BADM 22: HUMAN RESOURCE MANAGEMENT

CHAPTER 1: CHANGING PERSPECTIVE OF HUMAN RESOURCE MANAGEMENT (1)

The perspective of human resource management (HRM) has undergone a significant transformation,
evolving from a purely administrative function to a strategic partner in driving organizational success.
This shift reflects the changing nature of the workforce, the workplace, and the increasing recognition
of human capital as a key asset for organizational growth.
FROM ADMINISTRATIVE TO STRATEGIC: A SHIFT IN FOCUS
Traditionally, HRM focused primarily on administrative tasks such as recruitment, payroll, compliance,
and managing employee records. The emphasis was on operational efficiency, with HR seen as a
necessary but not particularly strategic function within organizations.
However, the rise of globalization, technological advancements, and a changing work environment
have forced a fundamental shift in the perspective of HRM. Organizations have come to realize that
their employees are not just a cost but a valuable asset that can contribute significantly to their
success.
KEY APECTS OF THE CHANGING PERSPECTIVE
Several factors have contributed to this transformation in HRM:
▪ Globalization: Organizations are now operating in a globalized environment, requiring them
to manage a more diverse and geographically dispersed workforce. This has led to a greater
emphasis on cultural awareness, cross-cultural communication skills, and creating an inclusive
workplace culture that values diversity.
▪ Technological Advancements: Technology has revolutionized the workplace, making it more
reliant on digital tools and platforms. HRM now plays a crucial role in ensuring that employees
have the necessary skills and training to navigate these tools effectively. Technology has also
streamlined HR processes, such as recruitment and onboarding, improving the employee
experience.
▪ Changing Nature of Work: The rise of the gig economy and the increasing use of remote work
have forced HRM to rethink traditional employment models. Organizations are now seeking
to create flexible work arrangements that accommodate the needs of a diverse workforce
while ensuring employee engagement and productivity.
▪ Employee Engagement: Recognizing the importance of employee engagement in driving
organizational success, HRM has taken on a more strategic role in fostering a positive work
environment. This involves creating opportunities for career growth, providing meaningful
feedback, and recognizing and rewarding employee contributions.
THE NEW ROLE OF HRM: STRATEGIC PARTNER
The changing perspective of HRM has led to a shift in its role within organizations. HR professionals
are no longer just responsible for administrative tasks but are now strategic partners who help
organizations:
▪ Attract and Retain Top Talent: HRM plays a key role in developing talent management
strategies that attract, develop, and retain high-performing employees. This involves
identifying talent needs, designing effective recruitment processes, and providing
opportunities for professional development.
▪ Create a Positive Workplace Culture: HRM is now responsible for fostering a positive and
inclusive workplace culture that promotes employee well-being, engagement, and
productivity. This involves implementing policies that support diversity and inclusion,
promoting open communication, and providing opportunities for employee feedback.

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 ▪ Drive Business Success: By aligning HR strategies with organizational goals, HRM can
contribute directly to business success. This involves understanding the business's strategic
objectives, identifying the talent needed to achieve those objectives, and developing HR
initiatives that support those goals.
The changing perspective of HRM reflects a fundamental shift in how organizations view their
employees. HRM has evolved from a purely administrative function to a strategic partner that plays a
vital role in attracting and retaining top talent, creating a positive workplace culture, and driving
business success. As technology continues to transform the workplace and organizations face new
challenges, HRM will need to continue adapting and innovating to remain relevant and contribute to
organizational success.

HUMAN RESOURCE MANAGEMENT

- a process that involves the acquisition, development, maintenance, and utilization of valuable
human resources necessary for organizational success.
- Is the practice of managing a company's employees to help the business achieve its goals. HRM
is also known as human resources (HR).
The objective of HRM is to help make an organization more effective by means of:
1. Integrating comprehensive human resource policies with overall organization plans and
strategies; and
2. Implementing responsive human resource programs with a growing sensitivity to the
economic and policy needs of the organization as well as responsive to the changing
technology.
HRM FUNCTIONS
o Recruitment: Identifying the need for a role, writing job descriptions, and selecting the best
candidate
o Training and development: Ensuring employees have the skills they need to perform their jobs
o Compensation and benefits: Setting salaries and benefits
o Employee relations: Fostering a positive workplace culture and managing employee
performance
o Policies and procedures: Creating and enforcing policies that support the business's strategic
plans
HRM GOALS
✓ To maximize employee performance
✓ To reduce risk and maximize return on investment
✓ To create a positive workplace environment

