Recruitment and Job Analysis

Recruiters obviously need to comprehend job requirements fully thus methods of job analysis are needed.

• Job analysis and exit interview can confirm the nature and contribution of the job role which may often turn out to be more complex than originally thought. Information from job analysis, and sources such as exit interviews, can help to restructure the job and resolve potential difficulties;
  • scope and authority
  • job demands (overload, underload), choices and contraints
  • ambiguities and uncertainty
  • complexity and technical challenge
  • incompatability (person-job-organisation)
  • conflict and stress

  We can identify needs for supervisory support and developmental opportunity etc. Job re-design is an organisational re-structuring activity.

• A job description can be prepared - what needs to be done in the job - a definition of the main responsibilities and tasks/priorities. This is useful for recruiters and applicants.

• Once we understand the job we can specify the attributes (education, skills, experience, competencies) required of a person who is likely to do the job successfully - a person profile - modelling those candidates most likely to be successful in the job.

Job analysis generates

• job prospectus information needed by applicants.
• We will generate a recruitment campaign that will attract suitable candidates (inclusive of job advertising).
• better understanding of how applications received must be handled/processed to evaluate candidates (candidate-to-candidate and candidate-to-job) and produce an inital short-list to invite for interview.
• better information so that selection decisions as objectively as possible. It is known to be prone to unhelpful subjectivity, stereotyping and premature judgements. The soundness of decisions can be readily undermined by the perceptions, attitudes and values, arrogance and ignorance (vis a vis the job) of selectors.
• a better understanding of what selection methods - interviews, tests etc might serve as valid, reliable and useful (utility) tests for different types of jobs/staff.
• clear decision-making criteria for selectors to use. Such criteria must be relevant/valid for performance of the job in question otherwise forms of discrimination may creep in running counter to equal opportunities statutes.

The Discrimination Trap

Without proper definition of job requirements, performance criteria and competences required, recruiters may fall into the trap of selecting on the basis of false assumptions. Managers involved in recruitment can be very smug. They think they understand the job and its requirements but too frequently apply stereotypical views about "the ideal candidate". Sometimes they haven't even thought of a candidate profile at all but merely go on some personal whim of their own.

The outcome may be that a poor fit between the job and the capacity of a new starter. They may be too good for the job, not capable of doing it or simply the job is ill-suited to their needs and interests. It is not uncommon for someone to start work and leave within the first week saying "this is not the job I expected".

We must not forget that recruitment and selection involves discriminating between people (applicants). But is the discrimination fair - ethically and at law (not necessarily the same thing!). Recruiters have social responsibilities in relation to (equal opportunities) and see also equal opportunities questionnaire

We may

• behave prejudicially (often we are blind to our own behaviour)
• simply make false assumptions about job requirements. We may apply invalid, irrelevant criteria which applicants from, say, female or particular ethnic groups, are less able to satisfy.

Discrimination can be direct or indirect. In January 1997 Ford UK was found to have discriminated against non-white applicants who wished to take up employment as Ford delivery fleet drivers. Ford simply allowed existing drivers to nominate applicants for vacancies (often from within the family). The drivers were predominantly, if not all, white. Recruitment from this restricted group served to deny open access to others. Non-white employers of Ford who wished to have opportunity to become drivers brought and won a claim for indirect discrimination arguing exclusion rather than rejection.

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BOLA is developed and maintained by Chris Jarvis