Conduct a Job Analysis to Increase Hiring Compatibility

Analysis 1When it’s time to hire someone, the process is often geared toward looking outward. You look at candidates’ resumes, meet with them and, based on their experience and education combined with interview proficiency, decide whether to hire them. In an effort to dig deeper into creating the right fit between the candidate and your company, you should focus your attention inward, too. A job analysis is a critical step for ensuring that your candidate will fit the job and the culture of your organization.


There are many ways to conduct a job analysis, but you can design a process that works for your situation and that can be reproduced for future hiring purposes. You need to consider the long-term implications of a new hire, including team building and planning for agility. Here are some of the areas you might include in your job analysis:


Communication style: Does your company thrive on face-to-face relationships, or are you using text messages and regularly including video conferencing?


Making decisions: You might have a more authoritative style of leadership, with decisions issued from the back office. At the other end of the spectrum, your team may thrive best when you discuss alternatives together and come up with a solution that has buy-in from everyone. Being aware of your decision-making style will help you determine which candidates (either internal or external) will thrive in distinct environments.


Technology: The culture of your company may be rooted in process improvement, anchored by the latest technology for maximized efficiency. You may have established a respected place in your field by using tried-and-true methods for your business. An employee’s satisfaction can be influenced by the presence of (or lack of) technology investment that you make in the business.


Flexibility: Many employees value the option of flexible hours or working from home. You need to be ready to talk about whether you are open to discussing a more flexible work schedule and work location when you get ready to hire for a position.


Advancement: Is your company’s style to prioritize promoting from within, or are you interested in getting new talent to contribute to the creativity and ideas in the brainstorming pool? Think about how your organization structures promotional opportunities.


Nuts and bolts: Of course, you need to understand the tasks of the job position. An extensive understanding of the job can be gained by conducting interviews with the current employee in that position or observing them as they work. Take time to talk with both managers and support personnel, too, to get a clear picture of the personality strengths that they have seen thrive in the position.


Keep culture in mind throughout the process. When you interview, consider getting beyond the typical structure of a hiring meeting. Give the candidate time to talk with the individuals that will report to them, as well as the support staff. After the interview, get feedback from these employees and gain insight into how the candidate will fit in the position.


Use data-driven, practical information for hiring. If you have conducted a solid job analysis, a behavioral analysis will give you actual data about the candidate to help determine whether they are a good fit for the job and your organization.


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