Successful recruitment and selection starts with identifying and defining the right job and how the manager defines successful performance by the jobholder in that job.
It’s never a case of simply giving the job a title – such as ‘accountant’, ‘technician’ or ‘developer’. All too often, managers believe they need one thing, when, on analysis, they need something else. A good example is the assumption that they need a sales person, when on analysis they actually need a product manager to define what’s to be sold online.
We begin by showing how necessary jobs can be identified using a concept model of the whole firm. We show too how jobs can change over time, to have jobholders specialise.
Jobs are key to employee motivation. If a manager designs a bad job, there will be no motivation and hence no performance, so we illustrate how good jobs lead to good job descriptions and good jobholder responsibilities and accountabilities.
In this webinar we’ll:
- Show how to model a firm to capture all the necessary functions to be done;
- Show how functions can be aggregated to form various different jobs;
- Teach how to design jobs for maximum motivational effect;
- Identify the purpose and primary responsibilities and accountabilities in each job; and
- Begin to determine the characteristics of the people who will excel in those jobs as preparation for Webinar 3.
By the close, you’ll understand how to analyse a firm to reveal the functions needed and how to develop functions into jobs that will motivate jobholders.
About the Presenters
John is an alumnus of Loughborough University of Technology, the Open University Business School and Birkbeck, University of London, in engineering, management and organisational psychology. He has run technology and engineering companies and led R&D activities in SMEs and multi-nationals over the past 30 years. He has been instrumental in driving public and corporate policy across technology and engineering for firms and governments. In a global career, John has led teams in 32 countries. He is a Chartered Manager and a Chartered Engineer.
Over the past 30 years Sue has led the human resource function in several firms, heading up and driving organisational improvement and change across chemicals, aerospace, education and charities sectors. She has been instrumental in shaping relationships between people and organisations in pursuit of growth and prosperity for all. Sue is an alumna of Newcastle University, De Montfort University and the Open University in education, human resource management and psychology & economics. She is a Chartered Fellow of the CIPD.
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