Job Analysis and Talent Management Process

What is Talent Management?

Talent Management is the goal-oriented and integrated process of planning, recruiting, developing,
managing, and compensating employees.

A Talent Manager…
 Understands that the talent management tasks (such as recruiting, training, and paying
employees) are parts of a single interrelated talent management process. For example, having
employees with the right skills depends as much on recruiting, training, and compensation as it
does on applicant testing.
 Makes sure talent management decisions such as staffing, training, and pay are goal-directed.
Managers should always be asking, what recruiting, testing, or, other actions should I take to
produce the employee competencies we need to achieve our strategic goals?
 Consistently uses the same profile of competencies, traits, knowledge, and experience for
formulating recruitment plans for a job as for making selection, training, appraisal, and
payment decisions for it. For example, ask selection interview questions to determine if the
candidate has the knowledge and skills to do the job, and then train and appraise the employee
based on whether he or she shows mastery of that knowledge and skills.
 Actively segments and proactively manages employees. Taking a talent management approach
requires that employers proactively manage their employees’ recruitment, selection, development,
and rewards.

Job Analysis is the foundation of almost all human resources activities. JA (or work analysis) is the process
of collecting information about a job in terms of its task, duties, responsibilities and knowledge, skills, and
abilities needed to perform a job. It produces job description and job specification.
 Job description. Task, duties, responsibilities.
 Job specification. Knowledge, skills, abilities.

Importance of JA.
1. Writing Job Descriptions
2. Employee Selection
3. Training
4. Person power Planning (Peter Principle)
 Peter Principle. Promoting someone until they reach the level at which they are no longer
competent.
5. Performance Appraisal – emphasizing performance
6. Job Classification – classifying job
7. Job Evaluation – job worth; salary
8. Job Design – structure how to perform job
 Job enlargement – horizontal; adding tasks
 Job rotation – rotating; exchanging tasks; only feasible to entry level posts
 Job enrichment – vertical; promotion
 Job crafting – employees change their tasks and interactions with others at work
Sacred cow hunt. Which employees look for practices and policies that waste time and are
counterproductive.
1. Paper cow. Forms and reports that constitute unnecessary paperwork and cost the organizations
time, money, and effort to prepare and distribute them regularly.
2. Meeting cow. The length and number of meetings that are held.
3. Speed cow. Unnecessary deadlines.
Poorly written task statement could cause:

1. Role confusion. Being unsure of who you are and where you fit in the job.
2. Role ambiguity. Occurs when employees have insufficient information to perform their jobs
adequately or when performances evaluation methods are unclear.
Once the task analysis is completed and a job analyst has a list of tasks that are essential for the proper
performance of a job, the next step is to identify KSAOs.

 Knowledge. A body of information needed to perform a task.

 Skill. The proficiency to perform a learned task.
 Ability. A basic capacity for performing a wide range of different tasks, acquiring a knowledge, or
developing a skill.
 Other characteristics. Include such personal factors as personality, willingness, interest, and
motivation, and such tangible factors as licenses, degrees, and years of experience.