Human Resources Management
From job analysis to performance
Job analysis produces the job description (duties, reporting lines) and the job specification (qualifications). Structured, behavior-based interviews are more predictive and more defensible than unstructured chats. Competency assessment pairs initial verification of qualifications with ongoing annual review and, for testing personnel, direct observation of performance. Performance appraisal approaches include trait scales, management by objectives, and 360-degree feedback; progressive discipline moves through verbal warning, written warning, suspension, and termination, grounded in just cause and documented coaching.
Legal and classification traps
FLSA exempt versus non-exempt status depends on duties and salary basis, not on job title - calling a technician "supervisor" does not make the role exempt. Adverse impact in selection is measured with the four-fifths (80%) rule: if a protected group's selection rate is below 80% of the highest group's rate, impact exists and the process needs review. Equal-opportunity questions sometimes hide behind interview-scoring scenarios.
Metrics and staffing
Turnover rate = separations during a period ÷ average headcount × 100. Vacancy rate compares open positions to budgeted positions. Absenteeism is usually expressed as hours absent ÷ hours scheduled. One FTE equals 40 hours per week, or roughly 2,080 paid hours per year.
Worked example
A department with an average of 60 employees had 12 separations last year: 12 ÷ 60 × 100 = 20% turnover. If 5 of 60 budgeted positions are open, the vacancy rate is 5 ÷ 60 ≈ 8.3%. Reporting turnover against headcount at year-end rather than average headcount is a common distractor.