Non Benchmark Jobs

A job description is a written summary of the responsibilities related to a specific job and the skills and knowledge necessary for discharging those responsibilities effectively. The job description becomes a handy resource for human resource professionals and departmental heads when recruiting new people to fill in vacancies as well as for the purpose of evaluating performance. The job description is also an important component of the job specification, a document that includes task requirements as well as a profile of the ideal person for the job (Cascio 2003, p. 160).

Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis

Once Job Analysis is complete, the next step is to define the responsibilities of the candidate to meet the needs of the position. Job description is basically a list of the tasks required of the employee holding the particular position defined in the job analysis. A Complete job description will include level of responsibility and the expected outcome. Once these attributes are defined and documented, finding the ideal candidate will become easier and more precise.

3. Job analysis is the next step to consider the skills necessary for employees by job functions. To achieve the job analysis process one must consider the skills necessary for employees’ separated by job title or function. Employees can understand what the vital aspects of their jobs are by analyzing the entire job function and process. This process should include an explanation of primary job functions, how to produce them, and who is responsible for all parts, and the qualifications needed for all steps. Defining the key duties of each job function will benchmark all key elements to determine a systematic process. By identifying each job title or job function will allow management and staff to outline performance standards more

Amongst reading the material presented in this chapter about the job market trends, I was able to determine that the job market is extremely dynamic and has a great rate of change depending on the company’s needs. These adjustments also affect salaries, if there is a high demand for a position where there is a shortage in qualified candidates the salaries and benefits will be higher. As new technologies grow, the need for employees in these areas do as well, people need to maintain their skills up to date and seek professional growth to be able to keep up with the requirements and challenges of this fast pacing changing job market. However, some of these changes in the job market are being caused by the rapid change in the workforce. Companies are having to adapt some of their philosophy and the way they view employees, because so much has changed in the way the workforce behaves. Let’s examine the

Benchmarking jobs was a critical step in developing grades and ranges. Some of the job descriptions in the survey data did not clearly relate to the jobs in FastCat, which caused us to avoid those particular survey jobs. Due to these discrepancies among the job descriptions, we decided to evaluate the descriptions that most clearly matched the FastCat jobs. For example, in the Business and Marketing pay structure, the Administrative Aide requires very basic qualifications, such as a high school diploma and competencies in basic skills, such as word processing and simple administrative tasks. We felt that this most closely identified with the Office Support 1 position because its description involved simple word processing tasks as well

Question 9. Do you feel job descriptions are distributed fairly, determined by classification of jobs?

Job analyses are important because they describe the differences and similarities of a job position. They help to create the job description of a position so that a person who wants to apply for that position will know what the “job duties, tasks and responsibilities” (Milkovich, Newman, & Gerhart, 2014) of the job will be and what they will be doing if hired in to that position. Job analysis also give job specifications of the “knowledge, skills and abilities” (Milkovich,

Therefore, different job evaluation systems and different job evaluators are likely to assign different rankings to the same set of occupations.

Supporting job descriptions because it is a valuable tool in recruiting and hiring (Doggett, 2002). It assists in identifying candidates who are not qualified for a certain position, thereby reducing the odds of making a poor employment decision. Perhaps their greatest value is defining for new employees what is expected from them (Doggett, 2002). There is considerable evidence to show that many a potentially good employee was lost because he never knew what was expected of him and he and his boss were seeing his accomplishments from totally different perspectives.

The departments divide according to job function, including finance, corporate services, pensions and benefits, disability and information systems. The majority of the departments split into further sub-departments, with the largest department, the pension and benefits department, consisting of 57 employees. Workflow generally stays within one department, but can cross over between departments. Sub-departments typically focus on specific tasks, such as reviewing files for data accuracy, preparing pension calculations, or administering the information network.

Several factors should be considered when determining a fair and equal wage across the labor force. Preservation of the existing labor force, while minimizing the impacts on a business being able to maintain their competiveness is a critical

The job responsibilities, needed academic qualifications, estimated compensation, and the estimated growth potential are covered in detail.

Some organizations are unwilling to show their reward systems and pay policies (Lawler, 1995). Many Human Resources professionals believe gender pay gaps to be resolvable through the monitoring of pay levels and communication (Report on Salary Surveys).Greater pay transparency has been a great benefit to the board, employees and managers as they now know what is happening across the business and they are able to confidently justify their actions (Commission Policy Report).All market-related supplements are recorded and reviewed separately from basic salary to ensure openness and transparency. Regular research market rates within the various labor markets in which they operate is undertaken improving transparency would also help to improve talent development, as employees would be able to see what they could earn if they wanted to move to another division and upgrade their skill set. (Commission Policy Report).

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).