Broadcast Personnel Management
Job Planning
Analysis
Every station should do a long-range overview of its own
marketplace: community standards, average wage, supply
and demand, and forecast for population and economic
growth over a period of years. Stations, as risky as
the practice is, should also develop an overview of the
competitive structure in the market from varying forms
of media, including new technologies, and how such
stations will be so affected as new media become more
embedded in American society.
The primary purpose for stations in developing such
analyses is to position their own competitive strategy
for the future. Stations, as in any other business, will
be under the pressure to operate as lean as possible,
but job analyses help managers determine what the
changing marketplace will do to change their personnel
requirements.
Workload Analysis
Every year, top managers should be
required to develop a workload analysis. The annual
review should look at several aspects of in-house personnel
operations, in order to determine and plan trends and
needs for the future.
Among the key items in a workload analysis:
Total hours worked - Number of hours paid in
a given year in relation to total work output gives an
employer an overall look at company efficiency.
Overtime hours - This analysis gives employers
targets of where in the station the heaviest overtime
is worked and provides a starting point for considering
whether management is operating at full efficiency, or
whether an additional employee is needed to reduce the
total overtime.
Compensatory time - This further gives an employer
an overview of whether managers are controlling personnel
costs by reducing expensive overtime through reducing
hours during a specific pay period.
Job Specifications
Once an employer has determined specific
job needs, the next step in personnel planning is to
develop job specifications. Among the items significant
to job specifications are: 1) minimum qualifications,
2) education required, 3) previous experience required,
4) conduct restrictions, and 5) salary level desired.
Job Description
Once the workload overview and job specifications are
developed, quality managers will write specific job
descriptions to govern the performance of each
specific employee. The job description will cover the
following items: 1) specific nature of the job and
general responsibilities required; 2) hours required for
the job performance; 3) whether the job will be salaried
or paid on an hourly basis; 4) time of report for work;
5) the employee's reporting supervisor; 6) specifics
unique to the individual job; and 7) barometers for
employee review, reward, and discipline.
Job Selection
Seeking Candidates
Job candidates are solicited by broadcast
managers from a variety of sources. The on-air personality
is usually obtained from the audition tape. Tapes
are usually solicited from advertising in a variety of
locales: 1) national trade magazines; 2) local newspapers;
3) college placement offices; 4) in-house bulletin boards
and publications; 5) job consultants (headhunters); and
6) online services. The difficulty encountered by
managers is in narrowing the candidate base.
Narrowing the Candidates
No specific art can be drawn for narrowing
what is often a large pool of candidates for broadcast
jobs. Employers draw on several cut systems, often
depending on region and market size.
One step employers typically take off the top is to
look at the quality of resumes and the professionalism
of cover letters and immediately eliminate those deemed
reflecting a standard look and tone. Particularly for
the on-air personality, employers look for someone who
will stand out from the pack.
A second step is to evaluate salary history and
experience level. Particularly for a non-entry
level job, managers will look for candidates who can
fit the station's specific salary budget and who have
a track record of quality performance in a smaller (or,
sometimes, larger market).
A third step (except in the thirty largest markets) is
to look at the current home base of the candidates. Many
managers eliminate candidates who are not from within a
200-250 mile radius of the station. The prevailing
argument is a prospective employee who hails from an
area within a four-to-five hour driving distance of the
station is more than likely to remain with the company for
a longer period of time than one who has no ties to the
region.
Ultimately, a station will narrow the candidates to
approximately two dozen, for whom resume videotapes
or audiotapes will be viewed or heard. Of that pool,
managers will reduce the field to approximately three
to five, who will be pre-interviewed via telephone. The
goal is to narrow the field further to two to three
candidates, preferably three, who will be brought in at
the station's expense, for in-person interviews.
More to Come on Personnel 2
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