Job Description
Training and Development Specialist
Job Analysis
Job analysis is essential for competent and goal-oriented human resources management. According to Heneman et al. (2019), job analysis is the essence of the organizational performance and well-aligned functioning of its departments. Such significant importance of this process is validated by the perspective that the accuracy of the collected information and its quality contribute to the understanding of a particular individual’s role in the organizational hierarchy. Indeed, without accurate job analysis, “the organization is greatly hampered in its attempts to acquire a workforce that will be effective in terms of human resource (HR) outcomes such as performance, satisfaction, and retention” (Heneman et al., 2019, p. 156). In the case of analyzing the position of a training and development specialist, the crucial importance of job analysis is even higher.
This assumption is validated by the idea that the qualification, skills, and competencies of an individual in this position predetermine the accomplishment of the whole staff. Indeed, research suggests that “training and development are very vital in today’s situation since most organizations are facing more challenges within themselves to stay ahead in the marketplace” (Okechukwu, 2017, p. 3). Thus, the relevance of selected methods, processes, and resources is pivotal for accurate job analysis and description.
Job Analysis Method, Processes, and Resources Used
The method of job requirement job analysis was used for the job analysis for the position of a training and development specialist. This approach allows for concentrating on tasks, “KSAOs (knowledge, skill, ability, and other characteristics),” and job context, which are essential for the position of a training and development specialist (Heneman et al., 2019, p. 155). As for the processes that have been undertaken according to the selected job analysis method, they were aligned with the common recommendations. As stated by Heneman et al. (2019), “review occupational requirements; collect data on tasks, duties, and responsibilities from incumbents and supervisors; develop job requirements matrix” are essential processes for job requirements job analysis (p. 157). These processes allow for collecting relevant data on the job to create an accurate job description for further recruitment of the best fitting candidate.
As for the resources, several credible sources were used to collect data and provide an informative job description. Firstly, to identify the most relevant skills and competencies, the overall importance of the position to the organization was determined by examining current research on development and training conducted by Okechukwu (2017). Secondly, reliable online resources on HR were utilized to collect information on job context, specific tasks, and KSAOs. In particular, O*Net Online’s “Summary Report for: 13-1151.00 – Training and Development Specialists” (2021) was used, as well as the article by Maurer (2017), which helped to put the job description in an HR context. Overall, these methods, processes, and resources became the core of the job description. In particular, the technique allowed for deciding on the framework according to which the information was collected. The processes helped to retrieve necessary information about tasks, competencies, and skills, as well as their importance and job context. Finally, the identified resources provided accurate information within each of the outlined task dimensions to fill the job description.
Essential Job Functions
When researching the position of a training and development specialist, the essential job functions were identified with the help of analyzing possible organizational goals related to training and development. In addition, common tasks that are performed by training and development specialists and the competencies that are commonly expected from one to fill the job were found. For example, when reviewing the “Summary report for: 13-1151.00 – Training and Development Specialists” (2021), it was identified that education and training were the core knowledge required from a candidate. This knowledge is necessary to allow for performing the tasks of accessing employees, designing, planning, and organizing training programs, as well as “obtain, organize, or develop training procedure manuals, guides, or course materials, such as handouts or visual materials” (“Summary report for: 13-1151.00 – Training and Development Specialists,” 2021, para. 1). Thus, the review of organizational expectations and the tasks needed to be performed helped to design the skills, knowledge, and abilities for the position. As the job description table shows, the tasks, and their respective KSAOs are grouped depending on the task dimensions, namely planning and coordinating, supervision and leadership, and employee training.
The company should update and maintain job descriptions by the regular implementation of job analysis procedures to validate the current job descriptions according to the goals of the company and the actual performance of employees. Past job analysis results should be saved for further examination and comparison since they might be a valuable source of information in consecutive analyses. The descriptions should be reviewed by a company when the organizational strategy is shifting, or human resources methods are changing. In such a manner, the human resource department will be able to adjust the job description to the goals and necessary outcomes that are important for a company at a given time.
Methods, Processes, and Resources for a Company
When conducting a job analysis for a particular organization, some more context-based methods, processes, and resources might be used. In particular, the company’s documentation and records on the performance of past employees in the position might be a useful source of information. In addition, the method of job rewards job analysis or competency job analysis might be applicable to specify the requirements and tasks necessary for the position according to employees and employers (Heneman et al., 2019). Furthermore, to collect the most accurate information for a job description, one might engage in the processes of information collection using employees’ testimonials, journals, surveys, and other organization-specific techniques that would allow for identifying the particularities of the job.
Recruitment Resources
Both internal and external recruitment resources might be used for the position of training and development specialist. In particular, employees’ referrals as an effective external source of hires might be used (Maurer, 2017). In addition, the second external source might be social media, where the company might post the job advertisement, and the third one is online job search databases and platforms (Azmy & No, 2018). According to research, the Internet gains more and more effectiveness in recruiting practices (Azmy & No, 2018). As for an internal resource that might meet the requirements of recruiting for the job position, transitioning from a department to a department or promotion might be effective. The effectiveness of such an approach is validated by the knowledge on internal processes and organizational culture for a training and development specialist to succeed. However, one of the approaches to recruitment that would not suffice the job description is open recruitment. It is invalid in this particular case because the knowledge and competencies in education and training are essential to the position, which is why only candidates with extensive experience should be interviewed.
Selection Tools
When selecting candidates from a pool of potential hires, several selection tools might be effective. Firstly, for the position of a training and development specialist, face-to-face or online video interviewing would be effective since it will allow to exchange of information freely and ensure candidates’ competencies. Secondly, tests might be applicable since they will show the level of knowledge, skills, and abilities of the candidates. Thirdly, test work as a mock performance of daily tasks might apply sine it allows to analyze applicants’ practical skills (Klepić, 2019). However, some of the tools might be ineffective; in particular, telephone interviewing will not allow obtaining a relevant impression about a person’s skills and abilities.
The Use of the Job Analysis Process and Job Description in Human Resources
The job analysis and job description might be used by human resources in areas that are not directly connected with hiring. In particular, one of such areas is the regulation of employee interaction, in which case the reference of a job description or a conducted job analysis would clarify the tasks and responsibilities of particular employees within departments. Another possible area of application is the management of the training of specialists themselves. Indeed, when an employee in the position of a training and development specialist demonstrates incomplete or insufficient performance, the human resources department might use the job description to identify errors or gaps for further training and development. Conclusively, the conducted job analysis and the created job description demonstrate the application of human resource methods, processes, and tools necessary to develop an accurate job description allowing for employing a perfect candidate.
References
Azmy, A., & No, J. S. R. (2018). Recruitment strategy to hire the best people for organization. Journal of Management and Leadership, 1(2), 1-14.
Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2019). Staffing organizations (9th ed.). McGraw Hill.
Maurer, R. (2017). Employee referrals remain top source for hires. SHRM. Web.
Klepić, I. (2019). Correlation of recruitment and selection of human resources and the performance of small and medium enterprises. Our Economy, 65(4), 14-26.
Okechukwu, W. (2017). Influence of training and development, employee performance on job satisfaction among the staff. Journal of Technology Management and Business, 4(1), 1-16.
Summary report for: 13-1151.00 – Training and Development Specialists. (2021). Web.