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Building a Recruitment and Retention Plan

Analyze the Selected Job Position Quick Tool []


Once you have identified the priority job position that presents a recruitment or retention challenge, you will need to clarify information about the position to ensure you are recruiting the right person and that you have supportive supervision and effective training once the candidate is selected. A job analysis may help retain employees, even if recruitment is not a problem.

The resource, What is Job Analysis? [2.1.4.a.1] can advance understanding of this process by providing a definition and explanation of the various tasks. It also provides relevant tools and samples used for Federal Government positions.

Task 1: Determine What Method You Will Use to Conduct Your Job Analysis

The resource, Methods to Conduct a Job Analysis [2.1.4 a.2], provides information on three traditional job analysis methods, and can help you determine which of the methods, or whether a combination of methods, is best suited for your organization. It can also help in gathering information about the selected position. Job analysis methods include:
  • Interviewing (structured or unstructured) incumbents and supervisors;
  • Using questionnaires (structured, open-ended, or both);
  • Observing and gathering background information; and
  • Keeping a diary – asking employees to record information about their daily tasks and the time it takes to complete the tasks.

Task 2: Determine Who Should Be Involved in the Job Analysis

The resource, Who Should Be Involved in Job Analysis? [2.1.4.a.3] provides a list of informers who possess certain knowledge about the job position and should be considered for involvement in the job analysis process.

Task 3: Implement the Job Analysis

In addition to utilizing one, or a combination, of the job analysis methods described above, there are other key tasks that will improve the job analysis. These include online research, review of professional literature, and discussions within membership or professional organizations.

See Additional Resources to Help with Job Analysis [2.1.4.a.4] for lists of online and other resources related to core competencies, certification, licensing, and credentialing; key attributes of personnel and occupations; and uniform professional and legal guidelines for employee selection.

Task 4: Review, Summarize, and Document the Data Collected

Once the data is collected:
  • The tasks should be grouped into related “functional areas.”
  • Tasks that are unnecessary or do not relate to the job function (for example, they have been addressed by staff but do not relate to the position) should be eliminated.
  • Complicated tasks should be broken down spelling out abbreviations and acronyms.
  • Functional areas should be listed in order of importance.

Task 5: Verify the Job Analysis Information

Incumbents, those currently holding the position, and their supervisors, along with anyone who is currently completing tasks in the assigned functional areas, should review the data to verify both the functional areas and priorities assigned to each. The language and terminology should be standardized. Not only will involvement of incumbents and supervisors help verify the data, but also it will increase their acceptance of the resulting job description.

After the verification by incumbents a final check is required to make sure the information is consistent with the data. The end result of a job analysis is to have information to build an appropriate job description.

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