CHAPTER 2

Talent Management & Job Analysis

 Learning objectives

• Understand talent management and its process

• Understand the nature of job analysis, including what it is and how
it’s used
• Use at least three methods of collecting job analysis information
• Know how to write a job description and job specification
• Explain job analysis in a “jobless” world
 REFERENCES

1. Dessler G., Tan C.H., HumanResourceManagement-AnAsianperspective, 2nd edition,

Pearson, 2009.

2. John MI, HumanResourceManagement, 11th edition, McGraw-Hill/Irwin, 2010.

3. Dr. Tran Kim Dung, HumanResourcemanagement, Statistic Publishing House., 2009.

 Talent Management and why is it important?

Talent management is the goal- orientedandintegratedprocess

This is the main function of

Human Resources
Management, and without
effective talent management,
an organization will not sustain.
 Talent Management Process
Decide what Orient, train, and
positions to fill, develop employees Appraise employees to
through job analysis, so they have the assess how they’re
personnel planning, competencies to do doing.
and forecasting. their jobs.

Build a pool of job Compensate

applicants, by Decide to whom to employees to
recruiting internal or make an offer. maintain their
external candidates. motivation.

Use selection tools

Obtain application like tests, interviews,
forms and perhaps background checks,
have initial screening and physical exams
interviews. to identify viable
candidates.
Job Analysis – What is it and how is it used?

The procedure for determining the duties

and skill requirements of a job and the
kind of person who should be hired for it.

Job DescriptionsJob Specification

…duties and skill requirements… …the kind of person…

 Job Analysis – What is it and how is it used?

JOB SPECIFICATIONS
A list of a job’s “human requirements,” that is
JOB DESCRIPTIONS , and so on— another product of a job analysis
A list of a job’s

— one product of a job analysis.

 Employeesmaybeconcernedbecauseof…

 Resistance to change
 Possible changes to job duties
 Changes to pay
 Lack of trust of consequences
 The same job title may have
different responsibilities and
pay rates in different
departments
 Steps in Job Analysis

• Identify the use to which the information will be put, because this will
1
determine how you collect the information.
• Review relevant background information about the job, such as
2
organization charts and process charts (job redesign).

3
• Select representative positions

4
• Conduct the analysis (actually analyze the job)
• Verify the job analysis information with the worker performing the job
5
and with his or her immediate supervisor.

6
• Develop a Job Description and Job Specification
 What information do you collect?

Human requirements

Work activities Job context

Information to be collected … Performance standards

Skills
 What information do you collect?

Collecting Job Analysis Information

• Joint effort between HR, the worker and the supervisor…

 Information collected by HR specialists

Skills

• Sensing
• Communicating
• Deciding
• Presenting
• …

https://
 Information collected by HR specialists

Work activities

• Cleaning
• Selling
• Teaching
• Painting
• How, why and when the activities
are performed
 Information collected by HR specialists

Machines, Tools, Equipment, Work Aids

• Tools used

• Materials processed

• Knowledge applied

• Services
 Information collected by HR specialists

Job context

 Working conditions

 Schedule

 Organizational context

 Social context

Reuters
 Information collected by HR specialists

Human requirements

• Job-related knowledge and

skills
– Education
– Training
– Workexperience
– (Internationalexperience)
• Personal attributes
– Aptitudes
– Physicalcharacteristics
– Personality
– Interests
 From Specialized to Enlarged Jobs (Job Redesign)

= a set of closely related activities carried out for pay.

Job Enlargement • Assigning workers additional same-level activities,

thus increasing the number of activities they perform.

• Moving a trainee from department to department to

broaden his or her experience and identify strong
Job Rotation and weak points to prepare the person for an
enhanced role with the company.

• Redesigning jobs in a way that increases the

opportunities for the worker to experience feelings of
Job Enrichment responsibility, achievement, growth, and recognition.
Methods of collecting job analysis information
 Methods of collecting job analysis information

1. Widely Used: The Interview

• Individual interviews with each employee;

• Group interviews with groups of employees
who have the same job;
• Supervisor interviews with one or more
supervisors who know the job.
 Methods of collecting job analysis information

2. How to Conduct a Questionnaire Session

• Use a specific questionnaire

• Follow a structured approach

• List duties in order of importance or frequency of occurrence

• Review and verify the data

 Methods of collecting job analysis information

3. Observation
 Useful when jobs consist mainly
of observable physical activities

 Observation may be combined

with interviewing

 Take complete notes

 Talk with the person being observed

– explain what is happening saccounty.net/

and why

 Ask questions
Methods of collecting job analysis information

4. Participant Diary

• Diary/ Activity log

• Time-consuming

• Self-reporting

• Remembering what was done earlier

 Writing Job Descriptions

1. Job Identification

2. Job Summary

3. Relationships

4. Responsibilities and Duties

5. Standards of Performance

Working Conditions, Physical Environment…

 Writing Job Descriptions
1. JobIdentification

◆ Title

◆ Date

◆ Supervisor’s title

◆ Salary (optional)

◆ Grade level
 Writing Job Descriptions
2. JobSummary

• Summarize the essence of the job

• General nature

• Major functions or activities

• Includes general statements

 Writing Job Descriptions

3. RelationshipsStatement(e.g.forHumanResourceDirector)

Internal: works with External: works with

all department employment agencies,
managers and recruiters, union
executive representatives,
management… vendors…
 Writing Job Descriptions
4. ResponsibilitiesandDuties
Responsibilities

