As another example, there may be an emergency in the establishment. It would take too long for management to communicate with staff through the official lines of communication as shown on the organisational chart but the grapevine will pick up on the crisis, and deal with it instantaneously. An effective manager accepts the presence of the grapevine and learns to use it to their advantage by tapping into it, using it and supplying it with information. 1.7 Introduction A standard requirement as part of staffing practice in every establishment should be to undertake a job analysis for every position identified on the organisational chart. This Section identifies what a job analysis is, why they are done and how to do them. – defined A job analysis is the gathering all the relevant facts, details and information about a job. It is done to: Identify all the tasks and duties involved in carrying out the job in question Determine and describe how all those tasks are linked together and executed Identify the precise nature of the skills, qualifications and experience needed to do the job. The job analysis also identifies peripheral but vital issues such as: Authority limits of the job – of authority Operational relationships between the job and other departments/jobs Positional responsibilities accompanying the job. Why undertake a job analysis?
Where this package is used as part of a career fair it can be referred to as an ‘event package’. The package can contain a variety of information but is essentially aimed at providing background and supplementary information of a generic nature about the organisation. It is commonly used by larger businesses. The information contained can include: Details about the history of the business – where and when it started, who started it Statistics outlining size and scope of the business, number of people served, number of staff employed, turnover Awards – detailing any industry awards or prizes the business has one over the Rates – sample menus, wine lists, room rates, schedules, time tables Locations of the business – detailing where the organisation has properties, outlets, offices or agencies Career – outlining the positions available for employees within the business Policies – containing essentials of the specific employment-related company policies Photographs – showing the facilities and thereby indicating the expected dress and personal presentation standards required from applicants. Compliance with relevant legislation It is necessary for you to identify and become familiar with the specific legal obligations imposed on employment advertisers by your relevant national agency. In general terms, job vacancy advertisements should ensure they:
Make it clear all people with the right skills, qualifications and experience will be considered for the position thereby indicating compliance with EO requirements Mention any flexible working arrangements in place or that will be considered for the right person to highlight preparedness to hire mature age people, working parents and care-givers Avoid words such as ‘young’ and ‘mature’ as well as specifying age ranges or limits are unlawful so the wording of the advertisement is age-neutral. If you are looking for mature age workers, consider replacing the terms 'senior' or ‘mature person’ with ‘experienced’, or ‘able to work unsupervised’ Avoid any reference to race, religion, marital/parental status or other personal characteristics. Focus the advertisement on the specific skills and qualifications required Include a statement such as 'we are an age-friendly organisation' or 'people of all ages are encouraged to apply' to demonstrate there is no age-based discrimination Contain gender-neutral terminology. For example use ‘Supervisor’ instead of ‘Foreman’, use ‘Room Attendant’ instead of ‘House Maid’ and use ’Waiting staff’ instead ‘Waitresses’. Some job vacancy advertisements contain a statement at the bottom of the advertisement to the effect ‘We are an Equal Opportunity Employer – for details of our EO policy please visit forthecompany Work Projects
Alternatively many interviewers prefer to keep the interview questions secret and judge the candidate’s reaction ‘on-the-spot’, evaluating their ability to ‘think on their feet’, and believing these immediate responses are most likely to provide a better insight into the applicant.