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I HAVE ATTCHAED TWO DISCUSSIONS PLEASE READ EACH AND RESPOND. DO NOT ADD BOTH DISCUSSIONS TOGETHER.

DISCUSSION 1
Maintaining updated job descriptions is vital to an organization, both for retention reasons and recruiting.  If job descriptions are outdated, they will not accurately reflect the work being performed and the incumbent will likely not be compensated appropriately.  A recruiter will also not be able to attract new candidates with the required qualifications and experience to perform the work. 
To update my organization’s job descriptions, I would ask my Compensation Analyst team to conduct a job evaluation refresh project and enlist the participation of the employees and their managers whose job descriptions are in need of updating.  Using a standard job evaluation form, I would require that each incumbent complete the form and then pass it along to their manager for input and to add any additional details. 
The form would include the following information:
Current date and current job title
Incumbent’s name, department, manager, and manager’s title
A proposed new title (if appropriate)
Indication if the job is “at will” or not (checkbox)
Purpose statement indicating why the job exists (high level)
Essential Functions of the job including the percentage of time devoted to each one
Knowledge, skills, and abilities to perform the job successfully
Minimum and preferred qualifications (experience and education)
Nature and scope of working relationships (both internal and external interactions and why)
Examples of decision making and problem-solving (both simple and complex)
Impact: how does this work impact the organization and what would the impact be if no one performed the essential functions of the job
Supervision of others (if applicable)
Budget accountability or budget input
Physical effort and work environment (% of the time inside vs. outside, traveling, etc.)
Additional comments
The methods for analysis would include a combination of market pricing and the use of a point-factor job evaluation system, called JOBMEAS. (GHR Partners, 2013).  The organization would subscribe to a variety of salary surveys where the organization’s jobs could be matched with jobs listed in the survey if an appropriate match could be found.  Premiums and discounts would be applied to accommodate for differences in the job descriptions to determine the average market rate.  If there is no match in the salary surveys, O*Net could also be referenced.  O*Net is a free resource sponsored by the Department of Labor and includes data on a variety of industry jobs. (Learning, 2018).  Where there is no appropriate match for a job, we would rely on the results of JOBMEAS.  “The system is recognized for its ability to be applied to virtually all jobs in all occupational categories in a manner which is equitable and reflective of the work values that both employers and employees have” (GHR Partners, 2013). The five evaluation criteria and ten dimensions included in the system are:
Mental requirements 
Learning development
Problem-solving
Physical requirements 
Learned physical skills
Physical effort
Social requirements 
Level of human relations skills
Scope of contacts
Work environment 
Job demands
Working conditions
Accountability 
Level in the organization (degree of responsibility)
Scope of impact
(GHR Partners, 2013)
There are several types of job analysis, the most traditional being a task-based job analysis which is also more legally defensible than a competency-based approach. (Learning, 2018) There are also a variety of methods to utilize including, “observation, interviews, questionnaires, or databases” (Learning, 2018). Work sampling can also be helpful for “does not require attention to each detailed action throughout an entire work cycle” or having an employee keep a diary or work log to note how frequently their duties are performed. (Learning, 2018).
In order to ascertain the recommended components for the job description, I would use a combination of methods to include interviewing, observation, and a questionnaire (job evaluation document) to gather the required information that will allow my team to conduct the analysis for each job.  It is very helpful, once the documentation is completed by the employee and their manager, to have a conversation with them both and let them tell the analysts, in their own words, about their job.  This also gives an opportunity for the analyst to ask clarifying questions and to explain the process of job evaluation to them. 
The job documentation should also include any innovative job design methods such as job rotation, shift work, or teleworking options. Different work schedules (non-standard) such as a compressed workweek, job sharing, or flextime, should also be indicated.  Shift work is also common which “required employees to work on various schedules that function at different times throughout a workday” (Learning, 2018).
Once the documentation is completed and the analysts have conducted their evaluation, they will recommend any changes to the title, grade, pay, and FLSA designation to the department Director and/or Senior Manager first.  If they approve the recommendations, the senior leaders will then inform their chain of command and the mangers will inform the employees of the results.  This is important so that HR has the support of the managers and they can justify the results to the employees. It is very important that the HR Analyst has full the support of the department leaders so that they can justify the results and employees will not look to HR for blame if they are not satisfied with the outcome.
To ensure the job descriptions in the organizations remain current, I would require that a job evaluation be conducted for every job at least every five years, or when the work of a particular job significantly changes (at least 25%).  I would also require it to be evaluated every time a position was vacated and before the job posting was advertised to update any requirements that the manager deems necessary to recruit the best candidates.  
References
GHR Partners. (2013). Job evaluation: Overview of JOBMEAS. Retrieved on July 14, 2020, from http://www.ghrpartners.com/index.php/en/management-consulting/29-hr-management-category/job-evaluation-category
Learning, G. (2018, November 15). Jobs and job analysis. [Video file]. (37:05).

DISCUSSION 2

The method of job analysis that I would choose to use in my organization is both questionnaires. “job analysis is a systematic way of gathering and analyzing information about the content, context, and human requirements of jobs.” (Mathis, 2017) Gathering information through a questionnaire is widely used because of its convenience and simplicity. The questionnaire method offers advantages by being generic enough to reach a mass amount of employees with different job titles without losing important information. This is a relatively inexpensive method and can be done in a short period of time. I would create a questionnaire, and send out a company wide email with the document attached. My email would describe the purpose of the questionnaire. (Mathis, 2017) Areas I would cover within my job analysis method would cover duties and percentages of time spent on regular duties, supervision given to others and also received from others, physical demands, working conditions and skills/ability. (Mathis, 2017)

“Job design refers to organizing tasks, duties, responsibilities, and other elements into a productive unit of work. Job redesign involves changing existing jobs in different ways to improve them.” (Mathis, 2017) My innovative job design method would be job rotation. Job rotation includes moving an employee from job to job within the organization. The advantages of this include the employee developing capabilities for several roles and a “fresh look” at the role from another employees perspective. In my company, I would have the project coordinators rotate responsibility. After a few months of rotation, I would conduct a meeting with each coordinator and ask them what ideas they have for the account/role. For example, if Shirley always handles postage checks and inputting them into our system and April always handles a weekly printing project, having them switch will give a new insight into the role. April may have a better way of inputting our postage checks from customers that Shirley has not suggested because she has been handling the role for years. Fresh eyes can do a lot for a role! I believe this will help cultivate the job roles within the project coordinator department at my organization. 
With my company being very “meeting happy” as we employees like to call it, this would be how I would communicate any major changes. During COVID-19 we are not having “company-wide” meetings. In order to maintain social distancing, we now do it per department. I have grown to like this method better because employees are less likely to voice an opinion in front of a large crown. Personally, I feel more comfortable discussing something with a small group of people. The textbook makes a great suggestion that I plan on personally using within my company. Each time there is a vacancy within the organization due to increased work or turnover, the job description and specifications will be reviewed and revised in order to recruit new candidates successfully. Through job rotations and employee questionnaires I plan on cultivating the job roles within my organization. “The goal is to develop jobs that are inherently motivating to employees and to create work situations that are desirable enough to attract and hire competent workers.” (Harvard Business School, 2018)

WORK CITED:
Mathis, R.L., Jackson, J.H., Valentine, S.R., & Meglich, P.A. eds. (2015). Human resources management. 15th ed. Boston, MA: Cengage Learning. ISBN 978-1-305-50070-9  

Harvard Business School (2018). Understanding the job design optimization tool. [PDF file].