Human Resource Management

10866215
Second Semester 2014/2015

Instructor :( Nader AL-qaryuti)

GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e

Job Analysis and

the Talent
Management
Process

4–2
LEARNING OUTCOMES
1. Define talent management and explain why it is
important.
2. Discuss the process of job analysis, including
why it is important.
3. Explain how to use at least three methods of
collecting 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 job analysis in a ‘jobless’ world, including
what it means and how it’s done in practice

4–3
Explain why talent management is important.

The usual process of talent management

consists of the following steps:
-Decide what positions to fill
-Build a pool of job candidates
-Application forms
-Use selection tools
-Make an offer
-Orient, train, and develop
-Appraise
-Reward and compensate
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 What Is Talent Management?
We can define talent management as the goal-oriented
and integrated process of planning, recruiting,
developing, managing, and compensating employees.
Talent management means getting the right people (in terms of
competencies) in the right jobs, at the right time, doing their jobs
correctly.
Effectively managing talent means that managers:
-Tasks
-Goal-directed
-Uses the same “profile”
- Segments and manages employees
-Integrates/coordinates all talent management functions

4–5
 Discuss the nature of job
analysis, including what it is
and how it’s used.

Chapt
er 4-6
The Nature of Job Analysis
 Job analysis
– The procedure for determining the duties and
skill requirements of a job and the kind of
person who should be hired for it.
 Job description
– A list of a job’s duties, responsibilities,
reporting relationships, working conditions,
and supervisory responsibilities—one product
of a job analysis.
 Job specifications
– A list of a job’s “human requirements,” that is,
the requisite education, skills, personality, and
so on—another product of a job analysis.
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Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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• Actual work activities: of the job—how, why, and when the
worker performs each activity.
• Human behaviors the job requires: communicating, deciding,
and writing, lifting weights or walking long distances.
• Machines, tools, equipment, and work aids used on the job:
tools used, materials processed, knowledge dealt with or
applied, and services rendered.
• Standards of expected employee job performance: quantity
and\or quality output levels that can be used to appraise
employees.
• The organizational and social context in which the job exists:
physical working conditions, work schedules, and incentives
• The job’s human requirements: job-related knowledge or
skills (education, training, work experience) and required
personal attributes (aptitudes, physical characteristics,
personality, interests).

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 Uses of Job Analysis Information

Recruitment
and selection

EEO
compliance Compensation
Equal employment
opportunity Information
Collected via Job
Analysis

Discovering unassigned Performance appraisal

duties

Training

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Uses of Job Analysis Information
 1. Recruitment and Selection – Job descriptions and job
specifications are formed from the information gathered from a
job analysis, which help management decide what sort of people
to recruit and hire.
2. Compensation – The estimated value and the appropriate
compensation for each job is determined from the information
gathered from a job analysis.
3. Training – Based on the job analysis, the job description
should show the job’s required activities and skills.
4. Performance Appraisal – Managers use job analysis to
determine a job’s specific activities and performance standards.
5. Discovering Unassigned Duties – Job analysis can help
reveal unassigned duties.
6. EEO Compliance – The U.S. Federal Agencies’ Uniform
Guidelines on Employee Selection stipulate that job analysis is a
crucial step in validating all major personnel activities.

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 Uses of Job Analysis Information
Human Resource Planning
Tasks Responsibilities Duties Recruitment
Selection
Training and Development
Performance Appraisal
Job
Compensation and Benefits
Descriptions
Job Analysis Safety and Health
Relations Employee &Labor
Job
Specifications Legal Considerations

Knowledge Skills Abilities

12
Steps in Job Analysis
Explain how you would conduct a job analysis
Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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Steps in Job Analysis
1. Decide how the information will be used because
that will determine what data will be collected and how it
should be collected.
2. Review relevant background information, such as
organization charts, process charts, and job descriptions.
3. Select representative positions to analyze because
there may be too many similar jobs to analyze, and it may not
be necessary to analyze them all.
4. Analyze the job by collecting data on job activities,
required employee behaviors, working conditions, and human
traits and abilities needed to perform the job.
5. Verify the job analysis information with job
incumbents and supervisors to confirm that it is factually
correct and complete.
6. Develop a job description and job specification
from the information. Increasingly, these steps are being
streamlined through the use of collaboration software.

