the appraisal process vulnerable to biases. When utilizing the job analysis in this manner it will be imperative to discount opinion based answers in order to determine the most objective points of view in the design of the questionnaire and the metrics used to appraise performance.

References

Noe, R. A. (2013). Employee Training and Development. New York: McGraw-Hill.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of Human Resource Management. McGraw-Hill: New York.

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