Chat with us, powered by LiveChat WK2 HRM Process Job Description Knowledge Skills & Abilities Research Paper | acewriters

A job description is a useful tool that describes all the tasks, duties, and responsibilities of a position. The primary function of this assignment is to increase understanding of the critical elements in a job description and its alignment to the HRM process and to talent acquisition. Prior to beginning work on this assignment, read the article Job Worth Doing: Update Descriptions (Links to an external site.)Links to an external site., the guide Best Practices and Emerging Trends in Recruitment and Selection, (Links to an external site.)Links to an external site. and the web page Employers (Links to an external site.)Links to an external site. from the U.S. Equal Employment Opportunity Commission (EEOC).In your paper,Discuss how a job description is a function of management.Consider the following areas of a job description below and explain how these components contribute to an effective performance management system:TasksTools and technologyKnowledge, skills, and abilities (KSAs)Education requirementsExplain the legal components in a job description as it relates to the EEOC.Describe at least two assessment methods that can be used when recruiting qualified candidates and how those two methods are appropriate for meeting organizational objectives.For additional support with completing this assignment, please refer to the following tools:What Is CRAAP: A Guide to Evaluating Web Sources (Links to an external site.)Links to an external site.. This will assist you in determining the reliability of an HR website.The Job Description paperMust be two to three double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s APA Style (Links to an external site.)Links to an external site.Must include a separate title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust include an introduction and conclusion paragraph.Must use at least two scholarly, peer-reviewed, or credible sources in addition to the course text.Must document any information used from sources in APA style as outlined in the Ashford Writing Center’s Links to an external site.Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.