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Charting the Organization
 Organization chart
– A chart that shows the organization wide
distribution of work, with titles of each
position and interconnecting lines that show
who reports to and communicates to whom.
 Process chart
– A work flow chart that shows the flow of
inputs to and outputs from a particular job.

4–15
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

4–16
 Job Analysis Guidelines
 Make the job analysis a joint effort by a human
resources specialist, the worker and the
worker’s supervisor.
 If there are several employees doing the same
job in different departments, collect job
analysis information from employees in
different departments, not just one.
 Make sure the questions and process are clear
to the employees.
 Use several different tools for job analysis.

4–17
Methods for Collecting Job Analysis Information

• Interviews
• Questionnaires
• Observation
• Diary/logs
• Quantitative techniques
• Internet-based

Chapter 4-18
Methods of Collecting Job Analysis
Information: The Interview
 Information sources  Interview formats
– Individual employees – Structured
– Groups of employees (Checklist)
– Supervisors with – Unstructured
knowledge of the job
 Advantages
– Quick, direct way to
find overlooked
information.
 Disadvantages
– Distorted information

4–19
Interview Guidelines
 The job analyst and supervisor should work together to
identify the workers who know the job best.
 Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.
 Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
 After completing the interview, review and verify the
data.

4–20
Methods of Collecting Job Analysis
Information: Questionnaires
 Information source  Advantages
– Have employees fill – Quick and efficient
out questionnaires way to gather
to describe their information from
job-related duties large numbers of
and responsibilities. employees
 Questionnaire formats  Disadvantages
– Structured – Expense and time
checklists consumed in
– Opened-ended preparing and
questions testing the
questionnaire

4–21
Methods of Collecting Job Analysis
Information: Observation
 Information source  Advantages
– Observing and – Provides first-hand
noting the physical information
activities of – Reduces distortion
employees as they of information
go about their jobs.
 Disadvantages
– Time consuming
– Difficulty in
capturing entire job
cycle
– Of little use if job
involves a high level
of mental activity.
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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
 Information source  Advantages
– Workers keep a – Produces a more
chronological diary/ complete picture of
log of what they do the job
and the time spent – Employee
in each activity. participation
 Disadvantages
– Distortion of
information
– Depends upon
employees to
accurately recall
their activities
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 Methods of Collecting Job Analysis
Information: Quantitative Techniques

Quantitative Job
Analysis

2- Department of
1- Position Analysis 3- Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

4–24
Quantitative Job Analysis Techniques
 1-The position analysis questionnaire
(PAQ)
– Position Analysis Questionnaire (PAQ) is a
questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various
jobs, (see Figure 4-4) on five basic activities:
– 1) having decision-making/communication/social
responsibilities,
– 2) performing skilled activities,
– 3) being physically active,
– 4) operating vehicles/equipment, and
– 5) processing information.
4–25
 – 2- Department of Labor Procedure (DOL)
is a standardized method for rating,
classifying, and comparing virtually every kind
of job based on data, people, and things.
Table 4-1 shows a set of basic activities, and
Figure 4-6 gives a sample summary.

 -3- Functional job analysis

– Takes into account the extent to which
instructions, reasoning, judgment, and
mathematical and verbal ability are
necessary for performing job tasks.
Methods of Collecting Job Analysis
Information: Internet-Based Job Analysis
Standardized questionnaires are frequently •
distributed, with instructions, via the Internet or
intranet. The danger is that important points may
be missed or misunderstood, clouding results.
The Department of Labor’s O*NET method can
help overcome these difficulties. Figure 4-7 shows
selected general work activities.

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Internet-Based Job Analysis
Writing Job Descriptions
Sections of a typical job description
Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

4–29
The Job Description
 Job identification
– Job title: name of job
– Job # :
– Preparation date: when the description was
written
– Prepared by: who wrote the description
 Job summary
– Describes the general nature of the job
– Lists the major functions or activities

4–30
The Job Description (cont’d)
 Relationships (chain of command)
– Reports to: employee’s immediate
supervisor
– Supervises: employees that the job
incumbent directly supervises
– Works with: others with whom the job
holder will be expected to work and come
into contact with internally.
– Outside the company: others with whom the
job holder is expected to work and come
into contact with externally.

