Job Analysis and Recruiting

Org Structure

Job Analysis

There are a number of different approaches to job analysis that can be taken. Three main ones are the observational method, the interview method and the questionnaire method. Interviews and questionnaires are basically the same thing using different methods, so a better third will be task inventory (MSG, 2016). The observational method involves sitting in on the people working at the call center and observing what they do in their daily work. Ideally, this information would be compared with other call center jobs. Further, it is possible that this information would be compared with other data regarding the local workforce. The downside of the observational method is that there might be things that are difficult to observe that are actually quite important to the job. It takes a certain amount of training in that type of work to truly understand what is necessary to succeed.

The interview/questionnaire method can be better for gaining insights, because it asks the people working in the position about what they do. There may be things that they tell you that are not easy to observe. Furthermore, these individuals can often provide insight into the trade -- offs that they are making to work for your company. The latter is critical here, because the problem is that the customer service department is having trouble recruiting people. If the department is located in a very expensive area, it is possible that people cannot live in that area on the money the company is paying. Alternately, the company can find out from talking to people that there is more money available in other jobs nearby, but the people who are working at the position do so for other reasons. It is easier to understand the comparative problem that the company has with interviews in particular, because they allow for open-ended responses. The downside of this method is that it can take time, and it may be difficult to get employees to talk on the record about certain things -- their responses may be biased by a desire to keep their jobs.

A task inventory is usually conducted with the people running the department, and consists of creating an inventory of the different tasks that are performed with this work. The task inventory can also be expanded to understand the qualifications that are needed to perform these tasks (Wright, 2016). The main advantage of the task inventory is that it is what HR uses when hiring for the position, so it is something that is communicated to applicants. However, there may be deviations between the task inventory and the actual work. Those deviations are important for the company to understand. However, they do not affect a recruiting problem. Recruiting problems stem from a mismatch between the task analysis and the compensation; other equivalent positions may be paying more. The downside of a task analysis is the risk that there is a gap between the task analysis as provided by management and the actual on-the-job requirements. Ideally, the task analysis should be paired with either interviews or observations to get a full picture of what the job really entails.

That said, the task analysis combined with interviews and observations can have a lot of value. For example, suppose the task analysis contains things that are not actually part of the job. If those things -- tasks or qualifications -- are at the high end, then that could be the cause for the mismatch. The company might be asking for a lot from applicants but actually not paying for it. If in reality the company does not need to ask for that much, it can cut some things from the task list, reduce the qualifications, and thus better align with the compensation offered. The marketplace might then be more receptive.

Approaches to Job Design

There are a few different approaches to job design. These include job enlargement, job enrichment, job simplification and job rotation. Job enlargement refers to "making a job larger by combining additional task activities" into the job (Chand, 2016). Job enrichment adds responsibility and room for personal growth. This method is similar to job expansion, but focuses on personal growth where job enhancement just means more tasks, without necessarily a personal growth element. Job simplification means scaling back the tasks. This can make a job more manageable, and can better align it with the compensation that is being offered. Job rotation is a means by which employees are motivated by rotating through a series of different jobs.

Job enrichment may be pertinent here. The customer service rep job is not particularly fulfilling under normal conditions. If the local job market is oriented towards workers with high levels of education, they might not be attracted to such a position. A change in certain aspects of this position to emphasize that the role is actually a stepping stone to career development might make it more attractive. For example, if CSRs have access to a mentoring program or education funding so that they can enhance their skills, and the company develops a track record of hiring people out of the call center into better jobs, that could make this position more attractive. Enrichment is costly, and in some cases is not going to possible. Another downside is that enrichment might not solve the problem, so it is still important for HR to understand why the company is having problems attracting people to this position.

Job simplification may also be valuable here. The job requirements may be overly complex, and out of line with the compensation. This can be based on a single task that is rarely done, or on a misunderstanding of what the job actually entails. If HR is aiming for people who normally earn above what this job is paying, it will have trouble attracting people. HR may wish to simplify this position to bring its requirements in terms of skills and experience more in line with the skills and experiences of workers who normally make the sort of money that is being offered. The downside of this approach is that it could leave a vital task unperformed -- if a task is removed from one position, it must be taken up by another.