- Things 3 5 1 – Elegant Personal Task Management Program Template
- Things 3 5 1 – Elegant Personal Task Management Program Examples
- Things 3 5 1 – Elegant Personal Task Management Programs
- Things 3 5 1 – Elegant Personal Task Management Program Pdf
Learning Objectives
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- Discuss the need for forecasting human resource needs and techniques for forecasting.
- Be able to explain the steps to an effective recruitment strategy.
- Be able to develop a job analysis and job description.
The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans”. Forecasting is based on both internal and external factors. Internal factors include the following:
- Budget constraints
- Expected or trend of employee separations
- Production levels
- Sales increases or decreases
- Global expansion plans
External factors might include the following:
- Changes in technology
- Changes in laws
- Unemployment rates
- Shifts in population
- Shifts in urban, suburban, and rural areas
- Competition
Once the forecasting data are gathered and analyzed, the HR professional can see where gaps exist and then begin to recruit individuals with the right skills, education, and backgrounds. This section will discuss this step in HR planning.
Recruitment Strategy
Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 “Developing and Implementing Strategic HRM Plans”, development of staffing plans is discussed. An understanding of the labor market and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes.
Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here are the aspects of developing a recruitment strategy:
- Refer to a staffing plan. This is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans”.
- Confirm the job analysis is correct through questionnaires.
- Write the job description and job specifications.
- Have a bidding system to recruit and review internal candidate qualifications for possible promotions.
- Determine the best recruitment strategies for the position.
- Implement a recruiting strategy.
The first step in the recruitment process is acknowledgment of a job opening. At this time, the manager and/or the HRM look at the job description for the job opening (assuming it isn’t a new job). We discuss how to write a job analysis and job description in Section 4.1.2 “Job Analysis and Job Descriptions”.
Assuming the job analysis and job description are ready, an organization may decide to look at internal candidates’ qualifications first. Internal candidates are people who are already working for the company. If an internal candidate meets the qualifications, this person might be encouraged to apply for the job, and the job opening may not be published. Many organizations have formal job posting procedures and bidding systems in place for internal candidates. For example, job postings may be sent to a listserv or other avenue so all employees have access to them. However, the advantage of publishing open positions to everyone in and outside the company is to ensure the organization is diverse. Diversity is discussed in Chapter 3 “Diversity and Multiculturalism”. We discuss more about internal and external candidates and bidding systems in Chapter 5 “Selection”.
Then the best recruiting strategies for the type of position are determined. For example, for a high-level executive position, it may be decided to hire an outside head-hunting firm. For an entry-level position, advertising on social networking websites might be the best strategy. Most organizations will use a variety of methods to obtain the best results. We discuss specific strategies in Section 4.3 “Recruitment Strategies”.
Another consideration is how the recruiting process will be managed under constraining circumstances such as a short deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be processed will save time later. For example, some HRM professionals may use software such as Microsoft Excel to communicate the time line of the hiring process to key managers.
Once these tasks are accomplished, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited. This is where the job analysis and job description come in. We discuss this in Section 4.1.2 “Job Analysis and Job Descriptions”.
Job Analysis and Job Descriptions
The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. A major part of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. According to research by Hackman and Oldham (Hackman & Oldham, 1976), a job diagnostic survey should be used to diagnose job characteristics prior to any redesign of a job. This is discussed in Chapter 7 “Retention and Motivation”.
To start writing a job analysis, data need to be gathered and analyzed, keeping in mind Hackman and Oldham’s model. Figure 4.1 “Process for Writing the Job Analysis” shows the process of writing a job analysis. Please note, though, that a job analysis is different from a job design. Job design refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available. We discuss job design in Chapter 7 “Retention and Motivation” and Chapter 11 “Employee Assessment”.
The information gathered from the job analysis is used to develop both the job description and the job specifications. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications, on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. A job analysis must be performed first, and then based on that data, we can successfully write the job description and job specifications. Think of the analysis as “everything an employee is required and expected to do.”
Figure 4.2 Sample Job Analysis Questionnaire
This questionnaire shows how an HR professional might gather data for a job analysis. Questionnaires can be completed on paper or online.
