Job Design, Recruitment, Selection, Training, and Development: A Comprehensive Guide

Posted on May 12, 2024 in Psychology and Sociology

Job Design

Job Design: (before) Set of opp & constraints structured into assigned tasks & responsabilities that affect how an employee accomplishes & expereicnes work. (after) Job design encapsulates the processes & outcomes of how work is structured, organized & experienced. J.Re-design:Involves making significant changes to existing job roles to improve efficiency, employee satisfaction, or organizational effectiveness. It may involve restructuring tasks, reallocating responsibilities, or redefining job roles altogether.

DIFFERENCES:

  • J.D: Focuses on creating new job roles or refining existing ones from scratch to meet organizational objectives.
  • J.R: Focuses on modifying existing job roles to improve efficiency, productivity, or employee satisfaction.
  • J.D: Involves the initial creation or structuring of job roles within the organization.
  • J.R: Involves making significant changes to existing job roles, often in response to changing organizational needs or employee feedback.

Hackman-Oldham Model

Core dimensions:

  • Skill variety: Refers to the extent to which a job requires employees to use a variety of different skills and abilities.
  • Task identity:Degree to which employees perceive the completeness and meaningfulness of their work. High task identity see the results of their efforts from start to finish. Low don’t see the results.
  • Task significance:Measures the impact and importance of a job on others or the organization as a whole.
  • Autonomy: Degree of freedom and independence employees have in planning and organizing their work.
  • Feedback: Knows how well they are doing the job. Info on what they can improove.

Integrative Model of Job Design

(used in j.design but also j.redesign)

Job Characteristics:

  1. 1.Knw Cha:Job complexity : About the number of abstract tasks and the relationship between them. Very strategic positions, if you are working in a factory, doing the same tasks over and over again is low complexity but if you are marketing strategists designing a marketing campaign there are a lot of factors you need to take into account. Info processing: how much info you need to process in a daily basis, if you are a lawyer that has to process a lot of rules and laws, a lot of info.Problem solving:The type of prob you solve, how many of them and how spontaneus you need to be. Skill variety: Variety of skills required for that job. Specialization: How specialized you need to be, engineering
  2. 2. Social cha: Social support: The support you are receiving from your colleagues, for instance working on a call center responding to unhappy clients. Interdependence: I need to closely work with another person to do good with my job. Interaction outside organization: If I am an event organizer, interact with people from outside. Contact with beneficiaries: Clients. Feedback from others: Different sources.
  3. 3.Physical cha: Work conditions: noise, temperature, lightning, exposure to chemical risks. Ergonomics: The science that tries to fit or adapt the working environment, to your body, PILOTS. Phyisical demands: How physical effort you need to put in your work. Workload and activity effort: People have too much to work. Equipment and tools
  4. 4. Additional cha: Workday cycles: Caffeteria like people how often they go there if its crowded or not
  5. Time pressure: Temporal horizon : Virtual work : Skill and ability requirements : 5.Task cha: Task significance, task identity, task variety, autonomy, feedback (misma que hackman model)

Person-environment fit

  1. 1.person-job fit: demand / abilities, needs / supplies. Referes to the comptability between an individual’s skills,abilities and the requirements of a job within the org Ex:If a job requires analytical skills, problem-solving abilities, the org will seek candidates that possess these competencies.
  2. 2. Person-org fit: culture / values: Focus on the alingment between an individual’s values, attitudes, behaviours, culture of the org. The org wants candidates that their values & work styles align with the culture and values of the comp. Ex: Comp seeks for innovation, teamwork, will seek for candidates that demostrate these qualities.

Recruitment VS Selection

  1. 1.Prospect candidates
  2. 2.People who applied
  3. 3.Screening/assessement stages
  4. 4.Hired

Recruitment

Process of identifying, attracting and finding candidates for the vacant position and encourage them to apply in job vacancies. Positive process aimed at attracting more and more job seekers to apply. It is imp, enbales org to access a diverse pool of talent, ensuring that they have the skills, abilities to fulllfil various job roles. (org growth, innovation & creativity, comp. advantage).

Selection

Choose the best candidate from the pool of applicants and offer them a job. Negative process, rejecting unfit candidates from the list.

