The Necessary Background for Staffing

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At this point we have highlighted the legal framework within which recruitment and selection must take place and discussed the issue of sexual harassment.

However, before initiating recruitment, you need to complete some paperwork. It is hard to write a notice of vacancy or an employment advertisement without knowing what the duties of the position are and how they might have changed over the years.

Job Analysis

The most basic document is the job analysis. It is a critical document with implications for every major personnel management function and is required by key pieces of legislation dealing with personnel law. We'll look at its relationship to other functions as we move through the course.

According to Mondy and Noe (2005), a job analysis might be defined as a "systematic process of determining the skills, duties, and knowledge required for performing specific jobs within an organization." It is typically the first of multiple documents developed.

While the following represents an oversimplification to some degree, it nonetheless addresses the critical components of a job analysis. In completing a job analysis, it is necessary to:

1. Identify all tasks performed by person occupying that position that are a part of the job;
2. For each task identify the doing units (what the person does); the knowing units (what the person needs to know to do it)
3. For each task identify the equipment and/or tools needed to do it.
   

A visual representation of a simplistic job analysis follows:

Keep in mind you need a complete analysis of each of the tasks that are part of the job. Depending upon where the organization, or the human resources personnel, are putting the emphasis, the exact headings, etc. will vary. This is a most basic analysis and will usually be more thorough in its final form.

Edwards (2005) discusses some of the different methods that are used and sources of information for completing a job analysis.

An existing job analysis requires review and revision whenever there is a recruitment for that position, when a job may have significantly changed, when necessary to determine equitable compensation, and of course, for any new position. I would encourage a review of an existing job analysis at least once every three to five years, as jobs do change.

Job Description and Job Specifications

From the analyses come the job description and the job specifications. The job analysis and description are also critical for job classification (often tied to compensation) and for deliberate attempts at job enrichment.

A job description is "a document providing information regarding the tasks, duties, and responsibilities of a job" (Mondy & Noe, 2005). Ideally, it will identify the "essential functions" of the job and the percentage of time typically devoted to the task. Additionally, it will typically indicate how the job holder does it and under what conditions they do it. While many job descriptions are in essence abbreviated, they will often list the key knowledge, skills, and abilities required to successfully perform the job along with the job specifications.

A job specification is defined as "a document identifying the minimum acceptable qualifications a person should possess in order to perform a particular job." Typically you will also see a listing of required certifications and / or licenses and any conditional issues (such as successful completion of a probationary period). Additionally, you will often find any preferred qualifications (those that are desirable but not mandatory). The citing of preferred qualifications in the job description / specifications (as well as in the notice of vacancy and any advertisements used in recruiting) can become helpful in evaluating applications during the selection process.

Reading Assignment: Please read Chapter 4, pages 62-77, "Job Analysis and Design," from the Fire Service Personnel Management textbook by Steven Edwards.

Sample Job Description

You have one example of a job description in your textbook. While perhaps adequate, there are areas of concern. First of all, it fails to address non-emergency duties other than the responsibilities for record keeping, maintenance, training, and certification (to some extent). Do these firefighters/rescuers not have any house responsibilities?

A tighter job description, perhaps by categorizing those "samples of duties" and estimating the percentage of time spent on each over a specified time frame, would be more robust. Keep in mind, it is recommended that no more than 5% (preferably 3% or 2%) be designated "other duties as assigned" or in this case "related duties as assigned." Rationale: If they comprise more than 5%, they should be spelled out.

Performance Expectations

Beyond the job description and job specifications, I would recommend the construction of performance expectations at this point. Sometimes referred to as job expectations, performance standards, or performance measurements, performance expectations clearly spell out what activities are expected and the level of performance acceptable.

Why performance expectations at this point? So the new occupant of the position (after recruitment, selection or promotion) knows not only what performance is expected but also how well certain tasks must be performed.

Remember in Module II we talked about performance expectations as potential motivators. If they are going to be motivators, the position occupant must know what they are up front.

We will discuss the requirements for writing performance expectations or standards in a later module.

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Mondy, W. & Noe, R. Human Resource Management. 9th edition. Upper Saddle River: Pearson, 2005.

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