HR Administrator Job Application Report: Skills, Methods, and JCM

This report analyzes a job application for an HR administrator position, focusing on the applicant's qualifications, skills, and suitability for the role. The applicant highlights their educational background in humanities, emphasizing how their knowledge of sociology and psychology makes them well-suited for understanding employee behavior and motivation. The report addresses key questions, including the applicant's interest in the role, their perceived challenges, and the importance of equity in job advertisements. Furthermore, it outlines the applicant's preferred recruitment methods, such as referencing, interviews, and psychometric tests, explaining the rationale behind each approach. The report also explores the applicant's approach to job satisfaction, utilizing the Job Characteristics Model (JCM) and meaningfulness framework to assess their fit within the role and their potential for professional growth. The applicant demonstrates an understanding of the core dimensions of the job profile, highlighting how they would assess their skills and the meaningfulness of their services, thereby ensuring positive psychological states and improved outcomes.

Name
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The URL for the advertisement for which I am responding
https://www.reed.co.uk/jobs/hr-administrator-temp-perm/37579706?source=searchResults#/
jobs/hr-jobs?sortby=DisplayDate
Question 1
I am interested in the post of HR administrator because my education of BA honors enables
me to handle humanitarian subjects well. At an interpersonal level, I feel that the knowledge
of sociology and the elementary knowledge of psychology allow me to apply my knowledge
of the motivation based theories with the new entrant.
The above-mentioned post of HR administrator is suitable for me because it will allow me to
grow as a professional in the long run. My current position in a cleaning company is giving
me ample opportunities to interact with the field workers. During this interaction, I am
learning a lot of things about human behavior. This knowledge clubbed together with the
insights related to the motivational theories makes a suitable employee for a logistics
company seeking for employees.
The biggest challenge that as an HR administrator I can face is related to the equity. There are
two types of skill sets that an employer wants to see in an employee.
1. Skills related to the job (Technical Skills, Special skills)
2. Interpersonal skills ( how an employee can move in a team)
3. Organizational skills (Skills to understand the structure of the organization and follow
the codes and the ethics described by the organizational framework).
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While advertising for a job a company should keep in mind that they are practicing equity,
they are not demanding for that extra bit ’ (Warhurst and Nickson, 2007; Warhurst et al.,
2009). Any specific demand or use of superficial adjectives like "dynamic" self-motivated"
and "energetic" can leave the advertisement in a bad taste and bring down its impact on the
number of responses.
Question 2
While playing the role of an HR manager I would like to adopt four prescribed methods for
any recruitment. However, considering the nature of the job, the methods of referencing and
psychometric tests can bring the best results for the process of recruitment.
References
Any employee working in the sector of logistics often handles expensive goods. Most of the
companies seek for some trustworthy employees. The process of referencing allows us to
handpick few employees where we are aware of their backgrounds and the trust levels are
high because they are coming after the recommendation of a known source (Newell and
Shackleton, 2009). The process of shortlisting individuals with the help of references saves
time for an HR administrator because it allows them to move on a beaten track (Macan,
2009).
Interviews
The purpose of a job interview may vary from organization to organization. In general, HR
managers constitute a panel of interviewees. Here they allocated one person for the purpose
of checking the technical skills of the candidate and the other person for checking the
personality traits of the candidates. It is a wrong notion that they seek for the technically best
person for the job. The process of the interview also allows an HR administrator to judge
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more about the orientation of the person. Every employee is a resource for the company.
After a point of time, the company also invest efforts in his endeavor. Apart from the salary
and perks an employee also gains experience and technical knowledge associated with the
job. This is why most of the HR administrators want to check the reliability and sustainability
of the employee. They don't seek for best; they seek for an optimum level of performance
with more stability with an organization. The process of interviews allows an HR
administrator to judge these qualities in a suitable candidate.
Psychometric tests and Training
It is the responsibility of an HR administrator to hand picks certain employees that can
become an asset for the company instead of becoming a liability. Psychometric tests and
other physical tests allow an HR administrator to understand the mental and physical health
of a person. It allows them to grade the employee prior to his or her inclusion in the team. As
an HR administrator, it is very important for a decision maker to understand the sustainability
of the team, the psychometric tests clubbed together with the orientation sessions or the
training allow them to hand pick few employees that can be promoted as a leader in the long
run (Grey, 1994).
Question 3
In order to check my satisfaction levels with my job, I will take the support of the Job
Characteristic model (JCM) and meaningfulness framework to judge my suitability with the
job. Prior to applying the recommendations of the JCM model and meaningfulness
framework I would like to describe my position as an HR administrator in a logistic company
(Centrica,2014).
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My present experience in a cleaning company gave me ample opportunity to understand the
problems and the strengths of teamwork under tough conditions. My degree in Bachelor of
Arts (honors) also gave me some wisdom to handle humanitarian subjects on the merits of the
applied sociology (CIPD,2013). My current stint with the HR theories and other managerial
frameworks gives me an idea of the problems and the opportunities that I am going to face as
an HR administrator (Freeman, 2001).
This personality profile allows me to explore the core dimensions of my job profile where I
can check the utility of my skills and check the meaningfulness of my services. If these two
factors will keep me in a positive psychological state then I can further explore the outcomes
of my performance and improve the results with the help of the feedbacks given by my
seniors.
Handling human subjects is an interesting job because human nature is most unpredicted.
This is why as an HR manager the skills of person are always on trust and the experience
gained with the age counts. Sometimes the results of the JCM model can disappoint a person
quite considerably. However, the loop-like structure between the outcomes and the feedback
always allows an HR manager to keep a check on the orientation of the employee. As an HR
administrator, I will keep an eye on the outcomes and try to improve the conditions with the
help of right feedbacks of seniors. As far as the first condition of the JCM model is
considered, I am optimistic that this company will be able to utilize my sets of skills quite
effectively.
References
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Centrica (2014) ‘Who we’re looking for’ [online]. Available at www.
centrica.com/index.asp?pageid=937 (Accessed 31 July 2014).
CIPD (2013) A Barometer of HR Trends and Prospects 2013, London, Chartered Institute of
Personnel and Development.
Grey, C. (1994) ‘Career as a project of the self’, Sociology, vol. 28, no. 2, pp. 479–97.
Freeman, H. (2001) ‘Only the young and stylish need apply’ The Guardian, [online].
Available at http://www.theguardian.com/money/2001/feb/13/ work and careers.fashion, 13
February 2001 (Accessed 30 July 2014).
Macan, T. (2009) ‘The employment interview: a review of current studies and directions for
future research’, Human Resource Management Review, vol. 19, no. 3, pp. 203–18
Newell, S. and Shackleton, V. (2009) ‘Selection and assessment as an interactive decision–
action process’, in Redman, T. and Wilkinson, A. (eds.) Contemporary HRM: Text and cases,
3rd edn., Harlow: Pearson
Warhurst, C. and Nickson, D. (2007) ‘Employee experience of aesthetic labor in retail and
hospitality', Work, Employment and Society, vol. 21, no. 1, pp. 103–20.
Warhurst, C. and Nickson, D. (2001) Looking Good and Sounding Right: Style Counselling
and the Aesthetics of the New Economy, London: Industrial Society.
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