Job Analysis and Job Descriptions in Recruitment and Selection

Introduction

Job analysis and description is a specific approach used by modern business organizations to identify and attract the most suitable employment candidates for positions (Kinicki & Williams, 2005; Scott, Reynolds, & Church, 2010). However, it also comprises much broader functions that are conducive to organizational success and growth. Specifically, the job analysis and description process allows business — and other employing — organizations to maximize employee satisfaction, minimize employee turnover, optimize training systems, and reduce the costs associated with all of those elements collectively. Generally, contemporary job analysis and description methods include direct observation, work methods analysis and microanalysis (particularly in connection with industrial and repetitive processes), critical incident technique (CIT), interviews and questionnaires, and analysis of specific vocational competencies (Kinicki & Williams, 2005; Scott, Reynolds, & Church, 2010).

In principle, the main purposes of job analysis are to: (1) provide accurate descriptions of the responsibilities and functions of specific positions; (2) assist in the tasks of identifying, attracting, evaluating, and selecting the most qualified and suitable candidates for employment; (3) evaluate positional responsibilities in connection with operational design and decision-making; (4) establish optimal and fair compensation schemes; (5) provide effective criteria and measurement tools for performance appraisals; (6) optimize training programs, methods, and materials; and (7) ensure legal and regulatory compliance (Brannick & Levine, 2007; George & Jones, 2008).

The Concept and Purpose of Job Analysis

Generally, the most important issues considered within the scope and framework of the contemporary job analysis and description function are those that relate to the specific duties and tasks associated with positions; the nature of the work performed; the internal and external environments in which the work is performed; the tools and equipment utilized; the knowledge, skills, and abilities required of successful employees; and the significant factors affecting internal and external interpersonal relationships (Brannick & Levine, 2007; Robbins & Judge, 2009).

More particularly, the types of information considered relevant to specific duties and tasks include the micro-elements that define the actual vocational responsibilities and tasks of a position, such as the skills involved, their relative complexity, and the frequency and duration of efforts required to accomplish them successfully (Noe, Hollenbeck, Gerhart, et al., 2009; Russell-Walling, 2007). The nature of the work performed and the environments in which it is performed determine some of the mental, psychological, personal, and physical requirements conducive to long-term success in a given position (Brannick & Levine, 2007; Russell-Walling, 2007). Similarly, the tools and equipment required by a position determine many aspects of the specific types of knowledge, skills, and abilities necessary for success; they also typically define the importance of previous vocational experience, such as in connection with working with those tools and that equipment (Noe, Hollenbeck, Gerhart, et al., 2009).

An accurate and comprehensive analysis and description of the knowledge (including educational background and industry-specific certifications and licenses), skills, and abilities of employees in specific positions is crucial to an organization's ability to attract and select the best candidates for success (Patterson, 2008; Scott, Reynolds, & Church, 2010). Moreover, the relative accuracy of those assessments becomes increasingly important as a function of the level, complexity, and importance of different vocational positions (Scott, Reynolds, & Church, 2010).

Finally, because most modern employment situations involve collaboration, coordination, and communication with others, the job analysis and description process also establishes the types of interpersonal qualities and skills associated with success in various positions (Faragher, Cass, & Cooper, 2005; Gerrig & Zimbardo, 2008). That element of job analysis and description is particularly important because it often transcends all of the other factors and considerations. All of the knowledge and skill-related elements of prospective employee characteristics that are capable of quantifiable assessment are only of value to the employing organization to the extent that the individual under consideration is personally and psychologically predisposed to long-term satisfaction and success in the contemplated position (Faragher, Cass, & Cooper, 2005).

Job Analysis Methodology

The traditional manner of conducting job analysis and description is to observe the nature of vocational positions directly (Brannick & Levine, 2007; George & Jones, 2008). Common methods include direct observation, work methods analysis and microanalysis (particularly with respect to industrial production, assembly, and repetitive tasks), and the critical incident technique (CIT), which focuses on specific occurrences in the course of employment that are associated with important positive or negative outcomes. In principle, the CIT methodology consists of five main aspects of analysis: problem (or issue of concern) recognition; fact collection and review; underlying issue identification; consideration of possible solutions; and post-implementation evaluation (Brannick & Levine, 2007; George & Jones, 2008). Other approaches to job analysis and description include interviews with incumbents and supervisors, expert panels, checklists, work logs, task inventories, and survey instruments such as questionnaires.

Generally, job analysis and description methodology is not restricted to any single approach, although certain methods are more appropriate to certain fields and industries by the nature of those concerns. For example, the CIT approach is much more important in connection with vocational responsibilities where negative consequences can be especially harmful, dangerous, or irreversible (Patterson, 2008; Scott, Reynolds, & Church, 2010). In such contexts, negative-outcome incidents are more significant than positive-outcome incidents — for instance, where failure to optimize selection, hiring, and training can result in human deaths or grievous injuries in fields like medicine or law enforcement. Meanwhile, where the primary functions of vocational responsibilities relate to economic matters — particularly without significant risk of major losses associated with negative outcomes — positive-outcome incidents may be considered more important within the scope of CIT-based job analysis (Scott, Reynolds, & Church, 2010).

Conclusion

Without a doubt, job description and analysis is an essential task of contemporary human resource management. While it cannot necessarily guarantee results on a case-by-case basis, the effectiveness of its general implementation is relatively easy to assess by comparing objective data detailing employee performance, turnover rates, promotion rates, and critical incident analysis. Ultimately, effective job analysis and description processes allow modern business — and other employing — organizations to minimize the costs associated with recruitment and employee turnover, and to maximize the effectiveness of their recruitment, selection, and training systems.