Module 2 Backgroundjob Analysis Staffing Eeo Diversityjob Analysi ✓ Solved

Module 2 - Background JOB ANALYSIS; STAFFING; EEO; DIVERSITY Job Analysis Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis†(sometimes called “job studyâ€). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like. The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization).

All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job. To learn how job analysis relates to human resource planning, view the following video: As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow. The following video explains the importance of the staffing function. Equal Employment Opportunity: Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.

Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns. EEO involves many different areas to study, including discrimination and affirmative action. The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law.

But the process does not stop there. Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve? The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own.

The ability to effectively consider all employee contributions provides organizations with a competitive advantage. It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations. It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth. Managing diversity often includes changing the company culture.

Employees need to feel comfortable working in their work environments. Finish this module by reading the following: Marshall, P. (2010, April). Taking action on diversity. The Canadian Manager, 35(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.

Jusko, J. (2011). Cutting costs without cutting people. Industry Week, 260(4), 30-n/a Optional Sources for Module 2: Fox, A. (2011, May). Mixing it up. HR Magazine, 56 (5), 22-27.

Retrieve from ProQuest in the Trident online library. Job analysis background research [PowerPoint slides]. Retrieved from Management Study Guide. (2016). Approaches to job design. Retrieved from Owens, D. (2011, May).

Bank on diverse talent. HR Magazine, 56 (5), 32-33. Retrieved from ProQuest in the Trident Online Library. Perrett, B. (2013). Halving labor costs.

Aviation Week & Space Technology, ), 52. Retrieved from EBSCOhost in the Trident Online Library. First Post—Week 1 of the Module In this discussion, respond to the following questions: 1. Learn which employers are the top 50 companies for diversity in 2018 according to Diversity Inc. Select one of the companies listed on the Diversity Inc. list.

Refer to that company by name. Research its diversity and inclusion initiatives. The 2018 Diversity Inc. top 50 companies for diversity. (2018). Retrieved from . 2.

Compare and contrast the company’s diversity and inclusion efforts with those of your own organization or another one with which you are familiar. Discuss what one or both of these companies say formally about the importance of inclusion of diverse groups. Do you think they walk their talk? Why? 3.

Examine the equal employment opportunity (EEO) efforts and/or affirmative action efforts of your own company or another one with which you are familiar. What does this company say formally about those efforts? Are those efforts the same or different than its diversity and inclusion efforts? Why? Support your initial response with information from at least four reputable sources (library and/or Web-based) and provide the full citation at the end. Use APA format for your references.

Paper for above instructions

Introduction

Human Resource Management (HRM) encompasses various practices that contribute to an effective workforce. Central to these practices is job analysis, which serves as the foundation for staffing, Equal Employment Opportunity (EEO), and diversity initiatives. This paper explores the significance of job analysis, examines diversity and inclusion initiatives in organizations, and compares EEO efforts with those of a selected company deemed successful in its diversity practices.

Job Analysis

Job analysis is a systematic process that identifies and analyzes an organization's roles, responsibilities, and qualifications (Brannick, Levine, & Morgeson, 2007). It informs job design, which includes crafting job descriptions, identifying necessary skills, and establishing the job's worth in relation to organizational goals. A comprehensive job analysis ensures that HRM functions—such as recruitment, selection, training, and performance management—are rooted in accurate and relevant information (Kleiman, 2016). By clearly defining the job's requirements, organizations can enhance staffing efficiencies and ensure compliance with EEO regulations (Mathis & Jackson, 2019).

Importance of Job Analysis in Staffing and EEO

The effectiveness of an organization's HRM is contingent upon clear understanding and analysis of job roles. This analysis not only informs recruitment and selection processes but also strengthens EEO initiatives by ensuring that the qualifications and selection criteria are free from bias (O'Malley, 2017). In contemporary organizations, where diversity and inclusion are prized, job analysis also helps highlight essential competencies that transcend traditional qualification parameters (Turner, 2018).

Diversity and Inclusion Initiatives: Case Study of Accenture

Accenture, recognized as one of the top 50 companies for diversity by Diversity Inc. in 2018, stands out for its robust diversity and inclusion initiatives. The company has openly committed to fostering an inclusive work environment, underpinned by a diverse workforce (Diversity Inc., 2018).

