There are those selection and recruitment specialists who are adamant that the basis of job analysis should include a complete understanding of the culture of the hiring organisation. So, needless to say, a large Consulting Group with a hands-on approach would certainly have to look at the company as a whole in order to appreciate its philosophy.
Probably one of the main reasons why a, suitably qualified, new incumbent doesn’t quite cut it, is because of a mismatch of culture. The new staff member has not only become an employee of the company but it is expected also to become a devotee and upholder of the traditions and customs of the organisation.
Perhaps the new Appointee has been used to utilising an independent approach, but the edicts of the new company culture are such that corporate rules must be strictly obeyed. Maybe the new Appointee has worked alone in the past and expects to do so in the new company; however, the custom of the new company culture is to promote team working and group decisions.
Once the culture of the company has been acknowledged, next, one should identify the fundamentals of the job so as to provide the basic yardstick when interviewing the Candidates. Now you have the point of reference which will indicate whether or not the Candidate will satisfy the requirements of the job. Determining the reason for the job will lead on to considering the amount of subordinates who will report to the new Appointee and also measuring the assets to be controlled. The central issue here being whether or not the Candidate will have the ability to cause things to happen in such a way as to accomplish the goals of the company
It has to be a given that the majority of Candidates will be able to do the basic job. Therefore, the major issue regarding job analysis should be about the Candidate’s ability to deal with the mid-term challenges of the employment. In other words the hurdles and objectives which the Recruiter identified prior to the Interview, as being crucial to the sustainability of the Candidate in the position offered. This will now enable the Recruiter, either during or after the Interview, to answer the question of whether or not the Candidate is the type of person who is likely to have the ability to deal with obstacles and meet targets.
Lots of companies have realised their mistake months after hiring an Applicant when they’ve discovered that the Applicant is only capable of executing the immediate current tasks but hopelessly at sea when confronted with any projection of the duties or futuristic advancement of the position they currently hold. This, unfortunately can slow down entire departments and thus have a highly negative effect not only on morale in general but also on budgetary matters.
Where most Recruiters fall short of the mark is that they stop at the Mid-Term Challenge and rest on their laurels feeling they have done a better job than most. Alas, this is not the case and especially in this hi-tech world of ours we must equip ourselves with futuristic vision so that we can assess whether or not the Candidate has the ability and willingness to move on to better accomplishments and higher goals. Recruiters nowadays must ask themselves if the Candidate has the ability to reason in the abstract in order to go beyond the current situation and visualise innovation in an advanced form.
In other words, when the Recruiter has isolated the mid-term challenges through which the new Appointee will be able to make a large contribution to the company, they should also bear in mind that they will require further growth and a certain amount of inventive contribution from the Candidate currently before them.