Reference no: EM13652792

The primary function of the job description paper is to increase understanding of your current position as a logistician. The following areas of the job description should be considered:

Tasks, 
Tools and Technology, 
Knowledge, 
Skills and Abilities, 
Educational Requirements. 

Submit a paper in which you describe each of the above mentioned areas of the job description from the vantage point of your chosen position. Provide two or more ways that you would advertise or recruit someone for that position (see chapter 4 of the textbook). In addition, include a description of at least two methods of assessment used when recruiting qualified candidates and why these two assessment methods would be most appropriate.

Writing the Job Description Paper:

Must be three double-spaced pages in length, excluding the cover page and reference page, and formatted according to APA style as outlined in your approved style guide. 
Must include a cover page that includes: 
Name of paper 
Student's name 
Course number and name 
Instructor's name 
Date submitted 
Must include an introductory paragraph with a succinct thesis statement. 
Must address the topic of the paper with critical thought. 
Must conclude with a restatement of the thesis and a conclusion paragraph. 
Must use APA style as outlined in your approved style guide to document all sources. 
Must include, on the final page, a Reference List that is completed according to APA style as outlined in your approved style guide and has at least one reference in addition to the text. 

Additional Requirements 

Min Pages: 3 
Level of Detail: Show all work 
Other Requirements: From Text....

For example, to hire and retain the best and most relevant talent, HR planners need time to analyze the market and the environment, design jobs and compensation packages, recruit, select, and train.

In order to recruit strategically, an organization may need to gather information about potential candidates for a job who do not work for that organization and may not have applied for a job at that organization before. These potential candidates may currently be full-time students, employed elsewhere in the same or a different industry, or unemployed. They may be actively seeking employment, or they may be content with their current situation. As you learned in chapter 2 (2.2), scanning the environment and analyzing the labor market are part of strategic HR planning. The recruitment process translates environmental scans and labor market analyses into specific actions to find and attract pools of candidates with the specific competencies and skill sets that the organization needs, wherever these candidates can be found. In this section, you will learn about a wide range of external sources of candidates and strategies that can be used to find and attract talent.

Internal candidates are a valuable resource that many organizations overlook when they make recruitment decisions. Sometimes, familiarity with internal candidates and their roles in particular positions obscures the possibility that they could be ideal candidates for other positions. Moreover, many organizations do not regularly update their employee databases with KSAs and competencies that current employees acquired after they were hired. This incomplete information sends organizations looking for external candidates for job openings without realizing that they actually have what they need internally. This section offers some approaches to internal recruitment.