EVOLUTION OF HUMAN RESOURCE MANAGEMENT (2)

As stated by Atty. Arnulfo Rayos, evolution of human resource is relative to the culture wherein it
focuses to the function of the head viewed by top management, the title may vary from personnel
officer, personnel manager, industrial relations officer, vice president (VP), or senior vice president
(SVP) for personnel administration or industrial relation. Changes in terminologies may vary in the
associated management of people in the organization. As the business environment and the profit
opportunities grew increasingly large, organizations began to create specialized units to cope with their
hiring needs.

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DURING THE 1930s AND THE 1940s
• These units gradually began to be called personnel departments (the word personnel is from
an old French word that means "person").
• Such departments were usually set up as special self- contained departments charged with the
responsibility of hiring new workers and administering basic HR activities like determining the
appropriate pay and benefits.
• The recognition that HR needed to be managed separately and the creation of personnel
departments also gave rise to a new type of management function-personnel management.
• The manager who headed the personnel department was called personnel manager.

DURING 1990s
• Personnel management was not seen as a particularly important critical function in most
business organizations. Although many other managers appreciated personnel management
as a necessary vehicle for hiring new employees, it was also seen primarily as a routine clerical
and bookkeeping function-placing newspaper ads to recruit new employees, filling out
paperwork on those employees after they were hired, and seeing that everyone got paid on
time.
• Over the years, however, the role of HRM changed dramatically and became much more
important in most organizations.
Human resource management emerged in the late 70s as a reaction against the more functional
approach embodied in personnel management. The change was also accompanied by a fundamental
shift in management's view of its employees.
SOME CHANGES INVOLVES THE FOLLOWING:
- Employees were no longer viewed as a group of individuals who needed to be closely
supervised and managed, but rather, as a collection of human resource to be valued as a
distinctive source of competitive advantage.
- Rapid advances in technology and communication also dictated that managers carefully assess
every facet of their operation to ensure that employees were being as efficient and as
productive as possible.
- Managers were becoming increasingly concerned with ways to improve productivity and
competitiveness, they also began to realize that workers needed to feel that their jobs were
sources of personal satisfaction and growth.
- Given the shift in competitiveness, top executives in most firms began to see that HRM
practices and policies significantly affected their ability to formulate and implement strategy
in any area and that other strategic decisions significantly affected the firms' HR as well. Top
HR executives in most companies today have.
- Vice presidential or executive vice-presidential status and are fully contributing members of
the firms' executive committee-a group composed of key managers who make major policy
decisions and set corporate strategy.
Today, most employee handbooks or declarations of philosophy and principle of companies specifically
state that "human resources are the greatest assets of the Company".

Evolution of HRM (Human Resource Management) – The Industrial Revolution Managing workers at
companies began at the time of the Industrial Revolution during the late eighteenth century. Before
this era, many large organizations existed, but without the advanced technology, it was hard to
maintain them. During this time, the work atmosphere was very unfavorable and the employees used
to put in endless hours in the company for very little pay.

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Evolution of HRM (Human Resource Management) – Period of Trade Unionism
Soon after the factory system surfaced, many employees began to get together to discuss their
common dilemmas. Every employee was forced to work for long hours under dangerous conditions,
for practically no wage. This encouraged the employees to join together and protest to prove their
worth and importance to an organization
Development and evolution of HRM (Human Resource Management)– Social Responsibility
As seen above, the earlier employers were not sympathetic towards their workers and their needs.
With time, they started to realize the importance of every employee and started giving them the
importance that they deserve. The companies started creating a positive work environment where the
employees were satisfied and hence started showing more productivity.
Growth and Evolution of HRM – Scientific Management
The scientific management era began in 1900 and reached its peak by 1930. It was a major revolution
and thus has managed to stay somewhat alive to date. Handling everything manually was getting
exhausting for the employees and was hampering their productivity and efficiency.
Evolution of Human Resource Management – Introduction to HRM
As time changes, the techniques need to change too. With the coming of advanced hr technology, a
need for a better system emerged to handle the employees in every organization successfully. Over
the years the evolution of HRM concept has increased and is continuing to do so.

