Capella University Job Analysis for Regional Sales Representatives Memorandum

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.

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.

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:

• Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). AMACOM.     
  • Read Chapters 5–7.
  • Review Chapter 6.
• 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  the following U.S. Department of Labor-sponsored website of occupational  information containing a database of both standardized and  occupation-specific descriptors.

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

• Identify the knowledge, skills, and abilities required for this position.
• Identify wage information and employment trends for this position in a selected state.
• Articulate the components of a job description for a position.
• Explain why a job analysis is a requirement for any recruiting and  selecting process; refer to specific uniform guidelines and court  rulings.
• 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
• Print 
  • Sady, K., Dunleavy, E., & Aamodt, M. (2013, November 12). UGESP series #6—The purpose and importance of job analysis research [Blog post]. http://www.dciconsult.com/ugesp-series-6-the-purpo…
  • 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? http://www.shrm.org/templatestools/hrqa/pages/cond…
  • U.S. Office of Personnel Management. (n.d.). Job analysis. http://www.opm.gov/policy-data-oversight/assessmen…
• .
• 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 validity. Journal of Occupational & Organizational Psychology,  85(2), 330–352.
• Giordano, A., Clarke, P., & Borders, L. D. (2013). Using motivational interviewing techniques to address parallel process in supervision. Counselor Education and Supervision,  52(1), 15–29.
• Mansfield, R. S. (1996). Building competency models: Approaches for HR professionals. Human Resource Management,  35(1), 7–18.
• Wood, L. (2013, July 4). Getting the whole truth: Interviewing techniques that get you the information you need in today’s environment. M2 Press Newswire [Dublin], 1.