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What happens when a organization hires a applicant, but later realizes that applicant is not the right fit for the organization ?
Great organizations create a great atmosphere to work in as a employee.
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It's a great skill to be adaptable, Some people are great at ceratin jobs.
Job analyses may be described as the publication in detail of relevant information needed for a particular job, in order for the applicant to know where to send his personal information.This includes characteristics of the applicant to the organization, his skills, knowledge and experience.
What difficulties organizations may face in the course of analysing before publishing job vacancy?
It is a fundamental key for the organisation to make use of both the Job Analysis and Organisational Analysis to find the right job description through various methods, so they can set up the correct person specifications which will lead to finding the ideal candidate for the organisation?
1.need to find the right job for the right person 2.job applicant has the quilification 3.what do the organisation require
1.right person for the right job 2.job description 3what the organisation requires 3.discuss with the employee, supervisor and the manager 4.need creativity, flexibility and the ability to work 5.precise about the skills, quaoification, knowledge and attributes
Job analysis is a family of procedures to identify the content of a job in terms of activities involved and attributes or job requirements needed to perform the activities. Job analysis provides information to organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The process of job analysis involves the analyst describing the duties of the incumbent, then the nature and conditions of work, and finally some basic qualifications.
To find the right person for the job, you need to have an accurate idea of the job itself and of the particular skills and attributes it demands. This can be carried out in a series of stages outlined below.
Job analysis involves examining a job systematically and in detail. There is no single way of doing this. Some methods include:
1) Direct observation may be helpful if you are analysing repetitive manual jobs, for example.
2) Discussion with the current job holder and supervisor or line manager is also a useful source of information.
3) Another method of job analysis is to use the checklist approach, ticking off the various aspects of the job as you consider them.
The broader organisational requirements can be as important as the specific ones for the job itself.
The organisation needs creativity, flexibility, the ability to work in a small team, and so on, from the job holder.
In line with the person-organisation fit described earlier, it is important to think beyond the technical aspects of the job to the cultural aspects of the organisation.
From your analysis of the job you can write a job description which will state what the job holder is responsible for and what they are required to do.
There is no one right way of setting out job descriptions. An accurate job description has various uses outside the recruitment process:
For example, it can be used to review staff performance in appraisals or to assess training needs when someone new starts with the organisation.
Within the recruitment process, the job description leads on to the next stage of specifying the type of person you are looking for to fill your vacancy.
Once the job and organisational analyses and the job description have been completed, the next stage is to write a specification of the kind of person needed to fill the job you have just described.
It is important to be as precise as possible about the skills, knowledge, qualifications and attributes that are required for the job and about the experience and personal characteristics that are needed. It is good practice to specify what is essential or the minimum required to perform the job, as well as what is desirable.
To decide on the qualities required for the person specification you need to pick out key features from the job description. Think also about the context of the job and the wider organisational requirements to specify any elements of person-organisation fit that are important.