Job Profiling Online Course

JOB PROFILING BPS228

Duration (approx) 100 hours

Qualification To obtain formal documentation the optional exam(s) must be completed which will incur an additional fee of £30 inc VAT. Alternatively, a letter of completion may be requested.

FIND THE BEST CAREER FOR YOUR CLIENT

Determine occupations and specific work tasks within occupations that suit the capabilities, motivation, and circumstances of an individual.

Be a better career advisor, case manager, employer, supervisor or welfare worker. This course has relevance across many industries.

Who Can Benefit?

Anyone working with unemployed people seeking a job
Anyone seeking to help people improve their career prospects - from teachers and counsellors to parents and social workers
Anyone wishing to better understand their own potential.
People who employ, manage or supervise staff who are wanting to assign the most suitable person to each work task they are confronted with.

It's easy to enrol...

Select a payment plan: *

Plan A: 1 payment of £520.00

Plan B: 2 payments of £280.00

Select a learning method *

Online

Offline (supplied on USB Stick)

Please note, choosing offline (USB stick) will attract a 5% surcharge on top of the course fee

Course Content

There are 8 lessons in this course:

Lesson 1. Scope and Nature of Profiling for Employment

Introduction
Changing Nature of Work
Job Changes & the Labour Market
Care Responsibilities and Work-Life Balance
Remote Working
Approaches to Job Profiling
Job Analysis
Competency Framing
Psychometric Testing
Interview Days
Work Simulations
Screening Tests
Medical Tests
Where Profiling is Carried Out
Assessment Centres
Advantages of Profiling
Limitations of Profiling
Retaining Staff

Lesson 2. Profiling in Recruitment & Selection

Introduction
Benefits of Profiling in Recruitment
Difficulties with Recruitment and Selection
Overwhelming Responses
Applicant Shortages
Bias in Testing
Faking Bad
Faking Good
Acquiescence Bias
Moderate or Extreme Bias
Indecisiveness
Test Bias
Construct Bias
Predictive Bias
Lawful Issues of Testing
Important Considerations in Test Constructs
Test Reliability
Internal Consistency
Test-retest Reliability
Interrater Reliability
Parallel Test Reliability
Test Validity
Criterion Validity
Construct Validity
Face Validity
Content Validity
Using other Measures for Profiling

Lesson 3. Profiling Tests Available in Recruitment

Introduction
Some Psychometric Tests
Personality Inventories
Achievement
Intelligence Tests
Cognitive Ability Tests
Aptitude Tests
Tests of Emotional Intelligence
How to Measure Emotional Quotient
Vocational Interest Inventories
Tests of Psychomotor Ability
Tests of Physical Ability
Tests of Perceptual Ability
A Test Battery
Assessment Centres
Simulations
Interviews
Other Options
Tester Day at an Organisation
Training Courses
Pre Screening Tests
Background Screening
Minimum Qualification Requirements
New Tests

Lesson 4. Developing a Profile

Competency Profiling
Case Study
Type 2 Behaviour Pattern (TABP)
OCEAN - The Big 5
Some Advantages of Using Competencies
Choosing Tests - Advantages and Disadvantages of Different Test Types
Alternate Choice
Multiple Choice
Rating Scales
Designing a Questionnaire
Biographical Information
Instructions
Designing the Layout
Piloting a Questionnaire
Standardising the Questionnaire

Lesson 5. Supporting Clients to Find Occupations

Introduction
Helping Clients Prepare for Jobs
Commitments
Skills and Personality
Case Study
SWOT
Applying for Jobs
Marketing the Self
Assessing Experience
Organising Training
Preparing Resumes
The Covering Letter
Compiling a Resume
Preparing for Interviews
General & Specific Interview Preparation
Preparing for Psychometric Testing

Lesson 6. Other Issues in Recruitment

Introduction
Influence of Different Types of Work
Flexible Work
Job Sharing
Part Time
Remote Work
Hybrid Work
Case Studies
Learning from Exit Interviews
Legal and Ethical Issues
Diversity (Neurodiversity)
Equity/Human Rights
Internal/External Recruitment
Employee Retention
Retention Strategies
Work-Life Balance
Case Study

Lesson 7. Applications – Matching Occupations and People Profiles

Introduction
Client/ Employee Perspective
Using Occupation Resources
Client Interests
Interest Inventories
Values
Qualitative Assessments
Hiring from Inside or Outside an Organisation
Profiling Internal Candidates
Profiling External Candidates
Determining Whether to Advertise

Lesson 8. Applications – Adjusting Perspectives through Job Analysis

Introduction
Job Analysis
Work Analysis
Task Oriented Job Analysis
Worker Oriented Job Analysis
Gathering Information
Qualitative Data Interviews
Observations
Quantitative Data
Job Task Inventories
Position analysis questionnaire (PAQ)
Fleishman Job Analysis Survey (F-JAS)
Personality Inventories
Databases
Data Analysis
Best Practice in Using Job Analysis
Competency Profiling
Competency Profiles
Competency Dictionaries
Critical Incident Techniques
Best Practice Competency Modelling

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

Discuss value and scope of occupation profiling for HR, line managers, and employment service industries.
Identify and apply profiling to improve outcomes in recruitment for employers and employment services.
Explain different profiling tests that may have an application for use in recruitment.
Develop an employee profile that matches the requirements of the job, in a variety of contexts.
Collaborate with clients to help them find employment appropriate to their needs and wants.
Analyse the relative significance of varied factors being considered in recruitment of a person into a particular job.
Determine the occupation that best fits an individual person.
Explain to a client why a particular job in a particular vocation is most appropriate to their needs at a particular point in time.

WHY JOB PROFILING?

It can take time to do job profiling properly; but in at least some cases, it can be well worth the effort, to get the best person doing the work required. When the person is matched well to the job, the employee is more motivated and satisfied. They risk of redundancy and costs involved in retraining are reduced for the employer. Productivity can be increased, and workplace disruptions decreased.

Get the right staff member right from the start. Then organisations don't risk a new person starting, then having to dismiss them because they are not suitable, or them leaving themselves.
Organisations don't waste time, money, and effort training someone who will leave.
They don't waste resources recruiting someone repeatedly.
With less staff turnover there's reduced recruitment and training costs.
Staff are more motivated, not only the employee that was profiled, but others who work alongside them. Disgruntled and unhappy staff can share their misery with others. This can mean that other staff become demotivated and unhappy.

Having the right staff can improve all round motivation and productivity.