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Evolution of the Human Resource Management Function
As businesses grew bigger, specialized units were created to cope with their hiring needs to deal with
government regulations and behavioral issues of workers.
During the 1930s and 1940s, these units gradually began to be called Personnel Department, and gave
rise to a new type of management function, Personnel Management
During the latter part of 1970s, human resource management emerged as a reaction against the mare
functional approach embodied in personnel management.
Top HR executives today have vice presidential or executive vice-presidential status and are fully
contributing member of the firm's executive committee.
Management no longer treated employees as costs but assets. Human resources are the greatest asset
of the company.
In the recent years, treating HR as assets has been assailed by management experts "Assets are
passive-bought, sold, and replaced at the whim of their owners. Human capital in reference to workers
now takes the place of human resources (Davenport 1999)

MAIN TRENDS OF HR PROFESSION (3)

HUMAN RESOURCE AND INFORMATION TECHNOLOGY (IT)
- The advent of the "computer age" has greatly altered not only the availability of Information
but also the manner in which it is identified and acquired.
INFORMATION TECHNOLOGY
- Deals with how information is accessed, gathered, analyzed, and communicated.
EVOLUTION OF USING INFORMATION TECHNOLOGY IN HR
- The use of information technology in HR started four decades ago.

APPLICATION OF INFORMATION TECHNOLOGGY (IT) IN HR

1. Use of job boards and other similar web-based recruitment(e-recruitment) - provides
accessibility to a wider range of applicants for the job and usually communicates job vacancies

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 and application procedures. Web recruitments include resume submission, quick interactive
screenings methodologies, and in some cases, online testing and experience profiling.
- Advantages: improvement in recruiting efficiency, a reduction of costs, increase quality and
quantity of applicants, establish, communicate and expand brand identity and more
convenient on the part of the applicants
- Disadvantages: an increase in application quantity, but not necessarily the quality of the
applicants, and losing personal relationship with the applicants.
2. E-selection uses technology to help organizations more efficiently manage the process of
identifying the best job candidates-those who have the right knowledge, skills, and abilities for
each job and who may best fit the organization.
3. Employment kiosk provides updates on employee status and other pertinent information
initiated and made by employees themselves.
4. E-learning facilitates the learning process by providing just-in-time opportunities
- Advantages: an increase in employee flexibility, control over learning reduction of training
costs, and better tracking and management of employee training
- Disadvantages: isolating the training that can reduce career enhancement through networking
and linkages.
5. Electronic Performance Support System (EPSS) provides online Coaching and mentoring
services. Managers and employees can access Organizational information through an EPSS
application. Online Performance management systems also provide managers a very effective
tool to communicate and establish key result areas (KRAs), objectives, and required
competencies for employees.
6. Salary and payroll administration, for most companies, is now linked to performance
management systems, time and attendance, and other employee benefits, and pay systema.
An example of this is the use of time sheets.
7. Growth of social networking sites like Facebook and Twitter. One of the next challenges for
HR executives is learning to integrate information from social networking sites. Potential
benefits must be balanced with issues of privacy and data accuracy. E-HR-stands for Electronic
Human Resource. The term e-HR refers to deal Human Resource Management transactions
using an internet. Recor APPLICATION OF INFORMATION TECHNOLOGY (IT) IN HR
8. Use of email or electronic mail has emerged as the heart and soul of corporate
communication.
9. Use of IT to foster customer involvement because of the popularity of social media,
companies started using different social networking sites where they can post company
updates, service offerings, or just to let the users of the account know their company exists
10. Telecommuting/Teleworking is any form of substituting ions and/or computers) to establish
remote or virtual office-the act of moving the work to the workers instead of moving the
workers to work.
OTHER TRENDS
Technology Integration: Leveraging AI and advanced analytics to automate tasks, improve recruitment
processes, and gain insights into employee performance.
Employee Wellbeing: Prioritizing employee mental and physical health through wellness programs,
flexible work arrangements, and work-life balance initiatives.
Diversity and Inclusion: Building a diverse workforce and fostering an inclusive workplace culture to
attract top talent and promote innovation.
Continuous Learning: Emphasizing ongoing learning and development opportunities for employees to
adapt to changing skills requirements.

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Hybrid Work Model: Managing a workforce that operates both remotely and in the office, requiring
effective communication and collaboration strategies.
Data-Driven Decision Making: Utilizing HR data to inform strategic decisions regarding recruitment,
compensation, and employee engagement.