Two types of job analyses can be performed: a task-based analysis and a competency- or skills-based analysis. A task-based analysis focuses on the duties of the job, as opposed to a competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. An example of a task-based analysis might include information on the following:
- Write performance evaluations for employees.
- Prepare reports.
- Answer incoming phone calls.
- Assist customers with product questions.
- Cold-call three customers a day.
With task job analysis, the specific tasks are listed and it is clear. With competency based, it is less clear and more objective. However, competency-based analysis might be more appropriate for specific, high-level positions. For example, a competency-based analysis might include the following:
- Able to utilize data analysis tools
- Able to work within teams
- Adaptable
- Innovative
You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job. One is not better than the other but is simply used for different purposes and different types of jobs. For example, a task-based analysis might be used for a receptionist, while a competency-based analysis might be used for a vice president of sales position. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.
Once you have decided if a competency-based or task-based analysis is more appropriate for the job, you can prepare to write the job analysis. Of course, this isn’t something that should be done alone. Feedback from managers should be taken into consideration to make this task useful in all levels of the organization. Organization is a key component to preparing for your job analysis. For example, will you perform an analysis on all jobs in the organization or just focus on one department? Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organization. A job analysis questionnaire usually includes the following types of questions, obviously depending on the type of industry:
- Employee information such as job title, how long in position, education level, how many years of experience in the industry
- Key tasks and responsibilities
- Decision making and problem solving: this section asks employees to list situations in which problems needed to be solved and the types of decisions made or solutions provided.
- Level of contact with colleagues, managers, outside vendors, and customers
- Physical demands of the job, such as the amount of heavy lifting or ability to see, hear, or walk
- Personal abilities required to do the job—that is, personal characteristics needed to perform well in this position
- Specific skills required to do the job—for example, the ability to run a particular computer program
- Certifications to perform the job
Once all employees (or the ones you have identified) have completed the questionnaire, you can organize the data, which is helpful in creating job descriptions. Vicinity 1 1 2 download free. If there is more than one person completing a questionnaire for one job title, the data should be combined to create one job analysis for one job title. There are a number of software packages available to help human resources perform this task, such as AutoGOJA.
Once the job analysis has been completed, it is time to write the job description and specifications, using the data you collected. Job descriptions should always include the following components:
- Job functions (the tasks the employee performs)
- Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes)
- Education and experience required
- Physical requirements of the job (ability to lift, see, or hear, for example)
Figure 4.3 Sample Job Description
Notice how the job description includes the job function; knowledge, skills, and abilities required to do the job; education and experience required; and the physical requirements of the job.
Once the job description has been written, obtaining approval from the hiring manager is the next step. Then the HR professional can begin to recruit for the position. Before we discuss specific recruitment strategies, we should address the law and how it relates to hiring. This is the topic of Section 4.2 “The Law and Recruitment”.
Tips to Writing a Good Job Description
- Be sure to include the pertinent information:
- Title
- Department
- Reports to
- Duties and responsibilities
- terms of employment
- qualifications needed
- Think of the job description as a snapshot of the job.
- Communicate clearly and concisely.
- Make sure the job description is interesting to the right candidate applying for the job.
- Avoid acronyms.
- Don’t try to fit all job aspects into the job description.
- Proofread the job description.
Writing a Job Description
A short video on how to write an effective job description, with examples.
Human Resource Recall
Does your current job or past job have a job description? Did it closely match the tasks you actually performed?
Key Takeaways
- The recruitment process provides the organization with a pool of qualified applicants.
- Some companies choose to hire internal candidates—that is, candidates who are already working for the organization. However, diversity is a consideration here as well.
- A job analysis is a systematic approach to determine what a person actually does in his or her job. This process might involve a questionnaire to all employees. Based on this analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job.
Exercises
- Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:
- What are the job specifications?
- Are the physical demands mentioned?
- Is the job description task based or competency based?
- How might you change this job description to obtain more qualified candidates?
- Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?
References
Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.
