HRM textbook

616 PART 5 EMPLOYEE RELATIONS
MATCH THE CANDIDATE TO THE JOB You should now be able to draw
conclusions about the person s knowledge and experience, motivation, intellectual
capacity, and personality, and to summarize the candidate s strengths and limits.
Next, compare your conclusions to the job description and the list of requirements
you developed when preparing for the interview. This should provide a rational basis
for matching the candidate to the job one based on an analysis of the traits and
aptitudes the job actually requires.
Work-Sampling Tests
What should you do if you are trying to hire, say, a marketing manager, and want a
simple way to screen your job applicants? Devising a work-sampling test is one solution.
A work-sampling test means having the candidates perform actual samples of the
job in question. Such tests have face validity (clearly measure actual job duties) and are
easy to devise. Break down the job s main duties into component tasks. Then have the
candidate complete a sample task. For example, for the marketing manager position,
ask the candidate to spend an hour designing an ad for a hypothetical product.
Flexibility in Training
One study of 191 small and 201 large firms in Europe found that smaller firms were much
more informal in their approaches to training and development. 35 Many of the small
firms didn t systematically monitor their managers skill needs, and fewer than 50%
(as opposed to 70% of large firms) had career development programs. The smaller firms
also tended to focus any management development training on learning specific firmrelated
competencies (such as how to sell the firm s products). 36 They did so due to
resource constraints and a reluctance to invest too much in managers who may then leave.
FOUR-STEP TRAINING PROCESS Limited resources or not, small businesses
need training procedures. A simple but effective four-step training process follows.
Step 1: Write a Job Description. A detailed job description is the heart of a training program.
List the tasks of each job, along with a summary of the steps in each task.
Step 2: Develop a Task Analysis Record Form. Rather than the full form we discussed
in Chapter 8 (Training) the small business owner can use an abbreviated
Summary Task Analysis Record Form (Table 18-1) containing four columns to
guide the required coaching.
* In the first column, list specific tasks. Include what is to be performed
in terms of each of the main tasks, and the steps involved in each task.
* In the second column, list performance standards (in terms of quantity,
quality, accuracy, and so on).
* In the third column, list trainable skills required things the employee
must know or do to perform the task. Include skills (such as Keep both
hands on the wheel ) that you want to emphasize in training.
* In the fourth column, list aptitudes required. These are the human aptitudes
(such as mechanical comprehension) the employee must have to be
trainable, and for which he or she should be screened.
Step 3: Develop a Job Instruction Sheet. Next, develop a Job Instruction Sheet for
the job. As in Table 18-2, a Job Instruction Sheet shows the steps in each task
as well as key points for each.
Step 4: Prepare Training Program for the Job. At a minimum, the job s training
manual should include the job description, Task Analysis Record Form, and
Job Instruction Sheet, all compiled in a training manual. Perhaps also include
a brief overview/introduction to the job, and a graphical and/or written
explanation of how the job fits with other jobs in the plant or office.
In terms of media, an on-the-job training program using current employees or
supervisors as trainers often requires only the written materials we just listed. However,
the job may require special training media. For many jobs, vendors like those we
discussed in Chapter 8 provide packaged multi-media training programs.