Unformatted Attachment Preview

Job Worth Doing: Update Descriptions
The basic job description is the foundation of nearly every HR function.
By Kathryn Tyler
January 1, 2013
Jill Bidwell, PHR, senior HR generalist at hydraulic manufacturer Sauer-Danfoss in Ames, Iowa, says her
colleagues jokingly call her “the queen of job descriptions.”
“I do have a passion for them,” she admits. “I preach to all our managers and HR staff that the job description is
the mother of all HR processes. Everything from recruitment and training to performance evaluations and
compensation all stems from that document. Once they understand all of the various facets of the employment
life cycle the job description touches, they take it a lot more seriously and put more thought into it. It’s not just a
compliance exercise.
“Ideally, what is put in the job description can create a job posting and performance goals. It walks into a development plan for training
you need. From a rewards perspective, it helps us benchmark other jobs,” Bidwell says. In the Ames facility, she supports 1,000 of the
6,500 employees Sauer-Danfoss employs globally.
Janet Flewelling, director of HR operations at Insperity, an HR service provider headquartered in Houston, agrees: “Job descriptions
can have so much value if used regularly and appropriately. If you have an up-to-date job description, you can use it for recruiting,
performance management and compensation.”
Despite the importance of job descriptions, very few HR professionals have a regular policy for updating them, says Michael R.
Kannisto, Ph.D., SPHR, director of talent management and acquisition at JLG Industries Inc. in Hagerstown, Md., and chair of a
workgroup developing a voluntary standard for job descriptions.
Updating descriptions is sometimes “the last thing on the list to tackle because there are so many other issues that require HR’s time
and attention,” says Cathy Maddox, SPHR, HR coordinator at Lincoln Surgical Hospital in Lincoln, Neb. But revising job descriptions “is
very important, especially when you are hiring people,” Maddox adds.
The Risks
Unfortunately, job descriptions often aren’t viewed as living documents. Once completed, they may be relegated to dusty three-ring
binders or long-unopened text documents. Experts say this is a mistake.
For example, “If you don’t keep it up-to-date and you have [an employment] claim against you, that nonupdated job description can do
as much damage as a good one could benefit you. It can work to help in your defense or it can work to help the employee” filing the
grievance, Flewelling says.
Kannisto adds, “With the compliance environment and legal implications, the stakes are a lot higher for job descriptions to be crystal
clear with essential responsibilities. If you have a measure of performance that doesn’t appear on the job description and you have a
case brought against you, depending on the agency [involved], there could be punishment,” he explains.
Legal implications aside, “you aren’t operating your business as efficiently as possible” if you don’t keep job descriptions current,
Kannisto says. “Job descriptions help with workforce planning. You can see how talent flows through the organization and holistically
how it all fits together.”
“Having a bad job description is worse than [having] none at all,” asserts Tracy McCarthy, senior vice president of HR at SilkRoad, a
talent management organization headquartered in Chicago.
The Timing
How often should job descriptions be reviewed and updated? Once a year at a minimum, experts say. But circumstances might call for
more-frequent updates.
If nothing significant happens throughout the year, “once a year, to coincide with the performance review process, is a great time to
update,” Flewelling advises.
That’s what happens at Sauer-Danfoss. “We have employee reviews on a calendar year. After we finish the reviews, we set goals and
objectives for the next review period. During that time, we update job descriptions,” Bidwell explains.
“If you are a growing or changing organization, it’s likely that you’ll have to do it more often,” McCarthy says. Because SilkRoad is
“always evolving,” for example, it updated descriptions about three times during 2011. A great opportunity to update is when you are
hiring for a position, Flewelling adds.
If there is a change to the job, do not wait until an annual review to make alterations. Updating job descriptions “should be an ongoing
process anytime something significant changes,” says Lindsay A. Nienhuser Barton, SPHR, human resources director for industrial
explosives manufacturer Dyno Nobel Inc., in Cheyenne, Wyo.
Even if a job and an incumbent employee have not changed, or even if incremental changes have been made to the description
annually, HR professionals may still want to consider a complete job description overhaul every so often. When Kannisto and his task
force went through the process of creating HR job description standards, they explored job descriptions from the 1800s up to the
present. He says it became clear which ones were written in which decade.
“The element of the culture and the words you use are obvious a decade later,” Kannisto says. He compared it to watching a World War
II movie made in the 1960s: Even though the movie is about the 1940s, the film quality, the colors, the hairstyles and other minor details
date the film. If you read a job description for a longtime employee, it will sound dated if it has been fine-tuned only annually, he notes.
Everyone Has a Role
Creating and maintaining job descriptions should involve employees, managers and HR. Each person has a role, often with overlapping
Employees. “Obviously, the person performing the work has the best idea of the scope and size of the job,” Kannisto says.
“Employees can vouch for what they actually do and should have input into their descriptions,” McCarthy agrees. “However, the
manager must also be a part of this process to ensure that the responsibilities and requirements are aligned with actual activities.”
Managers. At Sauer-Danfoss, managers use a template to write or update job descriptions that are reviewed by HR, Bidwell says. The
manager is in charge of keeping descriptions up-to-date when someone leaves and as part of the performance management process.
At Lincoln Surgical Hospital, “HR would never assume that they know more about the position than the person who is actually doing
the job or managing the job. The manager is asked for his input. HR will then put the information into the standardized format and send
that back to the manager for his approval or input on further changes,” Maddox says.
HR professionals. “HR’s responsibility is to coach and facilitate the process of updating,” Barton says.
It’s only natural that HR “owns” job descriptions, Kannisto says, because “a job description touches so many pieces of the organization
—recruiting, succession planning, training, legal, compliance. HR is the only one who can be responsible for that.”
While HR professionals may not know the essential functions of every position, they are in a unique position to see how each job
description fits into the larger organization and the organization’s legal obligations.
For example, HR can “look for consistencies across departments to compare similar jobs to set up consistent wording and
responsibility levels,” Flewelling says. In addition, “HR is responsible for keeping [job descriptions] alive and using them during
recruiting and performance processes.” She notes that HR is also responsible for ensuring that job descriptions comply with the Fair
Labor Standards Act and the Americans with Disabilities Act.
At Sauer-Danfoss, “HR’s role is to review the job description and see if it makes sense in layman’s terms,” Bidwell says. “Because we’re
a manufacturing company, we employ a lot of engineers who like to speak technically. We want to look at specific skill sets and
understand the reasons why those exist.”
Potential Problems
Alexandra LeBlanc, lead sourcing specialist at Seven Step RPO, a recruitment outsourcing firm in Boston, places job description
maintenance into a larger context. “Keep an open line of communication with employees so you’re aware of incremental changes as
they occur. Keeping job descriptions current isn’t just about redefining a role. It’s also about understanding how and why job functions
are changing, and anticipating any possible job description updates to reflect those changes.”
What if an employee’s job description and daily tasks do not match? Experts say employees should be encouraged to ask HR for a job
