Career Development Plan Part I- Job Analysis and Selection

Topics: Customer service, Sales, Sales process engineering Pages: 5 (1655 words) Published: August 24, 2009
InterClean, Inc.
To:Sales Supervisory Team and human resources department
From:KC Sales Manager
Date:August 24, 2009
Re:Career Development Plan Part I- Job Analysis and Selection Now that InterClean, Inc. has merged with EnviroTech some changes in the structure of the company are going to be made. The company will no longer sell only cleaning products but will also provide full-service cleaning solutions for organizations in the healthcare industry. A new sales team that will be using a specialized development plan to help the team succeed with the company’s new strategy. The specialized development plan will be known as the Career Development Plan. The plan will be in four stages. The first stage that will be discussed at this time will be to conduct a job analysis, create a workforce planning system on sales development, and selection of the new members of the sales team. Since the sales team is going to be restructured, a new job analysis will be done for all the new salesperson positions in InterClean, Inc. In order for the right candidates to be chosen, KC who is the Sales Manager will be using specific job analysis methods to help her understand what the position entitles. The methods she will be using are but not limited to the following: observations, structured questionnaires, job performance, and training (Cascio, 2006). KC would be able to observe the current sales representatives to see the daily activities for the position and get a better understanding of the position. Another analysis method that should be used is structured questionnaires. Cascio (2006) stated, “These questionnaires list tasks, behaviors (e.g., negotiating, coordinating, using both hands), or both. Tasks focus on what gets done. This is a job-oriented approach. Behaviors, on the other hand, focus on how a job is done. This is a worker-oriented, or ability-requirements, approach. The ratings provide a basis for scoring the questionnaires and for developing a profile of actual job requirements. One of the most popular structured questionnaires is the position analysis questionnaire (PAQ)” Chap. 5, p. 165). KC will be using a structured questionnaire specifically the position analysis questionnaire (PAQ). According to PAQ Services, Inc. (2009), "the position analysis questionnaire is a structured job analysis questionnaire containing 194 items called job elements. These elements are worker-oriented. Each job element is rated on six scales: extent of use, importance, time, possibility of occurrence, applicability, and a special code for certain jobs” (para. 3). KC finds that by using the PAQ she will have even more in depth understanding of the sales position and to be able to choose appropriate candidates. The third job analysis method KC will use is to understand the job performance. Cascio (2006) stated, “with this approach, an analyst actually performs the job under study to get firsthand exposure to what it demands” (Chap. 5, p. 165). Because KC will already be using the observations and structured questionnaires methods, she will already have a good understanding of the job performance and know what the job requires for a potential applicant. Lastly, KC may need to also use the training method. With the training method, KC will be able to identify and determine what training is needed for the position (, 1999). She will be able to get a feel of what training material will be needed as well as being able to get an idea of the effectiveness of the training that has been provided (, 1999). KC knows that the training is essential for the sales team to be at “their” best and be current and ahead in the industry. With the job analysis completed, KC will now be able to go in further detail of the job duties and specifications that will pertain to the new sales department. Now that a job analysis has been done for the sales position, the next step is providing the job duties and...

References: Cascio, Wayne F. (2006). Managing human resources: productivity, quality of work life, profits (7th ed.). [University of Phoenix Custom Edition e-Text]. New York: McGraw- Hill. Retrieved May 3, 2009, from University of Phoenix, HRM531 - Human Capital Management. (1999). Job analysis: overview. Retrieved May 3, 2009, from
PAQ Services, Inc. (2009). PAQ job analysis questionnaire. Retrieved May 3, 2009, from
University of Phoenix. (n.d.). Employee Profiles. Retrieved May 1, 2009, from University of Phoenix, Week Two, HRM/531 Human Capital Management.
University of Phoenix. (n.d.). Scenario: InterClean, Inc. Retrieved May 1, 2009, from University of Phoenix, Week One, HRM/531 Human Capital Management.
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