To discuss why job analysis is sometimes said to be the ‘cornerstone’ of all the humanresource management practices and activities, six Human Resource functions or practices arelisted and then showing how job analysis data is utilised in each of these activities. Jobanalysis is aptly called so because success or failure of the human resource function in anorganisation can directly be attributed to the consequences of job analysis(Siddharth, 2009October). Siddharth (2009) further contends that Job analysis encompasses understanding andclosely evaluating the knowledge, skills and attitudes required by an individual in performinga particular role. It’s like performing a Personal Profile Analysis of an invisible person. Once performed, job analysis would throw open a plethora of answers to how Recruitment,Performance Management, Training, Compensation benchmarking and several other processes should follow for the incumbent on the said job. Job analysis refers to proceduresfor systematically understanding the work that gets done in an organisation and the basic goalis to understand what people do, how they do it and what skills they need to do the work well(Jackson & Schuler, 2003). According to Jackson & Schuler, the results of the job analysisare used to write job descriptions. A job description spells out essential job functions,describes the conditions in which the job is performed and states special training or certification requirements for the job. For employees, job description produced through jobanalysis serves as a guide to work behaviour while for supervisors and managers; a jobdescription serves as a guide to performance evaluation and feedback. This essay thereforefocuses on trying to show that job analysis provides the foundation upon which to buildvirtually all components of HR system identified as follows;.
RECRUITMENT AND RETENTION
Recruitment involves searching for and obtaining qualified applicants for the organization toconsider when filling job openings(Jackson & Schuler, 2003). In the function of recruitmentthe job analysis would determine recruitment sources and methods. To find the most suitableemployees for jobs and thus for the organisation as a whole, those involved in employeerecruitment need to be fully aware of the relevant job description and person specificationwhich can only be derived from comprehensive job analysis(Baired etal, 2008).Effective programs for recruitment should attract suitably qualified applicants and discouragethose who are unsuitable. One would therefore say that knowing a defined set of competencies allows one to more efficiently target, within a candidates population thosecompetencies for recruitment.3