HRM FPX 5025 Assessment 2 JMJ Profile: Machine Operator Job Analysis

Student Name

Capella University

HRM-FPX5025 Talent Acquisition and Workforce Planning

Prof. Name:

Date

Introduction

JMJ Profile is a small plastic machine shop located in New Jersey that employs machinists. When seeking candidates to fill these positions, various factors must be carefully considered. Foremost among these is the identification of the necessary KSAs (Knowledge, Skills, Abilities) to attract suitable candidates and secure the best talent.

KSA

Successful machinists possess a range of knowledge, skills, and abilities (KSAs). The most critical knowledge a qualified candidate should have is related to machines and tools, including their usage and repair. This role also requires a strong mathematical aptitude, encompassing arithmetic, algebra, and geometry. Additionally, a solid understanding of design and design techniques is crucial. The candidate must be able to read drawings, models, and blueprints and accurately interpret the data they contain.

Several skills are essential for success in the machinist position. Operation monitoring is critical; the individual must be able to observe and control gauges, dials, and indicators, ensuring they function correctly. Critical thinking is equally important, as the role involves problem-solving, quick troubleshooting, and the ability to prevent issues in the future. Furthermore, familiarity with quality control processes is vital to ensure that products are correctly produced at every stage. The candidate must be capable of testing and inspecting parts throughout production to evaluate overall quality and ensure adherence to customer specifications.

Machine Operator

A successful candidate for this position will need excellent near-sightedness and depth perception to see intricate details in both the machines and the parts produced. Operating the machines also requires arm-hand steadiness and a considerable degree of dexterity to ensure safety.

Legal Implications

Title VII of the Civil Rights Act of 1964 protects employees from discrimination during employment, including the hiring process (NAP, 2010). Job analyses and descriptions must be carefully worded to avoid legal implications, such as discrimination based on gender, age, race, religion, etc. The analysis must not favor any of these characteristics over others. Additionally, employers are required to offer reasonable accommodations to employees who need them (NAP, 2010). For example, if a machinist at JMJ Profile has difficulty with “near-sightedness” and struggles to see small details, the company could provide magnifiers at minimal cost to help the employee perform their job effectively.

The job analysis itself must be clearly defined, with specific duties and marked performance evaluations. This provides supervisors with defined criteria to evaluate each employee. Without such criteria, supervisors at JMJ may rely on personal opinions rather than objective standards, which can lead to unfair labor practices, wrongful terminations, and subsequent lawsuits (NAP, 2010). By providing detailed job descriptions and performance standards, JMJ Profile can mitigate these legal risks.

Competency Model

The following is a competency model for the machinist position at JMJ Profile. The machinist must operate equipment safely and ensure the machines are functioning correctly. They must adjust equipment as needed to maintain efficiency and meet production and quality expectations. Familiarity with quality systems and ISO 9001 standards is required, along with the ability to perform quality audits during all phases of production. The machinist must troubleshoot system issues and think critically to solve and prevent problems. They should be proficient in using a calculator, ruler, and tape measure, have some mechanical and electrical skills, and be able to read and decipher blueprints and drawings. Steady eye-hand-arm coordination is necessary, as is understanding and performing the startup, setup, and shutdown procedures for each production run. Familiarity with inspection tools, such as calipers, OGP machines, and radius/diameter measurements, is required. The machinist must comply with all safety requirements and be knowledgeable about OSHA regulations. A minimum of a high school diploma is required, and the ability to read, speak, and understand English is essential.

ONet is a valuable resource, listing recommended traits for many different jobs. It and similar tools can be used to design systems for selecting, training, and supporting workers in specific roles (ONet, 2019). While it focuses more on industry analysis than specific job analysis, it is an excellent starting point for finding universally acceptable language and identifying traits that might be overlooked during analysis. Employers who begin with O*Net should tailor the descriptions to each job, as requirements vary depending on the role and employer.

Recommendations

It is recommended that the hiring process for the machinist position begins internally rather than externally. The position just below machinist is that of an operator. These operators have less involvement in setting up machines for production runs and do not engage in quality control. The current operators at JMJ Profile are already familiar with the company structure and each other, as well as the different parts and machines. Onboarding a new employee can be costly in terms of time and money. Studies have found that hiring externally results in a 61% greater chance of the employee performing poorly and potentially being fired within the first two years of employment. It takes approximately this long for a new employee to reach the standards of current employees (Adams, 2012). While training a current employee also requires time and money, it is far less than starting from scratch with an outsider. Furthermore, promoting and training from within fosters a positive atmosphere, demonstrating to employees that there is room for growth and that hard work is rewarded. This leads to higher levels of employee satisfaction and lower turnover rates.

References

Adams, S. (2012). Why promoting from within usually beats hiring from outside. Retrieved from https://www.forbes.com/sites/susanadams/2012/04/05/why-promoting-from-within-usually-beats-hiring-from-outside/#373849d936ce

NAP. (2010). Human resource management. Retrieved from https://www.nap.edu