Branch Manager - Job Analysis and Description - Resume/CV Example

Job analysis Name Course Institution Date Job description Job title: Branch manager Duties: Marketing together with promoting the branch as well as its products Planning as well as directing the operations within the branch while also administering the performance of the entire branch. Supervising the human labour within the branch Providing the highest level of customer service together with resolving any complains and problems Evaluation of the employees performance Ensuring the branch targets are met Coordinating the branch with the head offices as well as ensuring that the employees meet the organizational goals and objectives. Reporting to the regional manager. Job analysis Job analysis can be described as the process of recounting as well as documenting the job aspects while also given specifications of the requirements and skills required to perform the job (Brannick & Levine, 2002). The most important reason for doing a job analysis are to prepare job specification and job description which later assist in hiring workers of the highest quality with the desired skills and at the right time. Job specification and job description also presents conclusions for job evaluation (Brannick & Levine, 2002). A job analysis ought to recognize the sorts of advances and hardware that are to be utilized at work and bring up the sorts of training and experience that are needed for the occupation to be carried out effectively. This data is utilized to set up a set of expectations, which expresses the particular obligations of a man in the occupation (Brannick & Levine, 2002) .Human resource managers likewise utilize the job analysis information to direct other human resources exercises, for example, enlistment and selection, execution assessment, and the outline of preparing and profession improvement programs (Brannick & Levine, 2002). To effectively anticipate the future, associations chipping away at a key arrangement need to direct job analysis for their present positions and conceivable upcoming positions (Hartley, 1999; Singh, 2008). This will assist them to figure out if the required capacities and capabilities can be found in their current workforce, whether it would be helpful to attempt broad preparing for current representatives, or whether enlisting new individuals is the best arrangement (Anderson, 2005; WorldatWork, 2007). According to Brannick & Levine (2002), Job analysis is taking into account work information. Henceforth the inquiry: how to gather employment related information? Assortments of routines are accessible for gathering employment data (Cardinal & Florin, 2012). The strategy that was verifiably connected to the idea of occupation examination was perception supplemented by the interview (WorldatWork, 2007). As of late, check lists, personnel records questionnaires, technical conference, critical incidents, and diaries have additionally been tested for gathering occupation related information (Brannick & Levine, 2002). Methods of data collection Work investigation techniques can be arranged into four fundamental sorts: (1) interview techniques; (2) questionnaires; (3) observation methods, including employment inventories or agendas. This area portrays and examines these routines (Anderson, 2005). Observation methods Under this technique, information is gathered through watching a representative while at work. The employment investigator on the premise of perception painstakingly records what the labourer does, how he/she does, and the amount of time is required for consummation of a given errand (Cardinal & Florin, 2012). This is the most solid technique for looking for direct data identifying with work. Three techniques for employment investigation in light of perception are (WorldatWork, 2007): (1) work strategies examination, including time and movement study and micro-movement examination; (2) the critical incident procedure; and (3) direct observation (Anderson, 2005). In spite of the fact that they utilize the same system, these systems vary regarding who does the watching, what is watched, and how it is watched (Hartley, 1999; Hr-guide.com, 2015). This strategy is suitable for employments that comprise principally of noticeable physical capacity, short employment cycle exercises (Cardinal & Florin, 2012). The employments of artist, repairman, weaver or spinner are the illustrations of such occupations (Diamantidis & Chatzoglou, 2011). Notwithstanding, the other side of this strategy is that this system is not suitable for occupations that include imperceptible mental exercises uncover covers and hazy areas and have not finish employment cycle (Anderson, 2005; Singh, 2008). That the time it now, prolonged is it’s yet an alternate impediment. Given these, the employment examiner needs to be very adroit in gathering information about occupations with a high level of tact or choice substance. Preparing can make the occupation investigator dexterous (Cardinal & Florin, 2012). Direct observation Utilizing direct perception, as the man leading the investigation it was basically watching the branch manager in the execution of his obligations, recording perceptions as they are made. As the analyst i was taking general notes or works from a structure which has organized classifications for input. Everything was watched: what the labourer achieves, what hardware is utilized, what the workplace is similar to, and whatever other components pertinent to the employment (Hartley, 1999). Direct perception techniques have specific common confinements for occupation investigation purposes (Hr-guide.com, 2015). To begin with, they can't catch the mental parts of occupations, for example, choice making or arranging, since mental methodologies are not detectable (Patterson, Ferguson & Thomas, 2008). Second, perception strategies can give little data identifying with individual prerequisites for different employments on the grounds that this sort of data is additionally not promptly recognizable. In this way, perception techniques give little data on which to base employment determinations (Anderson, 2005). Advantages This method allows the job analyst to collect first hand information from the employees. The method is also simple to use (Singh, 2008). Observant ion as a method of job analysis data collection is used to verify data from other different sources. It’s also useful for psychomotor and manual jobs (Cardinal & Florin, 2012). Disadvantages Observation is time consuming as it entails trailing the employees all the time and watching how they perform the job. Due to this, the method here may be