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The Job Description (cont’d)
 Responsibilities and duties
– A listing of the job’s major responsibilities
and duties (essential functions)
– Defines limits of jobholder’s decision-
making authority, direct supervision, and
budgetary limitations.

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 The Job Description (cont’d)
 Standards of performance and
working conditions
– Lists the standards the employee is
expected to achieve under each of
the job description’s main duties and
responsibilities.

4–33
 The Job Description

• Job Identification • Responsibilities and Duties

– Job title – Major responsibilities
– Preparation date and duties (essential
functions)
– Preparer
– Decision-making
• Job Summary
authority
– General nature of
– Direct supervision
the job
– Budgetary limitations
– Major
functions/activities • Standards of Performance
and Working Conditions
• Relationships
– What it takes to do the
– Reports to:
job successfully
– Supervises:
– Works with:
– Outside the

34 34
company:
Using the Internet for Writing Job
Descriptions O*NET

Step 1. Decide on a Plan

Step 2. Develop an Organization Chart
Step 3. Use a Simplified Job Analysis
Questionnaire
Step 4. Obtain List of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements
from O*NET
Step 6. Finalize the Job Description

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 Writing Job Specifications

“What human traits and

experience are required to
do this job well?”

Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis

4–36
Writing Job Specifications
 Specifications for trained personnel
– Focus on traits like length of previous service, quality of
relevant training, and previous job performance.
 Specifications for untrained personnel
– Focus on physical traits, personality, interests, or sensory
skills that imply some potential for performing or for being
trained to do the job.
 Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job descriptions (e.g.,
www.jobdescription.com)
– O*NET online
– Standard Occupational Classification
 Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship between a
predictor or human trait and an indicator or criterion of job
effectiveness
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Steps in the Statistical Approach

Analyze the job and decide how to measure job

performance

Select personal traits (like finger dexterity) that you

believe should predict successful performance

Test candidates for these traits

Measure these candidates’ subsequent job

performance

Statistically analyze relationship between the

human trait (finger dexterity) and job performance

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problems associated with Job
analysis?
 Top management support is missing .
 Weak participating of the supervisor &
jobholders in job analysis.
 No training of motivation of job holders
 Employees are not allowed sufficient time to
complete the analysis.
 Activities may be distorted.
Job Analysis in a “Jobless” World
 Job
– Generally defined as “a set of closely related
activities carried out for pay.”

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Job Analysis in a Worker-Empowered
World

Job Design:
From Specialized
to Enriched Jobs

Job Job Job

Enlargement Rotation Enrichment

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 Job enlargement
– Assigning workers additional same level
activities, thus increasing the number of
activities they perform.
 Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement,
growth, and recognition.
Job rotation
- Moving a trainee from department to
department to broaden his or her experience
and identify strong and weak points to
prepare the person for an enhanced role with
the company
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 Other Changes at Work

Changing the
Organization and
Its Structure

Flattening the Using self-managed Reengineering

organization work teams business processes

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Flatter organizations :Flatter organizations with
three or four levels of management are becoming
more prevalent than the traditional pyramid-
shaped organizations with seven or more layers
of management.
Self-managed work teams: Self-managed work
teams, where tasks are organized around teams
and processes rather than around specialized
functions, are being used increasingly more by
organizations
Reengineering :refers to fundamentally rethinking
and radically redesigning business processes to
achieve dramatic improvements in performance
measures.

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 Competency-Based Job Analysis
 Competencies
- Demonstrable characteristics of a person that enable
the performance of a job

 Reasons for Competency-Based Job

Analysis
- To support a high-performance work system
- To create strategically-focused job descriptions
- To support the performance management process in
fostering, measuring, and rewarding:
○ General competencies
○ Leadership competencies
○ Technical competencies

45
 Competency-Based Job Analysis
(cont)
 How to Write Job Competencies-based
Job Descriptions:
- Interview job incumbents and their supervisors.
- Ask open-ended questions about job responsibilities and
activities.
- Identify critical incidents that pinpoint success on the job.

46
FIGURE 4-8 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

47
FIGURE 4-9
HR Scorecard for
KAMCO:
Recruitment and
Placement

48
 Key Terms

job analysis Standard Occupational

job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis boundaryless organization
questionnaire (PAQ) reengineering
U.S. Department of Labor competencies
(DOL) competency-based job
job analysis procedure analysis
functional job analysis performance management

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