Is meeting with each employee individually the best method of job analysis? What other method(s) could be used and why?

This Makes Scents (Part 2)
After receiving Jessie’s harsh email, Ashton asked her to come to the store so that they
could talk in person. When Jessie opened up about all of her concerns and frustrations, they
were able to talk things out and design a more equitable way to divide the work and
responsibilities of owning and operating the store. A list of how to split responsibilities was
developed for Jessie and Ashton, and this information was shared with employees. This
allowed everyone to fully understand which owner was responsible for different workplace
issues.
Furthermore, Jessie and Ashton worked together and successfully wrote an employee
handbook, which included policies regarding safety, overtime, holidays, and respect in the
workplace. Creating this document as a team helped remind Jessie and Ashton that they
worked well together and really did have the same vision to provide high-quality mock
perfume at reasonable prices. As well, they had taken all employees out for a night of pizza
and bowling, and the event was a huge success. Everyone got along well, and the
atmosphere in the store seemed better after this evening out.
More Employees Needed?
Ashton was still convinced that they needed to hire more employees, so he emailed Jessie
about this. He wanted to hire 2 more sales clerks and an inventory specialist. Jessie wrote
back indicating that these people would cut into profits and they shouldn’t hire more people
until they were sure that they were needed. “Besides, our current employees seem to be
managing inventory, so we don’t need someone specifically in charge of this task,” wrote
Jessie. Ashton wrote back indicating that on 3 separate occasions when he was in the store
customers had asked for a specific product only to be told that it wasn’t in stock. Ashton
noted, “Business is being lost because of ineffective inventory management. I happen to
know that my cousin Ashley could take on this role and would enhance and grow our
profits.” Jessie once again replied and suggested that they interview each employee
individually to gain a better understanding of the work each performs. “Only then can we
determine if we need more sales clerks and an inventory specialist. Also, other employees
will find out if we hire your cousin, and this could be seen as unfair.”
Ashton was becoming frustrated with the back-and-forth communication. Maybe things
weren’t going as well as he thought. One more email back to Jessie was worth a try, so he
responded, “We will figure out what each employee does. If we need to hire an inventory
specialist (and I’m betting we do), we can put together an effective and efficient recruitment
plan to hire the best person for the job. I’m not sure why employees would care whom we
hire, but I’m putting an action plan in place to address all of your ongoing concerns.”
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Questions:
1. Is meeting with each employee individually the best method of job analysis?
What other method(s) could be used and why?
2. Should written job descriptions be developed for each employee’s position?
Why or why not?
3. If an inventory specialist is needed, should Jessie and Ashton hire Ashley for
this role? Why or why not?
4. If external recruitment is used, where should Jessie and Ashton advertise this
opportunity?
5. Who should be involved in interviewing people for any new positions? Why?
6. What other key recruitment and selection considerations should Jessie and
Ashton address?

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