ACQUISITION OF HUMAN RESOURCES (1)

"Acquisition of human resources" in HRM refers to the process of identifying, attracting, and selecting
qualified candidates to fill vacant positions within a company, essentially encompassing the entire
recruitment and hiring process to build a suitable workforce for the organization; it involves analyzing
employment needs, sourcing candidates, conducting interviews, and making hiring decisions to ensure
the right people are brought on board.
- This process is crucial for ensuring that an organization has the right people with the right skills
in the right roles to achieve its strategic goals.
There are few steps involved in acquisition of Human Resources:
1. Human Resource Planning – process of forecasting, developing, and controlling Human
resources in an organization. (Man Power Planning MPP)
2. Job Analysis – according to Scott, Clothier and Spriegel, “Job analysis is a process of critically
evaluating the operations, duties and responsibilities of a specific job.”
3. Recruitment – process of identifying prospective employees, stimulating and encouraging
them to apply for a particular job/s in an organization.
4. Selection – the candidates are sieved to find the best possible person for the job.
5. Induction – primary focus of induction is to sell the company to the new employees, so that
they can take pride of their association with the company.
Is recruitment and acquisition of human resources the same?
No, while both involve hiring employees, "recruitment" is generally considered a more reactive
process of filling immediate job openings, whereas "acquisition of human resources" (often called
"talent acquisition") is a broader, strategic approach focused on proactively identifying and attracting
top talent for future needs, going beyond just filling current vacancies; it involves building a talent
pipeline and considering long-term organizational goals
JOB ANALYSIS (2)
Is the process of gathering and analyzing information about the content and the human requirements
of jobs, the context in which jobs are performed and the organization of jobs within a job family.
It's a systematic process that can help ensure that employees are well-suited to their roles.
Job analysis is conducted to determine the responsibilities in inherent in the position as well as the
qualifications needed to fulfill its responsibilities. It is essential when recruiting to locate an individual
having the requisite capabilities and education.
- Job analysis refers to the process of collecting information about a job
- Job analysis is performed upon ongoing jobs only.
- Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is a
process where judgements are made about data collected on a job.
- Edwin B. Flippo has defined job analysis as the process of studying and collecting information
relating to the operations and responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications".

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Purpose
- To understand the job role, duties, and skills required
- To establish fair, objective criteria for performance evaluations
- To ensure that compensation structures are fair and competitive
- To support effective human resource management
Importance of Job Analysis (JA)
Successful HRM practices can lead to outcomes that create competitive advantage. When properly
performed, job analysis can enhance the success of HRM practices by laying the required foundation.
DEFINITION OF DIFFERENT JOB TERMS (3)
a. Position - consists of the responsibility and duties performed by an individual. There are as many
positions in a firm as there are employees. (ex. Sales manager)
b. Job - group of positions that are similar in their duties. In some instances, only one position may be
involved, simply because no other similar position exists. For example, the position of the chief
accountant also constitutes a job since there is only one chief accountant in the organization. (sales
agent)
c. Occupation - group of jobs that are similar as to kind of work and are found throughout an industry.
An occupation is a category of work found in many firms. (ex. Sales)
d. Job analysis - the procedure used for determining/collecting information relating to the operations
and responsibility of a specific job. The end results are job description and job specifications.
(collecting)
e. Job description - organized, factual statements of the duties and responsibilities of a specific job. It
tells what is to be done, how it is done, and why. It is a list of job duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities.
f. Job specifications - a written explanation of the minimum acceptable human qualities necessary for
effective performance of a given job. It designates the qualities required for acceptable performance,
which are requisite education, skills, personality, and so on. (good communication)
g. Job classification - grouping of jobs on some specified basis such as kind of work or pay. It can refer
to a grouping by any selected characteristics but preferably used most often in connection with pay
and job evaluation.
h. Job evaluation - systematic and orderly process of determining the worth of a job in relation to
other jobs. The objective is to determine the correct rate of pay. (assessment)
i. Tasks – coordinated and aggregated series of work elements used to produce an output.
j. O*Net – online resource which has replaced the Dictionary of Job Titles: list of job requirements for
a very large number of jobs.
k. Functional job analysis – a task-based or work-oriented technique describing the work performed.
l. Position analysis questionnaire (PAQ) – an example of a job analysis method.