Accenture's Diversity Framework

Accenture's diversity and inclusion strategy is anchored in three pillars: workforce diversity, inclusion, and organizational culture. The company’s statistics reflect its commitment, with over 50% of new hires globally being women and targets set to increase the representation of various ethnic minorities (Accenture, 2019). Moreover, Accenture actively promotes non–discrimination policies, ensuring every employee feels part of the organization regardless of their background.

Contrasting Accenture with a Local Organization

In comparison to a local organization, which might hold diversity training sessions but lacks measurable targets for diversity representation, Accenture’s initiatives are codified and structurally supported. The local organization often adopts a less formal approach, prioritizing compliance over proactive inclusiveness.

Formal Commitment to Inclusion

Accenture's formal statements highlight its commitment to creating a culture where diverse perspectives are valued and integrative behaviors are promoted (Accenture, 2019). This contrasts sharply with organizations that merely fulfill EEO hiring quotas without a coherent strategy for nurturing diversity.

EEO and Affirmative Action Efforts

The EEO is a critical facet of HRM, focusing on preventing discrimination based on race, gender, disability, and other protected classes. Moreover, affirmative action takes this commitment further, mandating that organizations actively seek to recruit and promote individuals from underrepresented groups.

EEO Initiatives in Accenture

Accenture's EEO policies are reflected in its talent acquisition processes, which strive to ensure fair treatment for all applicants (Accenture, 2019). The company emphasizes not only meeting EEO obligations but also fostering equal opportunity through mentorship programs and leadership training aimed at diverse groups.

Comparison with Local Organization

The local organization’s efforts are often compliant; however, they do not extend to proactive measures like mentorship or leadership development for minority groups. As a result, while EEO is respected in terms of hiring practices, there is a lack of mechanisms to support upward mobility for underrepresented employees.

Alignment between Diversity and EEO Efforts

Accenture demonstrates a holistic approach by integrating its diversity initiatives with EEO efforts. Training programs, recruitment strategies, and retention policies align under one comprehensive framework, illustrating a genuine commitment to both diversity and equal opportunity (Diversity Inc., 2018). Conversely, the local organization’s EEO efforts do not necessarily mirror its diversity initiatives, resulting in disparate commitments that may undermine the actual implementation of these policies.

Conclusion

In conclusion, job analysis is a pivotal starting point for HRM processes, influencing staffing, EEO, and diversity strategies. The case study of Accenture illustrates how well-defined diversity and inclusion policies can create a robust organizational culture that values every employee's contribution. Meanwhile, contrasting this with a local organization underscores the potential gaps in the practical implementation of EEO and diversity efforts. For organizations seeking to thrive in a diverse work environment, the importance of integrating job analysis outcomes with EEO and diversity strategies cannot be overemphasized.

References

1. Accenture. (2019). Diversity and Inclusion at Accenture. Retrieved from [Accenture](https://www.accenture.com/us-en/about/inclusion-diversity)
2. Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job Analysis: Methods, Research, and Applications for Human Resource Management in the New Millennium. Thousand Oaks, CA: Sage Publications.
3. Diversity Inc. (2018). The 2018 Diversity Inc. Top 50 Companies for Diversity. Retrieved from [Diversity Inc.](https://www.diversityinc.com/top50)
4. Kleiman, B. (2016). Human Resource Management. Cengage Learning.
5. Marshall, P. (2010). Taking action on diversity. The Canadian Manager, 35(1), 17-18.
6. Mathis, R. L., & Jackson, J. H. (2019). Human Resource Management. Cengage Learning.
7. O'Malley, L. (2017). The impact of a job analysis on EEO policy enforcement. Journal of Workplace Behavioral Science, 32(4), 505-515.
8. Turner, A. (2018). The role of job analysis in promoting workplace diversity. International Journal of Human Resource Studies, 8(2), 74-87.
9. Jusko, J. (2011). Cutting costs without cutting people. Industry Week, 260(4), 30-n/a.
10. Fox, A. (2011). Mixing it up. HR Magazine, 56(5), 22-27.