Employment Equality and Job Analysis
Protected characteristics covered by Equal Employment Opportunity Laws
The regulations governing equal employment opportunities ensure that employment programs accommodate people with no discrimination basis. The protected characteristics that are under the act included a race, gender, sex, religion, sexual orientation, among other discrimination elements. The law demands that development and training programs are conducted with no inclinations based on the entities protected (Carter, 2019). The act also extends protection to an additional characteristic of disability and age to enhance equality for all employment dimensions. However, the protection for age only holds the employer accountable for direct discrimination. There are particular cases when different treatments can occur due to the age factor when the employer aims at meeting legitimate goals. The people living with a disability are protected unconditionally, with employers responsible for making adjustments that counter-balance the disadvantages associated with physical or mental impairment.
The protection of the characters by the act is essential in the current employment setting for maintaining respect and safeguarding identity in addition to achieving equality. The perception developed by employees and other business stakeholders helps in the development of trust and confidence as they interact with their employers and among each other. Organizations also benefit from these laws during their employee recruitment processes. The law holds the management responsible for granting the applicants equal employment opportunities regardless of the features that tend to define them, such as background and gender (Heymann& Sprague, (2018). This requirement means that the organization diverts its attention to the evaluation of skills, abilities, and talents, which adds value to its operations in the long-term range. Due to the high levels of equality maintained, employees can freely interact with other parties without fear of discrimination, which increases their overall productivity.
Conducting a Job Analysis
A company that operates without a job description framework requires a series of steps to conduct a job analysis. However, it is Faced with the task of doing the job analysis process, and the starting point would be collecting the relevant documentation that exists about the available job positions even in the absence of a well-established job description. The next step would involve an in-depth analysis of the established job descriptions by other companies whose operations are relatively similar to the company in question (Robinson-Morral et al. 2018). The information obtained is useful for critical decision-making by human resource management when faced with the task of defining job assignment criteria. Gathering information from the employees through interviews and questionnaires is also useful to reinforce the research findings to aid the process of developing the job analysis framework.
The O*Netresource is essential for decision making in the process of conducting job analysis, especially for the people holding various job positions of the firm. The tool provides critical elements according to the nature of the task and the specific requirements for the individual responsible for performing the task. The first element complements the job description for the design and implementation of development systems, such as training. Another essential part of the O*Netresource is the information regarding the redesign efforts and job clustering for some specific conditions (Schulte, Kay, Potosky, &Renard, 2018). The tool can identify the underlying similarities across jobs in the organization, which aids the analysis process when assessing the requirement for each job description. Additionally, it is useful in this case, when the organization intends to use the job analysis report as a criterion for selection across jobs. Therefore, O*Netsufficiently supplement the information obtained from the efforts of job analysis and is useful in developing preliminary modification contents.
References
Carter, S. D. (2019). Increased workforce diversity by race, gender, and age and equal employment opportunity laws: Implications for human resource development. In Gender and Diversity: Concepts, Methodologies, Tools, and Applications (pp. 380-405). IGI Global.
Heymann, J., & Sprague, A. (2018). Supporting Equal Opportunities Through Laws and Policies. The Welfare State Revisited.
Robinson-Morral, E. J., Hendrickson, C., Gilbert, S., Myers, T., Simpson, K., &Loignon, A. C. (2018). Practical considerations for conducting job analysis linkage exercises. Journal of Personnel Psychology, 17(1), 12.
Schulte, S. B., Kay, A., Potosky, D., &Renard, M. (2018). Job analysis and design. In Teaching Human Resource Management. Edward Elgar Publishing.