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SPECIFIC INFORMATION PROVIDED BY JOB ANALYSIS (4)
1. Job title and location
2. Organizational relationship – brief explanation of the number of persons supervised. It also
reflects supervision received.
3. Relation to other jobs – describes and outlines the coordination required by the job.
4. Job summary - condensed explanation of the content of the job.
5. Information concerning job requirements – usually provides information about machines,
tools, materials, mental complexity and attention required, physical demands, and working
conditions. It varies from job to job.
METHODS USED IN JOB ANALYSIS (5)
Observation method: The observation method is when an outside analyst observes an employee and
the tasks they perform. They'll often shadow the employee for several days as they perform their
duties, attend meetings and evaluate their workload to understand the role's essential functions.
While observing, the analyst takes detailed notes about the role, including what tools they use, how
long they spend on tasks and who they interact with to complete their jobs.
Interview method: The interview method is when the analyst questions an employee about their role.
They hope to learn the same aspects of the job they might see in the observation method, like what
systems they use, what processes they follow and how they apply their skills to achieve results. With
this method, the interviewee can formulate their own working styles to perform a particular role.
Analysts may interview several people in the same role to get a more holistic view of the
responsibilities.
Questionnaire method: The questionnaire method is when analysts create a series of questions for
employees to answer about their jobs. They often ask the employee's managers and others on the
team about their perceptions of the role to identify any gaps between expectations. These questions
can include asking employees about how they spend each day, what their priorities are and how they
effectively perform their duties.
Daily method: The daily method is when an employee creates a record daily of the tasks they perform.
This can be over a set period of time, like a week, where they detail their activities and the length they
spend on each. This can be an objective way to understand how employees spend their time and can
identify areas where an employee might shift their attention to more important responsibilities.
Functional job analysis method: Functional job analysis is a formal method to evaluate a job and
capture quantitative results. This means they might combine several other methods to understand
everything about the role itself and the person performing them. Analysts can identify what the
individual and technical limitations are within a role to suggest areas for change. Companies often use
the functional job analysis method to create new job descriptions or postings based on what's needed
to perform the roles.
Job inventories method: Job inventories involve a structured checklist that employees can check off
to verify that they're completing certain tasks. This usually comes from a role's job description or
management expectation to ensure they're performing certain duties or using certain tools. These
checklists can focus on the tasks themselves, the team members or the qualifications for each role.
Job performance method: The job performance method is when an analyst actually performs the role
of the employee to understand more about it. This might mean they answer emails, perform physical
tasks and interact with colleagues or systems to learn what an employee experiences. With this first-
hand experience, they can determine what some of the issues and requirements are and how
companies might properly detail these in a job description.

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STEPS IN CONDUCTING JOB ANALYSIS (6)
The steps in conducting a job analysis include:
1. Identify jobs: determine which jobs to analyze, including new jobs or jobs that have changed
2. Review job requirements: understand the job's duties and responsibilities
3. Research similar jobs: compare the job to similar roles
4. Observe: watch employees perform their tasks to understand their workflow
5. Gather data: collect information through interviews, questionnaires, or other methods
6. Analyze data: identify similarities and differences in responses
7. Develop job specifications: create a list of the skills, knowledge, and abilities required for the
job
8. Determine compensation: define a fair and realistic compensation package
9. Identify critical competencies: determine which competencies are most important for the job
10. Evolve the job: continue to improve the job as needed

WRITING JOB DESCRIPTION (7)

A job description summarizes the essential responsibilities, activities, qualifications and skills for a role.
also known as a JD, this document describes the type of work performed.
A job description should include important company details — company mission, culture and any
benefits it provides to employees. it may also specify to whom the position reports and the salary
range.
An effective job description will provide enough detail for candidates to determine if they’re qualified
for the position.
- a job description contains the following components: job title, job summary, responsibilities
and duties, qualifications and skills, and salary and benefits.
Job title
- Make your job titles specific. Targeted job titles are more effective than generic ones, so be
precise by including key phrases that accurately describe the role.
- Avoid internal lingo that may confuse the job seeker. Stick to standard experience levels like
“senior” rather than “vi” or other terms people are less likely to look for. The language of your
job description should be as inclusive as possible.
Job summary
- Open with a strong, attention-grabbing summary. Your summary should provide an overview
of your company and expectations for the position.
- Hook your reader with details about what makes your company unique. Your job description
is an introduction to your company and your employer brand. Include details about your
company culture to sum up why a candidate would love to work for you.
- Include an exact job location. Provide an exact job location to optimize your job posting so it
appears higher in job search results.