The term Time Management is a misnomer. You cannot manage time; you manage the events in your life in relation to time. You may often wish for more time, but you only get 24 hours, 1,440 minutes, or 86,400 seconds each day. How you use that time depends on skills learned through self-analysis, planning, evaluation, and self-control. Much like money, time is both valuable and limited. It must be protected, used wisely, and budgeted.
People who practice good time management techniques often find that they:
- Are more productive.
- Have more energy for things they need to accomplish.
- Feel less stressed.
- Have more free time to do the things they want.
- Get more things done.
- Relate more positively to others.
- Feel better about themselves. (Dodd and Subdheim, 2005)
Finding a time management strategy that works best for you depends on your personality, ability to selfmotivate, and level of self-discipline. By incorporating some, or all the ten strategies below, you can more effectively manage your time.
1. Know How You Spend Your Time
A time log is a helpful way to determine how you use your time. Record what you are doing in 15-minute intervals for a week or two. Evaluate the results:
- Did everything you needed to do get done?
- Which tasks require the most time?
- What time of day when you are most productive?
- Where is most of your time is devoted (i.e. job, family, personal, recreation)?
Identifying your most time-consuming tasks and determining whether you are investing your time in the most important activities can help you to determine a course of action. Having a good sense of the time required for routine tasks can help you be more realistic in planning and estimating how much time is available for other activities. Many apps exist to help you keep track of your time, as mentioned in Strategy 3.
2. Set Priorities
Managing your time effectively requires a distinction between what is important and what is urgent (MacKenzie, 1990). Experts agree that the most important tasks usually aren’t the most urgent tasks. However, we tend to let the urgent tasks dominate our lives. Covey, Merrill, and Merrill (1994) categorize activities into four quadrants in their Time Management Matrix: urgent, not urgent, important, and not important. While activities that are both urgent and important must be done, Covey et al. suggests spending less time on activities that are not important (regardless of their urgency) to gain time for activities that are not urgent but important. Focusing on these important activities allows you to gain greater control over your time and may reduce the number of important tasks that become urgent.
Urgent | Not Urgent | |
Important | Do these tasks as soon as possible. Examples:
| Defer these tasks until all urgent and important tasks have been completed. Examples:
|
Not Important | Delegate these tasks to the appropriate people who can manage them. Examples:
| Delete these tasks – they are often time wasters. Examples:
|
Creating a 'to do” list is an easy way to prioritize. Whether you need a daily, weekly, or monthly list depends on your lifestyle. Be careful to keep list-making from getting out of control. List manageable tasks rather than goals or multi-step plans. Rank the items on your “to do” list in order of priority (both important and urgent). You may choose to group items in categories such as high priority, medium priority, or low priority; number them in order of priority; or use a color-coding system. The goal is not to mark off the most items, but to mark off the highest priority items (MacKenzie, 1990). A prioritized “to do” list allows you to set boundaries so you can say “no” to activities that may be interesting or provide a sense of achievement but do not fit your basic priorities.
3. Use a Planning Tool
Time management experts recommend using a personal planning tool to improve your productivity. Personal planning tools include planners, calendars, phone apps, wall charts, index cards, pocket diaries, and notebooks. Writing down your tasks, schedules, and items to remember can free your mind to focus on your priorities. Auditory learners may prefer to dictate their thoughts instead. The key is to find one planning tool that works for you and use that tool consistently.
When using a planning tool:
- Always record your information on the tool itself. Jotting notes elsewhere that must be transferred later is inefficient and wastes more time.
- Review your planning tool daily.
- Keep a list of your priorities in your planning tool and refer to it often.
- Keep planning tools synchronized. If you keep more than one, make sure your phone, computer, and paper planning tools match.
- Keep a back-up system.
Apps on your phone can be great planning tools. Apps typically fall into one of the following categories:
- Time Trackers – Gain an awareness of how you spend your time.
- Time Savers – Increase productivity and break time-wasting habits.
- Task Managers – Prioritize and organize tasks to improve time management.
- Habit Developers – Create healthy habits to encourage time management.
4. Get Organized
Disorganization leads to poor time management. Research has shown that clutter has a strong negative impact on perceived well-being (Roster, 2016). To improve our time management, get organized.