Recruitment process

  1. 1.Establish recruitment obj: Define what the org aims to achieve”cost per hire, numb of applications desired, date by which position should be fille”
  2. 2. Develop a recruitment strategy:”when should the recruitment campaign begin? who should be targete”
  3. 3.Carry out recruitment activities:”advertise job opening, conduct interviews, choose an implement recruitment method”4.Measure recruitment results and evaluate recruitment efforts”gather info an outcomes like: time to hire, new employee (retention rate, performance level””gather feedback from candidates & hire managers to identify areas of improvement.

Targeted R:

Attract specific group of candidates that posses specific qualification, characteristics. Reach specific segments of the talent pool.

  • Ex: Campus Recruiting: targeting unis to attract new graduates,
  • Ex: Uber: Engages with local communities through events to reach potential drivers, they aprticipate in job fairs, events. Advertiding & targeted messages: uber uses advertising campaigns on digital platforms & social media, to reach people who match the same criteria.

Types of R methods:

  • social media
  • job fairs
  • employee referrals
  • uni R.

Issues to keep in mind when R:

  1. 1.Be flexible in scheduling: virtual interviews, acommodate candidate’s visibility
  2. 2. Send relevat materials: Ensure job descriptions are clear / share relevant info about the comp (mission,vission,p/s)
  3. 3.Transparent comm

Challenges for smaller org:

  1. 1. Less vissible than larger employers: increase visibility: more recruitment methods / bigger social media presence / more contact with univ (connect with students, engage with education programs).
  2. 2. Less attractive than larger employers : increase attractiveness: communiate  positive attributes of working for a small firm (good work environment, impact)

Selection Process

: 1. Applicant applies for a job (initial selection), applicants who don’t meet basic qualification are rejected 2. Applicant meets basic qualifications (substantive selection), applicant who meet basic qualifications, but are less qualified than others, are rejected. 3. Applicants among best qualifies (contigent selection) applicants who are among best qualifies, but who fail contigent selection (+ drug tests, are rejected) 4. Applicant receive job offer.  Methods for seelction: tests (personality, coginitive ability) interviews, work samples, assessmnet centers

TESTS: 1.Cognitive ability tests: Predict potential candidates to: learn new tasks, solve complex prob, adapt job demands Types: 1) Verbal reasoning: comprenhen verbal info, analyze written document 2) Numerical reasoning: data interpretation, numerical info 2. Job knowledge tests: Measure the competencies of the candidates in areas directly relevant to the job role(technical skills, kw). Need to perform a job effectively. Type: 1) Technical skills tests: Asses candidates in using specific tools, software, releated to the job 3. Personality tests: This test measure, attitudes, motivations, characteristics of the individuals.

5 BIG PERSONALITY TRAITS: 1.Conscientiousness: Degree of org, self-discipline, focus in pursuring the goals 2.Extraversion: Individuals are sociable, energetic in social interactions. 3.Agreeableness: Tendency to be cooperative, compossionate, friendly. 4.Openess to experience: Imagination, curiosity, explore new ideas & experiences 5.Emotional stability: Calm VS anxiety. 

NEO-PR: N: Neurocisim E: Extraversion O:Openess A: Agreableness C:Consicientiousness. Measure the 5 factors of the five factors model (C,E,A,OE,ES). Asses & understands the individuals differences, personalities, behaviours, attitudes, relationship, how their personality infleunces behaviour.


Types of personality traits that are commonly used:

1. Myers-briggs Type Indicators: MBPI is on of the mostwell knoen tools for mappin employee persoanlities. Measure tendencies “Extraversion vs Introversion” “Intuition vs sensing” “Thinking vs feeling” “Judging vs Perceiving”. An individual can fall into one of 16 personality types. 2. Hogan Personality Inventor (HPI): Reliable tool for evaluating temperament and how it maches to a given role. Evaluates: Service orientation, stress tolerance, relaibility… The test is normed on more than 500.000candidates worldwide and validated on more than 200 occupations. Biographical data: Info that provides details about a person’s life, this type of data, can include basic facts such us: name,dat of birth, education. Also can extedn to more complex details: applications, publications, other relevant experiences. “to approximately how many volunteer organizations do you belong to? 0 -1 – 2 -4 -5 or more.