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Responsibilities and duties
- Outline the core responsibilities of the position. Make sure your list of responsibilities is
detailed but concise. Also emphasize the duties that may be unique to your organization.
- Highlight the day-to-day activities of the position. This will help candidates understand the
work environment and the activities they will be exposed to on a daily basis. This level of detail
will help the candidate determine if the role and company are a right fit, helping you attract
the best candidates for your position.
- Specify how the position fits into the organization. Indicate who the job reports to and how
the person will function within your organization, helping candidates see the bigger picture
and understand how the role impacts the business.
Qualifications and skills
- Include a list of hard and soft skills. Of course, the job description should specify
education, previous job experience, certifications and technical skills required for the role.
- Keep your list concise. While you may be tempted to list out every requirement you envision
for your ideal hire, including too many qualifications and skills could dissuade potential
candidates.
Salary and benefits
- Include a salary range. Quality candidates look for opportunities that meet their salary needs.
- List out your top perks and benefits. What’s in it for the candidate? Most jobseekers (83%)
agree that a company’s benefits and perks have a significant impact on their decision of
whether or not to accept a job offer there.
NEW JOBS AND HOT JOBS FOR THE 21ST CENTURY (8)
New job descriptions are appearing with increasing frequency. A cursory scan of company
openings being advertised in JobStreet Philippines, an online recruitment center, gives a sense of what
is happening in the job market. Of more than 700 positions listed on the site, there are several new
titles including chart/board coordinator, configuration manager, device driver engineers, network
administrator, network engineer, page publisher, web developer and web publisher. Java programmer,
e-business manager, and e-consultant to name a few. The Internet has changed the way people do
things. More online shopping, for example means more jobs in package delivery services. With more
young people online, the Internet is also seen as a key venue for reaching the coveted youth market.
Those who seek work in e-commerce would be wise to seek out hot sectors such as the wireless
and fiber optics industries, writes Dori Jones Yang in U.S. News and World Report. Wireless services,
in fact, is one of the world's hottest sectors, according to Employment Review Online.
Rapid advances in computers and telecommunications technology are the main drivers behind
the emergence of new job titles. An "auditor" is now called an "e-commerce accountant." Apparently,
e-commerce accountants are those who advise companies on whether they make financial sense to
sell goods and services online. The job still requires traditional accounting training and license, but to
keep abreast with the times, they also need to be familiar with software and Internet technologies.
In the Philippines, a number of major private and government agencies have already employed
web designers, content producers, and other Internet professionals.
Employment prospects and career advancement are affected by the choice of course and school,
as well as academic achievement, individual aptitude, and so on. Both the academe and industry
leaders agree in emphasizing the primacy of engineering and technical fields, including information
technology, if one wishes to be ahead in the race for jobs years from now.

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WRITING JOB SPECIFICATION (9)
A job specification is primarily an outline of the qualifications, experience, traits and abilities needed
for a particular role in a company or organization.
What is a job specification? A job specification is the list of recommended qualities for a person to
qualify for and succeed in a position. While the job description includes the title position,
responsibilities and summary, the specification identifies the skills, traits, education and experience a
candidate might need to qualify for that job. This helps outline a candidate's capabilities to perform
what's listed in the job description.
Why is a job specification important? A job specification is important because it can help provide more
insight into what skills a candidate will use in a role rather than what tasks they will do. Hiring managers
write these to help encourage the most qualified candidates to apply for a job. Often, recruiters or
other human resources employees use the job specification to understand what qualifications,
education and skills the hiring manager seeks as they help to fill the position. An effective job
specification can help a company find and hire the most qualified person.
Elements of a job specification
Although the job specification might vary from position to position, there are a few common elements
you can expect to see in many of them, including:
✓ Required experience
✓ Required education
✓ Required certification or credentials
✓ Required skills
✓ Personality traits
✓ Demands

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https://www.indeed.com/career-advice/career-development/methods-of-job-analysis
https://www.indeed.com/recruitment/how-to-write-a-job-description
https://www.studocu.com/ph/document/notre-dame-of-marbel-university/human-resource-
management/new-job-and-hot-jobs-for-21st-century/32116284
https://www.indeed.com/career-advice/career-development/job-specification

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