Author: Keishala Brooks

Job descriptions are very vital to the recruitment and selection process. They are the first thing that a potential employee will associate with the company. It’s part of the companies Brand, its important that job descriptions have clearly outline the key responsibilities of the role, list most necessary qualifications and also give a brief scope of the role. Like Jill Bidwell mentions in the Job Worth doing Article “Job descriptions is the mother of all HR processes”(Jill Bidwell) because the job description is what creates your talent pool of future employees. If you have the Job description that are properly done and get the message out for the quality of candidate you want, you will attract the right talent who in returns properly runs and expand a company. That’s why clarity and accuracy are probably the most difficult thing about creating a good quality job description.

I say accuracy is one of the biggest challenges with job descriptions because roles often evolve over time. If you’re still using the same job description even after the role has changed, you’re more likely to attract unqualified candidates. Just because the description may have brought in great talent in the past doesn’t mean it still fits the current needs of the position. As roles shift, so do the responsibilities and qualifications so the job description needs to shift as well. When it evolves with the role, the candidate pool may get smaller, but the quality of applicants increases.

This is important because if job descriptions don’t stay up to date, companies end up spending more money on “training and development” (Kathryn, 2013). You’re hiring people who aren’t truly prepared for the job, and that means more time and resources spent trying to get them there. But if job descriptions are reviewed and maintained for accuracy, companies are more likely to attract qualified candidates who need less training. It can be hard to keep descriptions accurate without a system in place, but it’s worth the effort to make sure you’re attracting the right people from the start.

Source:

1. Jill Bidwell, PHR, a senior HR generalist at Sauer-Danfoss in Ames
2. Tyler, Kathryn. “Job Worth Doing: Update Descriptions.” HR Magazine, 1 Jan. 2013.[https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions]

When searching for a job, most of us want to find a place that offers competitive pay and benefits that make the work experience enjoyable. After reviewing the 2020 Fortune Best Companies list, I noticed a few companies stood out because of employee feedback and factors such as employee tenure. Take Wegmans, for example. As a retail company operating in one of the most challenging industries—retail and hospitality—it is impressive to see how well they perform. Having worked in entry-level and higher-level roles in this industry, I can attest that it is known for high turnover rates. However, Wegmans stands out, with 31% of its employees staying for two to five years and an impressive 91% of employees reporting they enjoy working there.

Companies like Workday and Cisco, which also operate in customer-facing industries, have excellent employee retention rates, with 93% and 94% of their employees saying their companies are great places to work. These companies share common traits: high retention rates and diverse workforces, including employees from multiple generations such as Millennials, Gen X, and Baby Boomers. From this week’s learning materials, I have come to understand that a good frontline manager is crucial to their team’s success. This week’s readings challenge the traditional “Golden Rule” (Buckingham & Coffman, 2016, p. 2), suggesting that effective managers attract top talent.

The companies listed on the 2020 Fortune list excel at building strong teams. I was reminded of a popular quote circulated in Forbes and other professional blogs stating, “Good people don’t leave bad jobs; they leave bad bosses” (Kelly, 2019). This is often the key to improving “sales, profit, growth, retention, and customer satisfaction” (Buckingham & Coffman, 2016, p. 4). After reflecting on this week’s reading and lectures, I can csay Michael’s management style resonates with me. It’s a style that I thrive in and would love to adopt in my approach to managing a team.

This week’s materials really shed light on HR management and recruitment functions. While great managers attract top talent, finding this talent in today’s competitive job market is no easy task. Our focus wasn’t just on HR functions like recruitment and selection but also on diverse management styles and how successful managers tailor their approaches to meet the needs of their teams, doing away with standardized management styles.

Sources:
Buckingham, M., & Coffman, C. (2016). First, Break All the Rules: What the World’s Greatest Managers Do Differently. 2016 edition.
Kelly, J. (2019). “People Don’t Leave Bad Jobs, They Leave Bad Bosses: Here’s How To Be A Better Manager To Maintain And Motivate Your Team.” Forbes.