Set up three boxes (or corners of a room) labeled 'Keep,' 'Give Away,' and 'Toss.' Sort items into these boxes. Discard items in your “Toss” box. Your 'Give Away' box may include items you want to sell, donate, or discard.
The next step is to improve the time you spend processing information. For example, tasks such as email can eat up your day. To combat wasted time, implement an email organization system that allows you to process the information in each email as efficiently as possible. Use folders, flagging, or a color-coded system to keep track of what’s what.
5. Schedule Appropriately
Scheduling is more than just recording what must be done (e.g., meetings and appointments). Be sure to build in time for the things you want to do. Effective scheduling requires you to know yourself. Your time log should help you to identify times when you are most productive and alert. Plan your most challenging tasks for when you have the most energy. Block out time for your high priority activities first and protect that time from interruptions.
Schedule small tasks such as drafting an email, creating a grocery shopping list, reading, watching webinars or listening to podcasts for long commutes or when waiting for a call or appointment. Capitalize on what would otherwise be time lost. Avoid nonproductive activities, such as playing games or scrolling through social media. Limit scheduled time to about three-fourths of your day to allow for creative activities such as planning, dreaming, and thinking.
6. Delegate: Get Help from Others
Delegating means assigning responsibility for a task to someone else, freeing up your time for tasks that require your expertise. Identify tasks others can do and select the appropriate person(s) to do them. Select someone with the appropriate skills, experience, interest, and authority needed to accomplish the task. Be specific. Define the task and your expectations while allowing the person some freedom to personalize the task. Check how well the person is progressing periodically and provide any assistance, being careful not to take over the responsibility. Finally, reward the person for a job well done or make suggestions for improvements if needed. (Dodd and Sundheim, 2005). Another way to get help is to “buy” time by obtaining goods or services that save time. For example, paying someone to mow your lawn or clean your house, or joining a carpool for your children’s extracurricular activities frees time for other activities. The time-savings from hiring someone for specialized projects is often worth the cost.
7. Stop Procrastinating
People put off tasks for a variety of reasons. Perhaps the task seems overwhelming or unpleasant. To help stop procrastination, consider “eating the big frog first.” A quote commonly attributed to Mark Twain says, “If it’s your job to eat a frog today, it’s best to do it first thing in the morning. And if it’s your job to eat two frogs, it’s best to eat the big frog first.” Unpleasant tasks we procrastinate completing are “big frogs.” Complete these tasks as your first action of the day to get them out of the way. Another option is to “snowball” your tasks by breaking them down into smaller segments, completing preparatory tasks, and eventually completing the larger task at hand. Whether you choose the “big frog first” or “snowball” method, try building in a reward system for completed tasks to help stay motivated.
8. Manage Time-Wasters
Reduce or eliminate time spent in these activities by implementing some simple tips.
Handheld Devices
- Take advantage of voice-to-text features such as transcribed voicemails or to make notes or draft emails and text messages when you are on the go.
- Avoid small talk. Stay focused.
- Take any necessary action immediately following a call.
- Impose screen time limits and regularly monitor your digital wellness (see Strategy 10).
- Schedule breaks from your devices.
- Set aside a specific time to view and respond to email, but don’t let it accumulate to the point it becomes overwhelming to sort.
- Turn off notifications for email.
- Handle each item only once if possible.
- Immediately delete or unsubscribe from junk emails.
- Keep address books up-to-date and organized.
- Utilize built-in shortcuts to sort email.
Unexpected Visitors
- Schedule time for face-to-face visits.
- Inform visitors of your time constraints and politely offer to reschedule.
- Set a mutually agreeable time limit for the visit.
- When someone comes to the door, stand up and have your meeting standing to help keep it brief.
In-Person and Virtual Meetings
- Know the purpose of the meeting in advance.
- Arrive early.
- Start and end the meeting on time.
- Prepare an agenda and stick to it. Use a timed agenda, if necessary.
- Don’t schedule meetings unless they are necessary and have a specific purpose or agenda.
- Use recording software or designate a note-taker.
