Job Analysis &Talent

Management
 1. Define talent management and explain why it is
important.
2. Discuss the process of job analysis, including why it is
important.
Learning 3. Explain how to use at least three methods of collecting
Objectives job analysis information, including interviews,
questionnaires, and observation.
4. Explain how you would write a job description.
5. Explain how to write a job specification.
6. Explain competency-based job analysis, including what
 Human resource
planning is a
HR PLANNING process by which
an organization
ensures that it has
the right number
and kinds of
people

At the right place At the right time

Capable of
completing tasks
to achieve the
overall strategic
objective
 Human Resources Planning
Human resource planning (HRP) involves developing
strategies for acquisition, utilization, improvement and
retention of human resources. It takes into account the
future organizational objectives and plans, future human
resource needs, current human resource position and
assure future human resource availability to support
strategies and objectives
The process of the HR planning begins with
considering the organizational objectives and
strategies. Both external and internal
assessments of HR need and supply sources
must be done and forecasts developed.
 HR planning must be
❑linked to the organization’s overall strategy to compete
domestically and globally
❑translated into the number and types of workers needed
An Organizational Framework
A mission statement defines what business the
organization is in, including
✓ why it exists
✓ who its customers are
Human ✓ strategic goals set by senior management

Resources ✓ Goals are generally defined for the next 5-20 years.
Linking Org Strategy to HR Planning
Planning During a corporate assessment:
• SWOT (Strengths-Weaknesses-Opportunities-Threats)
analysis determines what is needed to meet objectives
• HRM determines what knowledge, skills, and abilities
are needed by the organization’s human resources
through a job analysis.
• Succession planning includes the development of
replacement charts that
Employment Plan & Strategic Plan process To
match labor demand and supply
• Compares forecasts for demand and supply of workers
uses downsizing to reduce supply and balance demand
• Monitors current and future shortages, and overstaffing.
 The Talent Management
Definition
Talent management is the strategic
management of the flow of talent
through an organization.

We can also define talent

management as the goal-oriented and
integrated process of planning,
recruiting, developing, managing, and
compensating employees.

Purpose

Its purpose is to assure that the

supply of talent is available to align
the right people with the right jobs at
the right time based on strategic
business objectives
 The Talent Management
Effectively managing talent means that managers:
1. Understand that talent management tasks are parts of one unified
process.
2.Ensure talent management decisions such as staffing, training, and
pay are goal-directed.
3.Consistently use the same “profile” of competencies, traits,
knowledge, and experience for potential employees.
4.The approach requires that employers proactively manage
recruitment, selection, development, and rewards.
5.Realize an effective talent management process integrates all
underlying talent management activities such as recruiting,
developing, and compensating employees.
• Overview of Talent
Management
 Discuss the
process of job
analysis and why
it is important?
 The procedure for determining the duties
and job skill requirements and the kind of
person who should be hired for the job by
collecting the following information:

The Work activities Human behaviors

Basics of Human requirements.

Job Machines, tools
Equipment & work aids
educating , training ,
job experience
,aptitude , personality.

Analysis
Job Context Performance standards
 Make the job analysis a joint
effort by a human resources
manager, the worker, and the
worker’s supervisor.

Job Analysis Make sure the questions and

the process are both clear to
Guidelines the employees.

Different job analysis

methods
USAGES OF JOB ANAYLSIS

12
 JOB ANAYLSIS BASIS

Job description A list Job specification A list

of a job’s duties, of a job’s “human
responsibilities, requirements”: the
reporting relationships, requisite education,
working conditions, and skills, knowledge, and so
supervisory on – another product of
responsibilities – one a job analysis
product of a job analysis

HOW WHAT
 JOB ANAYLSIS PROCESS
Job Description
Sources of Tasks
Data Job Data
Duties
1. Job analyst
2. Employee
Tasks Responsibilities
3. Supervisor Duties Job context

Responsibilities HR Functions
Job context Recruitment
Methods of
Collecting Data Equipment used Selection

Observation Knowledge Training

Skills Performance appraisal
Interviews
experience compensation
Questionnaires
Job Specification
Job performance
Knowledge
Skills
experience
Job analysis may involve these
processes:

Workflow analysis is a detailed study of

the flow of work from job to job in a work
process. Looks at how works moves from the
customer through the organization as a
product or service for the customer

Business Process Reengineering means

redesigning business processes, usually by
combining steps, so that small multifunction
teams, often using information technology, do
the jobs formerly done by a sequence of
departments.
The basic reengineering approach is
to:
1. IDENTIFY a business process to be
redesigned
2. MEASURE the performance of the
existing processes
3. IDENTIFY opportunities to improve
these processes
4. REDESIGN and implement a new
way of doing the work
5. ASSIGN OWNERSHIP of sets of
formerly separate tasks to an
individual or a team who use new
computerized systems to support the
new arrangement
Reengineering usually requires redesigning
individual jobs.

Job redesign Researches proposed redesigning

jobs using methods such as job enlargement, job
rotation, and job enrichment.

• Job enlargement means assigning

workers additional same-level activities.

• Job rotation means systematically moving

workers from one job to another.

• Job enrichment means redesigning jobs

in a way that increases the opportunities for
the worker to experience feelings of
responsibility, achievement, growth, and
recognition—and therefore more motivation.
Methods for Collecting Job Analysis
Information

Interviews Questionnaires

Observation Diary/logs

Quantitative
Internet-based
techniques
The Interview : 3 TYPES of interviews managers use to collect JA Data
to get the when large get his/her

Group
Individual

Supervisor
employee’s numbers of perspective on
perspective on employees the job’s duties
the job’s duties perform the same and
and job responsibilities).
responsibilities

1. Typical Questions - “What is the job being performed?” “In what

activities do you participate?” “What are the health and safety
conditions?”
2. Structured Interviews - You can also use a structured or checklist
format to guide the interview.
 Advantages
2 • This method is most
1
commonly used.
• Through this method,
qualitative aspects of the job
can also be examined.
• This method generates
information that can never
appear on written format.
• Jobholders are most familiar
with the job, therefore, they
can provide better analysis of
the job as compare to anyone
else.

