Job analysis is an essential part of recruiting. To find the right persons to fill positions, the necessary skills required to perform the job must be clearly understood. Candidates must also understand what is expected of them before, not after they take the position. Job analysis minimizes workplace conflict, which can occur when an employee feels that he or she is being asked to perform tasks that were not part of the original job description or is not being given sufficient responsibilities. Job analysis helps determine pay, to explain discrepancies in the pay between different positions. Job analysis is required to continually reevaluate the current positions at the company, to see if the responsibilities of those positions should be altered or adjusted. In some instances, value can be generated for the company if certain positions are consolidated. In other instances, new positions may be required to fulfill new requirements of the company, because of changes in scope of its core functions.
Q1. Recruitment and Selection: In the new intelligence-based economy, a company is only as 'good' as its ideas, and those ideas are generated by high-quality employees on staff. Companies such as Google and Apple have leveraged their ability to attract the best and brightest to become some of the most profitable companies in the world. "Some people are naturally better suited to particular jobs than others. We all know that. For a recruiter though, it's essential to understand people styles in order to choose the right person for the job. When the job profile and the candidate's profile align, you have an applicant who is a natural fit for the job. This doesn't mean you automatically hire them as they obviously must have the skills and qualifications, but it does mean that they possess the personal talent required for the job" (Chanesman 2009). In contrast, someone may have the qualifications but not possess the character and personal attributes required to succeed.
Google specifically gives its engineers free reign to create new ideas and pursue their own, personal projects. It creates a campus-like atmosphere in which food and fitness classes are free and employees can obtain everything from dry-cleaning to fitness classes on-premises. There is a sneaky, ulterior motivation to creating this type of environment, however: employees are encouraged to enjoy team bonding so much, that they never feel a need to spend much time at home. Work becomes like play and play becomes like work. By recruiting people who love to work and offering them an environment that feeds their creativity and enjoyment of work, Google ensures that it can attract and retain people that will enable the company to remain on the cutting edge of all of its endeavors (Work at Google, 2012, Google).
Q2. One philosophy at Google and other successful companies that underlines its recruitment is the need to recruit based upon psychological 'type' rather than purely based on skills and qualification. "Instead of focusing heavily on academic achievements and previous job titles and experience, Google is seeking out employees who contain certain personality or behavioural characteristics that are favourable to success in an open job position," rationalizing that it can train people to learn new skills more easily than it can alter employees' ingrained characters (Chanesman 2009).
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