Human Resource Management

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CHAPTER

4

JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS

159

RECRUITING IN EUROPE
John graduated from a British university with a degree in
human resource management; it was ihere that lie met
Marie, a French Erasmus student. Marie had wanted to go
back home, so |ohn had secured a fob in a recruitment
agency in Marseille, France.

The agency, headquartered in Barcelona and Madrid
(Spain), Talent Spotting Spectrum (TSS), is a human
resources consulting agency specializing in the recruit_
ment and selection of international stafi and sales staff.
TSS has a workforce of 25 people, led by two managers
with 19 tenured employees. They have four outsourced
IT technicians. Last year, they opened the French office;
next year, they plan to open another in Turin, Italy, and
then expand to other European regions where opportunities

are growing.

John's first job is to write job descriptions for two
generic posts, which will be opened in each new office; the
descriptions are to be written in English.

TheJobs

.
.
.
.
.
.
.

Accounts Manager:
Analyze new business opportunities
Deliver formal business presentations
Manage a team of HR consultants
Select, interview, and present candidates to clients

HR Consultant:
Flnd the right person to match requirements

Maintain excellent relations with clients

Advertise job opportunities on the different TSS Web
sites and find r6sum6s that have been posted on others

Ouestion
1. Using the duties listed above, make

a

list of the

comDe_

tencies required for each job.
Source: Data collated by Claire Mennessier, Charlotte Morel, and Estelle Seban.

wwwtalentsearchpeople.com.

CARTER CLEANING COMPANY

TheJob Description
Based on her review of the stores, Jennifer concluded that

one of the first matters she had to attend to involved devel_ oping job descriptions for her store managers.
As fennifer tells it, her lessons regardiig job descriptions in her basic management and HR minagerient courses were

insufficient to fully convince her of the pivotal role job
descriptions-actually play in the smooth functioning of an
enterprise. Many times d-u1ing her first few weeks on iire job, fennifer found herself asking one of her store
-urrug.r, lvhy
hewas violating what she knew to be recommended Jompany
policies and procedures. Repeatedly, the answers were either 'Because

I didn't know it

was my job,, or ,.Because

I didn't

know that was the way we were zupposed to do it.',
Jennifer
knew that a job description, along with a set of standards and procedures that specified what wis to be done and how to
do
it, would go a long way toward alleviating this problem.
In general, the store manager is responsibie for directing

,,

all store activities in such a *ay that quality work is prof duced, customer relations and sales are maximized, and
profitability is maintained through effective control of labor,

supply, and energy costs. In accomplishing that general aim,

a specific store manager's duties and responsibilities include

quality control, store appearance and cleanliness, customer
relations, bookkeeping and cash management, cost control
and productivity, damage control, priiing, inventory con_
trol, spotting and cleaning, machine mainlenance, purchas_
ing, employee safety, hazardous waste removal, human
resource administration, and pest control.
The questions that Jennifir had to address follow.

Ouestions

l.

What should be the format and final form of the store
manager's job description?
2. Is it practical to specif,i standards and procedures in the body of the job description, or should these be kept
separate?

3. How should |ennifer go about collecting the informa_
tion required for the standardr, pro."drrres, and job
description?

a.

{hat i1 fo.ur opinion,
description look like

should the store manager,s job

and contain?

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