Interviews problems: Interviews ask questions that dont releate to the job requirements, need to ask good & clear questions (X Why should we hire you) (+What qualities would you bring to this job). Misunderstanding what culture fit means, need to align with the company’s values and environment. Candidates may tell interviewers what they believe they want to hear. Interview: You identify the competencies and values that are essential to the job, the team and the company.

Structured Interview: You identify the competencies and values that are essential to the job, the team and the company. Type of interview where all candidates are asked the same set of questions, in the same order, to ensure consistency and fariness in the interviewing porcess. Identify the competencies that are essential to the job,company and team.

1. Behavioral questions: The idea is that past behavior predicts future behavior – They give you very specific information and it’s more difficult to invent a story on the spot. “Tell me about a time when you had trouble facing criticism?” 


2. Situational questions: Good at assessing potential and for assessing leadership and interpersonal skills.They also level the playingfield for candidates who don’t have that much work experience.You can even create an answer key by asking current employees what they would do and then compare answers. “What would you do if you saw a senior executive yelling at a collegue?”

Star method:It provides a clear narrative structure that demonstrates your problem-solving process and outcomes, making it easy for the interviewer to follow. Situation: Describe a specific event or situation, give enough detail for the interviewer to understand.

Car method: C: State the CHALLENGE you faced. A: Describe the ACTION you took. R:Indicate the RESULTS of your action. Emphasizes your individual contribution and strategic thinking, which can be particularly effective in demonstrating your leadership and decision-making capabilities.

TRAINING VS DEVELOPMENT: The main difference is the outcome of training and development, for training is job performance, and for development is more for career management, develop a professional level.

Training refers to the process of teaching employees the specific skills and knowledge they need to perform their current jobs effectively.Is more technical, we develop traingin in comp to get a better comp advantage, wan to get a better performance, you train to improve the human capital. Development is more about the growth of the employee in a broader sense. It is focused on the future growth and career aspirations of the individual. Get a higher position in the job. Training aims at improving skills for the current job (short period) whereas development aims at overall growth and future capabilities (long-term process).


Know M: Is the process by which an organization captures, distributes, and effectively uses knowledge. It’s a systematic approach designed to create, share, and apply knowledge within the organization to achieve the company’s goals

Informal learning: Is the learning that occurs in a more casual or spontaneous environment. It’s not structured or curriculum-based and often occurs naturally as individuals take on new tasks or interact with other team members. Learn from your colleagues, from clients, and from other departments.You can use all types of meetings, events.

Formal training and development: Refers to structured programs specifically designed to enhance employee skills and knowledge. These programs are typically well-organized and deliberately constructed with specific learning outcomes in mind.Idea is to create skills, abilities and knowledge.

Training in organizations refers to the systematic process of providing employees with the knowledge, skills, and abilities required to perform their jobs effectively. It involves planned activities aimed at enhancing individual and collective performance within the workplace.

We train to improve job performance, Well-trained employees are more productive, efficient, and capable of delivering high-quality work. Training helps improve individual and team performance, leading to increased productivity, better customer satisfaction, and improved business outcomes. People grow trhough training. Training increase the job retention: more train you give to your employees more likely that they will stay in the company


When do we implement training? 1.Technological changes (new tasks and work procedures, includes understanding new software, equipment, or tools and adapting to changes in work processes that may accompany technological advancements) 2.Job redefinitions: Any changes in job roles, responsibilities, or tasks require corresponding training to ensure employees understand their new roles and can perform them effectively. This could involve job redesign, reassignment of tasks, or the introduction of new responsibilities. 3.Changes in control 4. Structural changes 5.Changes in environment: Laws, regulations, economic conditions, or social trends, can impact how work is performed. 6. Cost savings:Lead to cost savings by reducing errors, minimizing product returns, improving prob-solving skills

Types of training: 1. Technical: Software or for a new machine providing employees with the specific skills and knowledge required to operate machinery, equipment, or software effectively. 2.Skills: Develop specific competencies or abilities that are relevant to employees’ job roles.How to use softwares, no implementations, how to use it, languages, ai 3. Soft skills: Leadership, communication, conflict management 4. Quality training (ISO Standards): International Standard Organizations, for car producers, the process went to strict evaluation, quality badge. 5. Team training / virtual teams: Remote working (people working together but they haven’t seen them face to face) 6. Managerial training 7. Safety training: Dangerous Jobs