Running head: INTERVIEWING, ORIENTATION AND TRAINING

Interviewing, Orientation and Training
Greg L. Lamb
Bethel University
Human Resource Management MOD 400
Brandy McAlister-Jones
July 24, 2012

Interviewing, Orientation and Training
Human Resource Management can occupy so many aspects of a job. From the beginning to the end of a job, Human Resources are and will be involved. These functions can include but are not limited to things such as recruiting potential employees, hiring and termination, overseeing the benefit plan, payroll, laws and regulations, and company policies and procedures. Three more of these functions include interviewing, orientation and training of new employees. These three can only be possible if the right documentation is available. This documentation includes a job analysis and a job description of the position that is available for hire (Austin, 2011).
Job analysis can be defined as a study of the work being done or needing to be done. It involves examining the job and what tasks it entails in order to get the desired results. It also involves performing time studies for these tasks to determine how much time is required to get the job done. It includes determining the level of responsibility and at what level the work needs to be supervised. Another aspect needed is to determine if this job is an exempt job or non–exempt. The analysis is also a time to determine what kind of pay will be offered to perform this job. In short, it is what is written in order to write the job description as it gives the necessary details and information needed to do that (Austin, 2011). One cannot have an effective job description without doing a thorough analysis of the job.
An example of this is when I worked at Dana Corporation here in McKenzie. When new technology would come in, they would first pick someone off the shop floor and have them run or manufacture a sample part in order to evaluate the process. They would do time-studies on the manufacturing process and what tools and level of expertise it took on the part of the employee. They would also analyze employee fatigue and establish on what level the employee would become tired and if it would be more beneficial for two or more employees to manufacture this part. On all jobs, the amount of physical activity and skill were also evaluated and therefore determined the job classification and rate of pay that was offered.
After the job analysis is done, the job description can be visualized and developed using the information gathered from the analysis. A job description can be defined as a written account of what the job entails and what duties are expected to be performed. It also includes the person the employee is to report too and the skills and know-how to do the job. A job description is the legal document given to the potential employees for recruiting purposes (Jones, 2011). The Human Resource department needs this for legal purposes including the Equal Employment Opportunity Commission, job title, Department of Labor, and record-keeping (Bethel University, 2011).
These documents are important because it gives managers and supervisors guiding principles on what needs to be considered when hiring, promoting, supervising, and terminating an employee. Over the years, there have been so many laws and regulations put in place and employers need to know these regulations so that when they are asked about certain jobs and are questioned about the decisions made about a certain job, they will have this document to go by. Employers can also use the job description to analyze and support why one applicant was more qualified than another in the hiring process, why certain disciplinary actions were taken in regards to employee performance, or why one employee’s salary is different than another (CSRMA, 2000).
Employers need to make sure that job descriptions are kept current to alleviate the chance that