Disadvantages
• This method of job analysis may
become faulty if the interviewer
puts ambiguous questions to
workers.

Interview • With the purpose to add greater

weightage to their position, the
workers may exaggerate their job
duties.
• If a number of jobs are to be
studied, then this method is very
time and money consuming.
• In order to show that their job is
very complex, the workers may
distort information.
Questionnaires - Structured or unstructured
questionnaires may be used to obtain job
analysis information. Questionnaires can be a
quick, efficient way of gathering information
from a large number of employees. But,
developing and testing a questionnaire can be
expensive and time consuming.

Observation - Direct observations are useful

when jobs consist of mainly observable physical
activity as opposed to mental activity. A potential
problem with direct observations is reactivity,
which is where workers change what they
normally do because they are being watched.
Managers often use direct observation and
interviewing together.
• Participant Diary/Logs - In a diary or log,
the employee records every activity he/she
engages in, along with the amount of time to
perform each activity in order to produce a
complete picture of the job. Pocket dictating
machines can help remind the worker to enter
data at specific times and eliminate the challenge
of trying to remember at a later time what was
done.

• Electronic Job Analysis Methods -

employers increasingly rely on electronic or web-
based job analysis methods. Then rather than
collecting information about the job though
direct interviews and questionnaires the analysts
uses online systems to send questionnaires to job
experts in remote locations. Of course instruction
should be clear and the process should be tested
first.
Questionnaires
Advantages Disadvantages
▪ Very quick method of collecting job data ▪ Questions maybe unclear
▪ Saves time especially for large ▪ Answers maybe unclear
organizations ▪ Lack of facial expressions

Observation
Advantages Disadvantages
▪Job analyst can obtain first-hand knowledge Time-consuming
and information about the job being
analyzed. Difficult to capture entire job cycle
▪Direct Observation allows the job analyst to Of little use if job involves a high level of
see the work environment, tools and mental activity
equipment used.
▪Reduces distortion of information

Participant Diary/Logs
Advantages Disadvantages
▪ Can produce a very complete ▪ Distortion of information
picture of the job ▪ Employees, might try to exaggerate
some activities
▪ Employee participation

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1. Job identification
2. Job summary
3. Relationships (report to ,
supervises, work with m outside
the company )
4. Responsibilities and duties
And Authority
5. Performance standards &
working conditions
6. Job specifications
Job
Description
Sample
What are the competencies?
Competencies are the measurable or observable knowledge,
skills, abilities, and behaviors critical to successful job
performance. Choosing the right competencies allows
employers to Plan how they will organize and develop their
workforce
Identify
Competencies

Measurable clusters of
• Knowledges
• Skills
• Abilities
That are critical in
determining how results
will be achieved
 Definition of competency

Description of specific behavioral

indicators that can be observed
Necessary when someone demonstrates a
competency effectively
Components
for Describing
Competencies Description of specific behaviors
that are likely to occur when
someone doesn't demonstrates a
competency effectively

Suggestions for developing the

competency in question
 Definition : it is the degree to
which a leader shows concern and
respect for followers , looks out for
their welfare , and expresses
appreciation and support .

Behavioral indicators
Competency : ➢Support subordinates’ projects
Consideration ➢Ask about the well –being of
employees’ lives outside of work
➢Encourages subordinates to reach
their established goals
➢Gets to know employees personally
➢shows respect for employees’ work
and home lives

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 Identify Indicators
❑Observable behaviors that gives information
regarding the competency in question.
❑We don’t measure the competency directly , but we
measure indicators that tell us whether the
competency is present or not.

Competency

Indicator Indicator Indicator Indicator Indicator

The Skills Matrix for One Job

32
4–33
CORE
COMPETENCE
EXAMPLE
Building Trust
• HONEST: Behaves and expresses
oneself in an open and honest manner.
• Is consistent in word and actions.
• Tells the truth even when it is difficult.
• Share's information accurately,
completely and appropriately.
• COMMITED: Follows through on
assignments and commitments.
Supports Emory goals and initiatives.
• Adheres to all policies and procedures.
•
MANAGER

NON MANAGER
 PEOPLE MANAGEMENT Leads and engages
people to maximize organizational and individual
performance through alignment with the
University mission and attainment of strategic and
operational goals.
Inspires and motivates employees to perform at
their best
Communicates ‘big picture’ vision and team’s
integral role in realizing that vision
LEADERSHIP Hires and develops staff to maximize productivity,
COMPETENCIES innovation, and teamwork.
Follows Performance Management principles and
practices 5. Recognizes and rewards
accomplishments
Delegates and assigns work based on skills,
performance objectives, and development
opportunities.
Demonstrates managerial courage by addressing
conflicts promptly using focused listening and
behavioral feedback.
 Financial acumen To contribute an economic
value to your company you must understand
and/or manage financial indicators related to
goals, products, stakeholders,
resources, market effectiveness and etc.
• Understanding of financial statements.
• Using financial statement analysis tools.
• Understanding core financial
performance metrics.
• Budget preparation abilities.
FUNCTIONAL • The ability to analyze the variances against
the budget or forecast.
COMPETENCIES • The ability to analyze financial
reports. Here are included your company
and competitor’s reports.
• Knowing and understanding which are the
drivers of creating shareholder value.
• Financial analysis of capital
investments and other strategic initiatives.
• A formal accounting qualification.
• Understanding economic profit and etc.