Job Analysis Plan

According to labor requirements found in table 1.1, next year we will need to hire 4,505 store associates. Since Tanglewood promotes within, we will need 600 shift leaders, 493 department managers, 69 asst. store managers and 49 store managers. Based on our current numbers we will have to hire a significant number of new store associates. Below is the plan for our new hires. we will have to increase our base pay and offer more flexibility. We will allow associates to cross train in completing a variety of task and promote teamwork through an awards system. We will be more consistent in recognizing that the sales associate is a valuable assets to the company.l also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the

As per Jeff’s studies, some of the performance problems were due to the sales agent’s behavior the current employees complained about lack of appreciation, no job satisfaction, that the managers don’t keep realistic goals, found that past boss did better job. Taking all of the above into consideration, Don has to implement recruitment and selection strategy, which is smart and long term for hiring new sales agents along with the manager Ryan and the Human Resource department of the corporation. Don should build the strategy with care and attention to detail.

The key to the success of any business is the strength of its staff or work force. However, to remain economical, a company's work force must be able to increase efficiency, lower staffing costs, reduce turnover and provide long term growth for the company. In order to achieve all of these goals, a company must have and implement a successful work force planning strategy. This can be difficult as many companies fail to see where there staffing short-comings lie, and therefore can not determine the best strategy for hiring, outsourcing and shifting staff positions. Since each company's staffing needs are different, a successful staffing strategy must have a broad enough outline to be applicable to any company while also being specific enough to accurately address that company's staffing needs. In 2001, Governor David Paterson, the New York State Department of Civil Service and the New York State Governor's Office of Employee Relations published a guide for work force planning for their state agencies titled Our Work Force Matters. This guide provides eight steps for the planning processes along with several strategies and

The Home Depot (THD) is the second largest retailer (besides Wal-Mart), and the largest home improvement store in the world (THD, 2012). The company has not had any need to recruit employees in the past, but recently they have had an issue fielding applications for qualified personnel to work in their kitchen planning departments inside the stores. The issue is not that there are no willing people to fill the spots, but that THD has been unsuccessful finding people who have the qualifications to fill the positions. Associates can be recruited from other areas of a store, but the training process is extensive and expensive, so the company is looking for means to fill the positions with more qualified individuals. Thus, the training process would be shorter and less expensive, so the employee would be in the position quickly. This paper outlines a recruitment plan for the position.

Out of these four non-core functions, the Legal department and Administrations have very low head counts. Personnel in these departments are experienced and have been there in the company now for almost 10-15 years. Distribution and Logistics have their headcounts increasing every year but at a very slow rate. The Customer Services cater to the requirement of both internal and external customers. ABC Marketing Services is planning to outsource Customer Services department to an offshore vendor as there is a heavy need to employ more number of headcounts for taking care of high volume of calls and queries from the customers all over the world. Because of the tremendous growth in the company’s business, the need for hiring in-house employees have gone up considerably and the company is not able to ramp up its resources for various reasons such as cost, lack of experienced resources in the market and also because of the complexity in the hiring process. Overseas Vendors have a massive English-speaking population trained as well as extremely low labor rates.

What are the current job specifications for the store manager job? Based on the information you have (or could have), how would you assess the validity of these specifications? What approaches would you use?

The sales person along with the CEO are responsible for bringing in new business and the administrative assistant is responsible for processing payroll, accounting functions and providing general administrative support. All other employees are hired on a contractual basis and are always billable to one or multiple clients. The recruiting and labor strategy for this company allows for low over head costs and high productivity. They strive to hire mid-senior level individuals that have the ability to please the clients they serve and support internal functions when needed. Everyone who is hired has to be a team player and be able to work toward the companies goals.

Goals are integral in helping the company set timelines for fulfilling their core mission (Balanced Scorecard Institute, 2014). The division will focus on goals that focus on the generation of new ideas and how long it takes for these ideas to become business successes. As such, long term and short term goals must be clearly outlined.

Staffing has always been considered as the foundation for organizations' growth, development, survival, and competitive advantage. A successful staffing process may require effective advance preparation and planning in order to address support services required to advance organizational goals and workforce planning. Having read through the company's (Tanglewood) overview and job descriptions for the various positions, I think this topic offers an opportunity to explore some of the theoretical aspects of staffing organizations model in recommending some effective and efficient ways of employing the best personnel to fulfill the company's goals. The staffing plan or model to be used for this company is intended to monitor and control human capital

What are the current job specifications for the store manager job? Based on the information you have (or could have), how would you assess the validity of these specifications? What approaches would you use?

This job post screams my name. I am currently an IT student at ECPI University looking for experience in a small business setting. I know I am perfect for this job because I possess excellent customer service, excellent written communication, excellent verbal communication and a fast learner with above average troubleshooting technical skills.

At Wells Fargo, teamwork and sales are important skills needed in order to succeed as an employee. At Wells Fargo, I plan to incorporate a system where each employee gains the skills necessary so that each task runs efficiently. To begin, I will start observing each banker’s, and each teller’s normal routine. I will be listening carefully to the conversations the tellers, and bankers are having with customers. As an observer, I will be taking notes on what the employee’s strengths and weakness are when lobbying to a customer, and working with coworkers. I will continue this process for a week. Once the week is completed, I will have one on one meetings with each employee. After the employee’s one on one meeting is complete, a proposed course of implementation will be to having each employee sign my notes, and receiving a copy. Once signed, they will be aware of their strengths and weakness. It will be clear on what they must improve.

To begin, job analysis is said to be an organized and detailed method to obtain information about a specific job. It deals with finding out about the tasks, responsibilities and skills that are required to perform that job effectively and efficiently. There are two components of job analysis. The first important aspect of job analysis is job description. This is a list of the tasks, duties and responsibilities that a particular job entails. The other part of job analysis is job specification which is a list of the knowledge, skills, abilities and other characteristics that an individual must possess in order to perform the job. Job analysis is said to be an important part of human resource planning.

Appropriate staffing can be the key to success for many organizations therefore, the human resources (HR) department must develop a staffing plan. In this paper I will develop a staffing plan for a new division at T-Mobile called Loyalty. Loyalty will consist of marketing, customer service, distribution, and accounting. Specific strategies to recruit the appropriate applicants including the legal compliance of said strategies will be developed in this paper.

This paper revolves around a business that has a fantastic couple of years. Profits are up, so is the demand for this companies new products and services. Now this business has to expand into uncharted territory and build new departments while adding new jobs that are unheard of in the company. The first task before anything else is to design new jobs for this department. When the HR professional is told what the department 's goals are then they can research jobs that will best help obtain those goals. The Labor Department of the United States introduced a new system called O*NET www.onetonline.org that according to the text “instead of relying on fixed job titles and narrow task descriptions, the O*NET uses a common language, that generalizes across jobs to describe the abilities, work styles, work activities, and work context required for 1,000 broadly defined occupations”. (Noe, et al 109) This reference is key for designing the right job for the right candidates.