• Examples
– Establishes marketing goals to ensure
share of market
– Maintaining balanced and controlled
inventories
• Defines the limits of job holder’s authority
– Purchasing authority
– Discipline
– Interviewing and hiring
 Writing Job Descriptions
5. StandardsofPerformance-Example

Duty: Meeting Daily Production Schedule, e.g.:

• Work group produces no fewer than 500 units per working day

• Next workstation rejects no more than an average of 2% of units

• Weekly overtime does not exceed an average of 5%

 Writing Job Specifications
Thespecificationshouldspecifytheperson’s

• Skills on the job

• Knowledge of and for the job
• Length of experience for the job
• Attitude for the job
• Preferences
 Writing Job Specifications
Jobspecificationsample

• What does a job specification tell HR and

the hiring manager (line manager)?

• Find out about job specifications

Job Descriptions – Job Specification
 Job Analysis in a “Jobless” World

De-jobbing: 1) From specialized to enlarged

• Broaden the tasks of the jobs
company jobs.
• Encourage workers not to
limit themselves to what’s 2) Why are managers
on their job descriptions. de-jobbing their companies?
• A result of the changes
taking place in modern
workplaces. www.ukessays.com
 Why managers are de-jobbing their companies?

• Broadening the responsibilities of the company’s jobs

De-jobbing • Encouraging employee initiative

Internal factors leading • Flatter organizations

to de-jobbing • Work teams

• Rapid product and technological change

• Global competition
External • De-regulation
factors leading to • Political instability
de-jobbing. • Demographic changes
• Rise of a service economy
 Traditional
Organization
Chart
FlatterOrganizations
 Activity

• Read the case study and answer question

• Write down your group’s answers and submit them to your lecturer
 Case discussion
Question:

1. Should a micro company (with about 10 employees, a year of establishment)

develop a job description and job specification?

2. Why or why not?

 Case discussion – The Job Description
Based on her review of the stores, Jennifer concluded that one of the first matters she had to attend to involved developing job
descriptions for her store managers. As Jennifer tells it, her lessons regarding job descriptions in her basic management and HR management
courses were insufficient to convince her of the pivotal role job descriptions actually play in the smooth functioning of an enterprise.
Many times during her first few weeks on the job, Jennifer found herself asking one of her store managers why he was violating
what she knew to be recommended company policies and procedures. Repeatedly, the answers were either “Because I didn’t know it was
my job.” or “Because I didn’t know that was the way we were supposed to do it.”
Jennifer knew that a job description, along with a set of standards and procedures that specified what was to be done and how to do
it, would go a long way toward alleviating this problem. In general, the store manager is responsible for directing all store activities in such a
way that quality work is produced, customer relations and sales are maximized, and profitability is maintained through effective control of
labor, supply, and energy costs.
In accomplishing that general aim, a specific store managers duties and responsibilities include quality control, store appearance
and cleanliness, customer relations, bookkeeping and cash management, cost control and productivity, damage control, pricing, inventory
control, spotting and cleaning, machine maintenance, purchasing, employee safety, hazardous waste removal, human resource administration,
and pest control. The questions that Jennifer had to address follow.
- Question 1: What information should be included in the store manager’s job description?
- Question 2: How should Jennifer go about collecting the information required for the standards, procedures, and job
description? (specify which method)
 Multiple choice questions
1. Which term refers to a procedure for determining the duties and skill requirements for a
specific job and the kind of person most suitable for a position?
A) HR management
B) job description
C) job analysis
D) talent management
2. The information resulting from a job analysis is primarily used for writing .
A) job descriptions
B) corporate objectives
C) training requirements
D) performance standards
3. During a job analysis, a human resources specialist will most likely collect information
about all of the following EXCEPT .
A) human behaviors
B) physical working conditions
C) responsibilities of the position
D) employee benefits options
4. Job analysis is most important because managers use it to .
A) apply talent management
B) support all HRM activities
C) comply with ADA requirements
D) provide employment data to the government
5. Maria, an HR manager at ATX Manufacturing, needs to know what sorts of people to recruit
for a process engineering job at the firm. Which of the following would be most useful for Maria's
task?
A) job analysis
B) organization chart
C) industry standards
D) performance appraisal
6. What is the first step in conducting a job analysis?
A) developing a job description
B) collecting data on job activities
C) deciding what information to collect
D) selecting representative positions to observe
7. Which of the following would LEAST likely involve the use of job analysis information?
A) recruiting decisions
B) training requirements
C) performance appraisal
D) diversification oversight
8. Anna, a new employee at Concord Electronics, wants to make sure she understands who to
report to at the firm and the title of various positions. Which of the following would most
likely help Anna?
A) organization chart
B) workflow analysis
C) process chart
D) position analysis
9. Anita, an HR manager, is in the process of conducting a job analysis. She has just
finished selecting a sample of representative positions. What should Anita do next?
A) develop a job description that includes working conditions and responsibilities
B) contact supervisors to verify employees' tasks, responsibilities, and working
conditions
C) interview employees to gather information about the job's duties and responsibilities
D) conduct a workflow analysis and develop a diagrammatic process chart for each job
10. What is the final step of the job analysis process?
A) creating a process chart
B) writing a job description
C) determining a sample group
D) verifying data with supervisors
Lecturer: Nguyễn Quốc Sĩ
si.nguyenquoc@hoasen.edu.vn