HR956 Psychometrics in Organisations Management Term Paper (Term Paper Sample)

HR956 Psychometrics in Organisations – Resit Assessment
Word Count: 2,126
Question 1: Discuss the main benefits to Human Resource functions (e.g. recruitment & selection) of using HR Analytics and Job Analysis?
Robust HR analytics and job analysis activities help HR managers to implement better hiring decisions. Evidence adduced by Marr (2018) shows that HR analytics and job analysis forms the foundation of objective hiring decisions. The authors base their argument on the reality that the contemporary HR manager is expected to predict the staffing needs of their organisation and hire qualified personnel to fulfil those needs. For example, a contemporary UK retail store HR manager is expected to hire persons who can operate an online shopping platform in anticipation to the growing popularity of online shopping. However, such anticipation cannot be successful if the HR manager relies on their intuition at the expense of objective analysis of future retail trends. Actually, evidence adduced by Isson and Harriott (2016) shows that contemporary HR managers should conduct a thorough job analysis with a view of outlining the requisite qualifications of suitable candidates. Such objective analysis helps the HR manager to objectively sift through job applications and determine the best candidate without being constrained by selection bias.
HR analytics and job analysis enforces sound training and talent management efforts. Marr (2018) shows that HR managers who engage in regular HR analytics and job analytics are likely to identify skill gaps within their workforce. Considering that skill gaps can lower workplace performance (Soundararajan & Kuldeep, 2016), it is justified to argue that HR analytics play a crucial role in implementing continuous training and talent management programmes. For example, a HR manager could rely on past workplace performances to establish that a section of the workforce is not meeting its performance targets. If it is established that such lagging performance results from skill gaps, the HR manager could then proceed to commission training programmes or step up existing talent management efforts (Sundmark, 2017). At the same time, regular HR analytics and job analysis help HR managers to diagnose the most responsive training programmes that can address the identified skill gaps. Going forward, it is justified to assert that data driven training programmes are likely to produce high returns.