Net findings used to prepare a CapraTek regional sales representative job description.

Overview

Write a 3–4 page memo outlining O*Net findings used to prepare a CapraTek regional sales representative job description.

Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.

The hiring process starts with a job analysis. Individuals tasked with writing job descriptions must include qualifications and requirements that are specific and measurable. They must also identify the unique characteristics and relationships associated with a position.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

· Competency 1: Describe how hiring practices support an organization’s strategy.

. Articulate the components of a job description for a position.

· Competency 2: Assess approaches for recruiting, selecting, and retaining talent.

. Identify the knowledge, skills, and abilities required for this position.

· Competency 3: Explore technology tools that support recruiting and staffing management.

. Identify wage information and employment trends for this position in a selected state.

· Competency 4: Analyze the impact of legal and regulatory issues on staffing management.

. Explain why a job analysis is a requirement for any recruiting and selecting process.

· Competency 5: Communicate in a manner that is scholarly and professional.

. Communicate in a professional manner that is appropriate for the intended audience.

Context

Job analysis can be seen as the foundation on which the entire staffing process is built. An effective job analysis informs which knowledge, skills, and abilities (KSAs) are needed to effectively perform the job.

Questions to consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community.

· How would you go about gathering data for a job analysis? From whom would you get the data, and why that person?

· What value would a job analysis have for the employer and candidate alike?

· Which strategies are most appropriate for a lower-level hire as opposed to a manager?

Required Resources

The following resources are required to complete the assessment.

Library Resources

The following e-book from the Capella University Library is linked directly to this course:

· Arthur, D. (2012).  Recruiting, interviewing, selecting, and orienting new employees  (5th ed.). New York, NY: AMACOM.

. Chapters 5–7.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

· U.S. Department of Labor, Employment & Training Administration. (n.d.). O*NET online. Retrieved from http://www.onetonline.org/

SHOW LESS

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Capella Resources

Click the links below to view the following resources:

· Job Analysis.

· Reliability and Validity.

Multimedia

Click the link below to view the following multimedia piece:

· Understanding the Talent Lifecycle: Recruiting, Selection and Onboarding with Richard Wagner |  Transcript.

Library Resources

The following e-books and articles from the Capella University Library are linked directly in this course:

· Barrick, M. R., Dustin, S. L., Giluk, T. L., Stewart, G. L., Shaffer, J. A., & Swider, B. W. (2012). Candidate characteristics driving initial impressions during rapport building: Implications for employment interview validityJournal of Occupational & Organizational Psychology85(2), 330–352.

· Giordano, A., Clarke, P., & Borders, L. D. (2013). Using motivational interviewing techniques to address parallel process in supervisionCounselor Education and Supervision52(1), 15–29.

· Mansfield, R. S. (1996). Building competency models: Approaches for HR professionalsHuman Resource Management35(1), 7–18.

· Wood, L. (2013, July 4). Getting the whole truth: Interviewing techniques that get you the information you need in today’s environmentM2 Press Newswire [Dublin], 1.

Course Library Guide

A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4045 – Recruiting, Retention, and Development Library Guide to help direct your research.

Internet Resources

The resources listed below are relevant to the topics and assessments in this course but are not required. Please note that URLs change frequently. Permissions for the following links have either been granted or deemed appropriate for educational use at the time of course publication.

· Sady, K., Dunleavy, E., & Aamodt, M. (2013, November 12). UGESP series #6—The purpose and importance of job analysis research [Blog post]. Retrieved from http://www.dciconsult.com/ugesp-series-6-the-purpose-and-importance-of-job-analysis-research/

· Society of Human Resource Management. (2012). Job analysis: How do I conduct a job analysis to ensure the job description actually matches the duties performed by the employee in the job?Retrieved from http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx

· U.S. Office of Personnel Management. (n.d.). Job analysis. Retrieved from http://www.opm.gov/policy-data-oversight/assessment-and-selection/job-analysis/job_analysis_presentation.pdf

VitalSource e-Books

The resources listed below are relevant to the topics and assessments in this course and are not required.

· Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). New York, NY: McGraw-Hill Education.

. Chapter 4.

. Available in the courseroom via the VitalSource Bookshelf link.

Assessment instructions

Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1.

Preparation

To prepare for this assessment, complete the following:

· Read Chapters 5 and 7 and review Chapter 6 in Arthur’s Recruiting, Interviewing, Selecting, and Orienting New Employees e-book, linked in the Resources.

· Read the scenario below.

Scenario

Alfred! will be produced in a new manufacturing facility. Groundbreaking on the new facility will begin this summer with full operations to be accomplished in three phases over the next two years. Distribution of the Alfred! device and components will be through existing distributors and retail outlets. While most of the new hires associated with this product line will be at the new manufacturing facility, four regional sales representatives will be hired to support the new product line.

Requirements

You have been asked to develop a job analysis, job specifications, and a job description for the four regional sales representative positions. To develop the initial information for this assessment, use O*Net OnLine, a U.S. Department of Labor-sponsored Web site of occupational information containing a database of both standardized and occupation-specific descriptors, linked in the Resources.

Hint: Begin your search by clicking Find Occupations. Then, under the Career Cluster heading, go to Marketing, Sales, and Service. From there, you can search for a sales representative in any of the technical fields.

Write a memo to your supervisor outlining your findings, and explain why a job analysis is required for any recruiting and selection process. In addition, address the following:

1. A tentative wage plan and the knowledge, skills, and abilities needed for this job.

2. The job duties, qualifications, education, work experience, and job competencies required.

3. Wage information and employment trends for this position in your chosen state.

Additional Requirements

· Required length is 3–4 pages.

· Use Times New Roman font, 12 point.

· Double space your memo.

 

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