Career Development Plan Part I – Job Analysis and Selection
Human Capital Management/HRM 531
November 8, 2009
Career Development Plan Part I – Job Analysis & Selection
The merger between InterClean and EnviroTech opened the gateway for InterClean to introduce their new strategy of all-inclusive products and services to organizations within the health care industry. This new strategic direction of expanding its services requires management to select new team members and create a development plan to help the team achieve this goal. I will explain the importance of job analysis, workforce planning, reviewing and identifying common selection methods, selecting selection methods, and identifying the employees selected to represent the new sales team.
As the midlevel manager, I will conduct a job analysis to gather a deeper understanding of the behavioral requirements for the vacant sales positions to help me determine what selection methods to use, job requirements, roles and responsibilities, assist me in forecasting the need for human resources and planning of activities, training, or promotion” (Cascio, 2006). To properly implement the development plan, management relies on human resources staff support and guidance when referencing to human relations, resources and employment law, knowledgeable about the positions available, assist in training programs, and is responsible for creating and planning career paths for all positions within the organization. Training a new employee can be very costly to an organization, which is why conducting a job analysis is important before establishing organizational structure, design, workforce, job evaluation and compensation.
To conduct a job analysis, human resources and the manager need to know the knowledge, skills, and abilities (KSAs) of the position need to be researched. This will be done by obtaining the current job description for the position as a source of information. The next step...