A. Give feedback in these two articles

Article 1

A job analysis is a tool that breaks down the job position. The job analysis will outline what duties will be required for the job position, and what kind of characteristics are required from the applicant qualify for such job position. The job analysis will be used to create both the job description and specifications. The job description is outlining what the position consists of. It will provide a summary in what the position is. This would then be followed by the responsibilities and duties. This is important for the applicant to get informed about what they will have to do. The standards can be added to this to emphasize the expectations on how the duties and responsibilities should be completed. Working conditions can also be implemented in the job description. This will inform the applicant of any hazardous conditions in the wok environment. The job specifications will specify to the applicant what skills or certifications are required to perform in a position. This can be anywhere from a degree to a certification.

Job Description:

Job Title: Accounting Principles 1 Professor

Job Summary: Accounting professor with knowledge in the field that will conduct lectures and assignments to students in the field. Creates a safe classroom environment to ensure the student body is knowledgeable in the accounting field.

Relationships: Professor will ensure to communicate to students regarding grades and progress. Professors will communicate class curriculum and post final grades to admin. Professor can also collaborate with resources to help students with material.

Responsibilities & Duties: Construct course curriculum and syllabus, post grades in a timely manner, keep lectures updated and present lectures, have office hours for mentoring, and present research.

Article 2

Maybe I am one of the few people in this class old enough to remember the Movie, Office Space but thats what job analysis kept sounding like to me. Another thing that makes me want to scratch my head is, how would managers not know what their subordinates do all day? Isnt that what managers are supposed to do? Arent managers supposed to be so well versed in the job, know it inside and out so they can train people how to do it and do it well? I realize that when we are talking about a huge corporation with a million jobs, that might not always be possible. However, a cold manager with no experience doing the job that the people they oversee do, should be the exception, not the rule. Even when I worked for Walmart, my manager had my job before me, so they knew exactly what it entailed. Promoting from within and showing people that they can advance in the company would be job one. You cant train experience and company loyalty.

That being said, I cannot emphasis this enough, after 20 years of working minimum wage jobs from large corporations to small mom and pops, written training manuals are CRUCIAL! So, if there is a guy who has been doing the same job for 30 years and the people who hired and trained him are long gone, he needs to be writing down what he does. Its called a If you get hit by a bus binder. God-forbid, if something happens to you, the whole company cannot come to a standstill.

So, lets say that indispensable Joe, who no one knows how to do his job, doesnt have the skills to write down what he does, then thats when HR doing a job analysis and writing a training manual for him would be critical. This is where Human Resources becomes more of an art form than a learned skill. You have to have empathy, you have to be able to put people at ease when you are doing a job analysis. They need to know you are not replacing them, you just cannot run a business when you do not know what running that business actually entails.

So I guess I would say, if your business is so large and compartmentalized that managers and HR people have to do job analyses, you better be doing job analyses for every single employee before anyone quits, and then writing up training manuals for every job, then updating them yearly. HR/ Management should then get their butts in the trenches and be walking the halls and actually interacting with their employees. Asking them about their day, about their problems, what their frustrations are and how can HR/management be helping them. Then, when it comes to hiring someone new, ideally a person who has done the job would be on the hiring panel. HR would then need to help this person think of the big picture of their job and get down to the right questions. Its not like your business is a computer and the employees are a piece of software. This employee is a human being who is going to interact, have good days, and have bad days. Even if they look great on paper, and answered the questions perfectly, you may not be able to tell if they are a good fit until they have actually done the job a few weeks. It doesnt matter how many check boxes of requirements there are, sometimes HR and managers just have to have good instincts and be able to read people. It doesnt hurt to be paying competitive wages, with great benefits, and a positive corporate culture so that you have a HUGE pool of people to hire from.