biasness in analysing the employee due to the relationship between the analyst and the employee (Thomas, Buboltz & Winkelspecht, 2004). Only a small number of employees can be analysed at the same time, hence the size of the sample is small. The method requires a skilled and experienced analyst who cannot be influenced by the employees (Hr-guide.com, 2015). Another disadvantage of observation is that the reliability and validity of the collected data maybe a problem. For this reason, the method cannot be used to analyse tasks that are mostly consisting of mental jobs (Diamantidis & Chatzoglou, 2011). Interview techniques Interview methods include examinations between employment examiners (or different questioners) and occupation inhabitants or specialists. Interviews conducted on a balanced premise are called individual meetings (Diamantidis & Chatzoglou, 2011). Interviews with gatherings of two or more employment inhabitants are called gathering meetings (Thomas, Buboltz & Winkelspecht, 2004). Work investigation information from individual and gathering meetings with representatives are regularly supplemented by data from chiefs of workers whose occupations are broke down (Patterson, Ferguson & Thomas, 2008). Work examination meetings can likewise be held with a little board of specialists, for example, managers or long-term representatives who are extremely acquainted with the occupation (Thomas, Buboltz & Winkelspecht, 2004). Meetings of this sort are called specialized gatherings. The deciding result of a specialized meeting is a set of responsibilities that mirrors an agreement of the specialists' reasoning (Cardinal & Florin, 2012). Meetings can be unstructured, with inquiries and zones of discourse unspecified, or they can be all the more exceptionally organized, spelling out every point for exchange. Utilizing an organized organization improves the probability that all parts of a vocation will be secured in a meeting (Thomas, Buboltz & Winkelspecht, 2004). Further, utilizing a more organized arrangement empowers gathering of practically identical information from all persons talked with, making data grouping simpler (Patterson, Ferguson & Thomas, 2008). Mostly the employees may feel scratchy when they are interrogated for a Job Analysis. The worker may sense that the outcomes of the job analysis can negatively have an effect on them in terms of working conditions or salary (Diamantidis & Chatzoglou, 2011). When conducting the job analysis for branch manager, I helped the branch manager feel at ease and welcome. I broke the ice by being welcoming and warm. I offered coffee to the branch manager; i asked the manager whether he had any trouble with me doing a job analysis on him. Handful minutes of enjoyable general talk created an encouraging tone to conduct the interview. I had arranged a private place where we conducted the interview where the interruptions were minimal. This helped the manager to feel comfortably and was at peace when the interview was being conducted. This helped the manager to speak candidly about his job. I gave the manager an overview of the interview process taking a few minutes to recap the essential functions of the job, and to give explanation why it was important for the job analysis to be conducted. The manager was let know that a few minutes were needed every now and then to write down my thoughts or their comments. I explained that my notes will be helpful later as I prepare the job description. Advantages of interview method The strategy is helpful for figuring out whether the candidate has essential open or social aptitudes which may be fundamental for the occupation. Questioner can get supplementary data. System used to evaluate hopefuls' verbal familiarity. The strategy can survey the candidate's occupation learning which will help in determination of similarly qualified candidates (Thomas, Buboltz & Winkelspecht, 2004). It empowers the director and/or associates to figure out whether there is compatibility between the candidate and the workers and permitting the candidate to make inquiries that may uncover extra data valuable for settling on a choice. An alternate point of interest is that the meeting may be altered as expected to accumulate vital data (Diamantidis & Chatzoglou, 2011). Disadvantages The strategy has some significant setbacks in that subjective assessments are made. The choices have a tendency to be made inside the initial few minutes of the meeting with the rest of the meeting used to approve or defend the first choice and this perhaps an exercise in futility for the representatives (Patterson, Ferguson & Thomas, 2008). With this system, Interviewers structure generalizations concerning the qualities needed for accomplishment at work. An alternate setback is that exploration has demonstrated unbalanced rates of choice in the middle of minority and non-minority individuals utilizing meetings (WorldatWork, 2007). Amid the meeting procedure, negative data is by all accounts given more weight while very little confirmation of legitimacy of the choice method. Ultimately yet not the slightest, the technique is not as solid as tests (Hr-guide.com, 2015; Thomas, Buboltz & Winkelspecht, 2004). References Anderson, N. (2005). Handbook of industrial, work and organizational psychology. London: SAGE Publications. Brannick, M., & Levine, E. (2002). Job analysis. Thousand Oaks, Calif.: Sage Publications. Cardinal, K., & Florin, B. (2012). Handbook for Conducting Compensation and Benefits Surveys. Scottsdale: WorldatWork Press. Diamantidis, A., & Chatzoglou, P. (2011). Human resource involvement, job-related factors, and their relation with firm performance: experiences from Greece. The International Journal Of Human Resource Management, 22(7), 1531-1553. doi:10.1080/09585192.2011.561964 Hartley, D. (1999). Job analysis at the speed of reality. Amherst, Mass.: HRD Press. Hr-guide.com,. (2015). HR-Guide Homepage. Retrieved 29 March 2015, from http://www.hr-guide.com Patterson, F., Ferguson, E., & Thomas, S. (2008). Using job analysis to identify core and specific competencies: implications for selection and recruitment. Medical Education, 42(12), 1195-1204. doi:10.1111/j.1365-2923.2008.03174.x Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87-99. doi:10.1016/j.hrmr.2008.03.004 Thomas, A., Buboltz, W., & Winkelspecht, C. (2004). JOB CHARACTERISTICS AND PERSONALITY AS PREDICTORS OF JOB SATISFACTION. Organizational Analysis, 12(2), 205-219. doi:10.1108/eb028993 WorldatWork. (2007). The WorldatWork Handbook of Compensation, Benefits & Total Rewards: A Comprehensive Guide for HR Professionals. John Wiley & Sons, Incorporated. Read More