Family Obligations
- Use and sync virtual calendars for easy sharing between busy family members.
- Make each family member responsible for consulting the master calendar for potential conflicts.
- Create a central area or agreed upon app for posting communications such as appointment reminders, announcements, and messages.
9. Avoid Multi-tasking
Psychological studies have shown that multi-tasking does not save time. In fact, the opposite is often true. You lose time when switching from one task to another, resulting in a loss of productivity (Rubinsteim, Meyer, and Evans, 2001). Routine multi-tasking may lead to difficulty in concentrating and maintaining focus. Do your best to focus on just one task at a time by keeping your area clear of distractions, including turning off notifications on your devices, and set aside dedicated time for specific tasks.
10. Stay Healthy
The care and attention you give yourself is an important investment of time. Scheduling time to relax or do nothing helps you rejuvenate physically and mentally, enabling you to accomplish tasks more quickly and easily. Be sure to monitor your screen time as a part of your digital wellbeing, setting boundaries to stay healthy. A study conducted by Google showed that four out of five study participants who took steps to improve their digital wellbeing believe their overall wellbeing was positively impacted as well (Google, 2019). To improve your digital wellbeing, set time limits or utilizing built-in software on electronic devices such as phones and tablets to help maintain your digital wellness. Blue light blockers and grayscale mode may also help you improve your digital wellbeing. Set a time each night to shut off all digital devices to give your mind time to relax; this can also help improve your sleep schedule.
Unfortunately, poor time management and too much screen time can result in fatigue, moodiness, and more frequent illness. To reduce stress, reward yourself for time management successes. Take time to recognize that you have accomplished a major task or challenge before moving on to the next activity.
Conclusion
Whatever time management strategies you use, take time to evaluate how they have worked for you. Do you have a healthy balance between work and home life? Are you accomplishing the tasks that are most important in your life? Are you investing enough time in your own personal well being? If the answer is “no” to any of these questions, then reevaluate your time management strategies and transition to ones that will work better for you. Successful time management leads to greater personal happiness, more accomplishments at home and at work, and a more satisfying future.
Things 3 5 1 – Elegant Personal Task Management Program Template
Authors
Updated by:
Roxie Price, University of Georgia Extension
Dana Carney, University of Georgia Extension
Rachael Clews, K-State Research and Extension
Roxie Price, University of Georgia Extension
Dana Carney, University of Georgia Extension
Rachael Clews, K-State Research and Extension
Originally written by:
Sue W. Chapman
Michael Rupured
Sue W. Chapman
Michael Rupured
References
Covey, S. R., Merrill, A. R., & Merrill, R. R. (1994). First Things First: To Live, to Love, to Learn, to Leave a Legacy. New York: Simon & Schuster.
Dodd, P., & Sundheim, D. (2005). The 25 Best Time Management Tools and Techniques: How to Get More Done Without Driving Yourself Crazy. Ann Arbor, MI: Peak Performance Press, Inc.
Google, Global (DE, ES, FR, IT, PL, U.K., U.S.), “Digital Wellbeing Survey,” General population, 18+ years, n=97–1,401, 2019. https://www.thinkwithgoogle.com/feature/digital-wellbeing-statistics
MacKenzie, A. (1990). The Time Trap (3rd ed.). New York: American Management Association.
Things 3 5 1 – Elegant Personal Task Management Program Examples
Roster, C., Ferrari, J., & Jurkat, M. (2016, March 16). The dark side of home: Assessing possession ‘clutter’ on subjective well-being. Journal of Environmental Psychology.
Things 3 5 1 – Elegant Personal Task Management Programs
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Things 3 5 1 – Elegant Personal Task Management Program Pdf
Rubinsteim, J., Meyer, D. & Evans, J. (2001). Executive control of cognitive processes in task switching. Journal of Experimental Psychology – Human Perception and Performance, 27(4), 763-797
Mindnode 5. Status and Revision History
Published with Full Review on Apr 25, 2014
Published with Minor Revisions on Aug 26, 2020
Published with Full Review on Apr 25, 2014
Published with Minor Revisions on Aug 26, 2020