description review if there appear to be inconsistencies between what the job description says and what they do. These situations
need to be handled carefully, however, and with the manager’s input.
At Sauer-Danfoss, “when we get requests from employees to review a job description, we direct them back through their leader,”
Bidwell says. “We ask the leader to come to HR to work through the issue. If someone feels they aren’t being recognized for extra work
they are doing or the scope of their job has expanded, we can have a conversation with the leader to validate that and, if necessary,
update the description. We can adjust compensation appropriately at that time.”
Bidwell adds that it is important to review the job description and not just match the description to the person currently doing the job.
Kannisto concurs, warning “You should not build a job description around an individual. If an employee brings an enhanced skill set to
the job, that does not mean that those special skills need to be written into the job description or the compensation needs to be
increased, unless you determine that this is a core element of the job.”
If, upon review, the job description turns out to be accurate, there is an opportunity to have a discussion about whether the employee
is spending time doing something that isn’t part of the job, Flewelling says. If the employee argues that his or her qualifications are
much higher than what is in the job description, “that is the time to have a discussion about how the employee can move up in the
organization to take better advantage of his skills or education.”
Similarly, LeBlanc says, “HR should be aware of any inconsistencies with workload distribution and raise the issue accordingly. If there
is one employee doing the work of many, or employees who are unable or unwilling to do what’s asked of them, there needs to be
serious discussion about each job description, function and how those fit in with the business goals.”
Flewelling concludes, “If you regularly use a job description, rather than just have one on file, you’re more likely to keep it up-to-date. If
you pull out a job description every time you work on performance reviews, compensation planning, succession planning, training and
development needs, you are a lot more likely to maintain it.”
The author is a freelance writer and former HR generalist and trainer in Wixom, Mich.
Web Extras
SHRM How-To Guide: How to Develop a Job Description
SHRM HR Q&A: How do I conduct a job analysis to ensure the job description actually matches the duties performed by the
employee in the job? (
HR Standards: Human Resource Management Standards (
Contact Us ( | 800.283.SHRM (7476)
© 20192019 SHRM. All Rights Reserved
SHRM provides content as a service to its readers and members. It does not offer legal advice, and cannot guarantee the accuracy or suitability of its content for a particular
Disclaimer (
We use cookies to improve your browsing experience on our website, and we use our own, as well as third-party cookies, to
display advertising for products and services we believe may be of interest to you. By closing the message or continuing to
browse this site, you agree to the use of cookies in accordance with our Cookie Policy.
Español | Other Languages
U.S. Equal Employment
Opportunity Commission
Enter search terms…
About EEOC
Federal Agencies
Employees & Applicants
Employers / Small Business
Contact Us
Home > Employers
The U.S. Equal Employment Opportunity Commission enforces Federal laws prohibiting
employment discrimination. These laws protect employees and job applicants against
employment discrimination when it involves:
Unfair treatment because of race, color, religion, sex (including pregnancy, gender
identity, and sexual orientation), national origin, age (40 or older), disability or
genetic information.
Harassment by managers, co-workers, or others in the workplace, because of race, color,
religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic
Denial of a reasonable workplace accommodation that the employee needs because of
religious beliefs or disability.
Retaliation because the employee complained about job discrimination, or assisted with a
job discrimination investigation or lawsuit.
Not all employers are covered by the laws we enforce, and not all employees are protected.
This can vary depending on the type of employer, the number of employees it has, and the
type of discrimination alleged.
An employee or job applicant who believes that he or she has been discriminated against at
work can file a “Charge of Discrimination.” All of the laws enforced by EEOC, except for the
Equal Pay Act, require employees and applicants to file a Charge of Discrimination with us
before they can file a job discrimination lawsuit against their employer. Also, there are strict
time limits for filing a charge.
The fact that the EEOC has taken a charge does not mean that the government is accusing
anyone of discrimination. The charging party has alleged that an employer has discriminated
against him or her and it is the EEOC’s job to investigate the matter to determine whether
there is reasonable cause to believe that discrimination has occurred.
Other Requirements
The laws enforced by EEOC require employers to keep certain records, regardless of
whether a charge has been filed against them. When a charge has been filed, employers
have additional recordkeeping obligations. The EEOC also collects workforce data from
some employers, regardless of whether a charge has been filed against the company.
Employers are required to post notices describing the Federal laws prohibiting job
discrimination based on race, color, religion, sex (including pregnancy), national origin, age
(40 or older), disability or genetic information.
Small Businesses
While the information in this section of our website applies to all employers, it has been
specifically designed for small businesses which may not have a human resources
department or a specialized EEO staff. We realize that the information provided here may not
answer all of the sophisticated legal issues that can arise in employment discrimination
cases. Employers who have questions about the laws enforced by EEOC or about
compliance with those laws in specific workplace situations may contact one of our small
business liaisons for assistance.
Read more about …
The Laws Enforced by EEOC
Types of Discrimination
Prohibited Practices
Charge Handling
Resolving a Charge
EEO Reports / Surveys
“EEO Is The Law” Poster
Other Employment Issues
Other Government Resources for Business is the U.S. government’s official web portal to support business start-ups,
growth, financing and exporting. It is designed to provide access to online resources and
services of Federal, state, and local Government as well as those of non-profit and
educational organizations supporting businesses.
Privacy Policy | Disclaimer | USA.Gov
What is CRAAP?
a guide to evaluating web sources
When was the information
posted or last updated?
Are the links working?
If not, that means no one is
maintaining the website.
What is the copyright or
publication date?
How old or new is the information?
Does the information relate to your
topic or answer your question?
Who is the intended audience?
Is it too simple or too advanced
for your purpose?
Does it have the information you need?
Is the author of the information
qualified and trustworthy?
Who is the author/publisher/source/sponsor?
Associations, agencies, affiliations, titles, credentials
Is the author qualified to write on this particular topic?
Is there contact information, such as a publisher or email
address, for further investigation?
Read the “About Us”, “Our Mission”, and“FAQs”
Google the author for more information about the author
or organization.
Is the information accurate and
Why was the information
created and shared?
he domain fo
commercial business, online
retailer, for-profit
educational institutions, universities,
government body (Fed, state, local)
organization not gov’t affiliated,
networking tech originally,
now a “catch-all”
 Is it supported by evidence you can check
and verify yourself?
 Is it objective and free of emotion?
 Are there errors in spelling, grammar,
or punctuation?
Do the authors/sponsors make their intentions or
purpose clear?
Is the purpose to Inform? Persuade? Sell? Entertain?
Is the information fact, opinion or propaganda?
Does the point of view appear objective & impartial?
What can the mission statement tell you?
adapted from the CSU Chico CRAAP test for the
July 2018

Purchase answer to see full

error: Content is protected !!