4 Job Analysis and the

Talent Management
Process

4-

4-1
 Learning Objectives

1. Define talent management and explain

why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

4-2
 Learning Objectives

4. Explain how you would write a

job description.
5. Explain how to write a job
specification. 4-
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.

4-3
Define talent management
and explain why it is
important.
4-

4-4
 Why Should We Need to Understand
the Talent Management Process
• From this chapter on, we’ll enter into the core
topics of this course
• recruitment, selection, training, appraisal, career
4-
planning, and compensation
• It seems that the course of actions are stepwise,
but it is not, actually
• Rather than view the process step wise, we
should
• Viewing them holistically
• Focusing the result of the process: strategic goals
4-5
 The Talent Management
Process
• What Is Talent Management?
• The goal-oriented and integrated process of
planning, recruiting, developing, managing,
4-
and compensating employees

4-6
 The Talent Management
Process
• What Is Talent Management?
o Goal-directed, starting from the
results
o All the actions 4-are interrelated
o Uses the same “profile” during
the process
o Integrates/coordinates all talent
management functions

4-7
 Review

• Thought of as
linear process
• Definition 4-

• Managing talent
effectively

4-8
Discuss the process of
job analysis, including
why it is important.
4-

4-9
 The Basics of Job Analysis
• Talent management begins with
understanding what jobs need to be filled,
and the human traits and competencies
employees need
• Job analysis is the procedure through
4-
which you determine the duties of the
positions and the characteristics of the
people to hire for them.
• job descriptions (a list of what the job entails)
• job (or “person”) specifications (what kind of
people to hire for the job)

4-10
 The Basics of Job Analysis
• Work activities
• Cleaning, selling, teaching
• Behaviors
• Communicating, lifting weights, walking
• Machines, tools, equipment, and work aids
• Computer used, knowledge
4- applied
• Performance standards
• Quantity, quality level
• Job context
• Working conditions, schedule, incentive
• Human requirements
• Certification, personality

4-11
 Uses of Job Analysis
Information
• Recruitment and
selection
• EEO compliance 4-

• Performance
appraisal
• Compensation
• Training
4-12
 Conducting a Job
Analysis

1. Decide how will information be used?

Job description or specification
2. Review relevant background information about the job
Organization charts and process charts
4-
3. Selects representative positions
Decide sample positions
4. Collect and analyze data
Meet job incumbents and their supervisors
5. Verify the job analysis information with workers and their
supervisors
6. Job description and specification
4-13
 HR as a Profit Center:
Process chart analysis and process redesign
• A workflow
chart that
shows the
flow of inputs
4-
to and
outputs from
a particular
job.

4-14
 HR as a Profit Center:
Process chart analysis and process redesign
• Workflow analysis is a detailed study of the
flow of work from job to job in one identifiable
work process
• In turn, this analysis may lead to changing or
4-
“reengineering” the job
• The job reengineering includes
• Business process reengineering
• Job redesign

4-15
 HR as a Profit Center:
Process chart analysis and process redesign
• Business process reengineering
• Redesigning business processes, usually by combining
steps, so that small multifunction process teams using
information technology do the jobs formerly done by a
sequence of departments
• Improve effectiveness4-and efficiency

4-16
 HR as a Profit Center:
Process chart analysis and process redesign
• Business process reengineering
• 1. Identify a business process to be redesigned
• 2. Measure the performance of the existing
processes
• 3. Identify opportunities
4- 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
4-17
 HR as a Profit Center:
Process chart analysis and process redesign
• Job redesign
• Failure of the specialization of job
• Ways of job redesign
• Job enlargement, assigning workers additional
same level activities. 4-
• Job rotation, systematically moving workers from
one job to another
• Job enrichment, redesigning jobs in a way that
increases the opportunities for the worker to
experience feelings of
• responsibility, achievement, growth, and
recognition.
4-18
 IMPROVING PEFORMANCE:
HR as a Profit Center
• Boosting Productivity Through
Work Redesign
o Workflow analysis prompted
4-
several performance-boosting
redesigns
o Firm reduced from four to one
the number of people opening
mail
4-19
 Job Analysis Guidelines

• A joint effort
• HR managers, workers, and supervisors
• Clarity of questions
4- and process
• Employees understand the questions
• Different job analysis methods
• Interview, questionnaire, observation

4-20
 Review

• The basics of job analysis

• Uses of job analysis information
4-
• Conducting a job analysis
• Job analysis guidelines

4-21
Explain how to use at least three
methods of collecting job analysis
4-
information, including interviews,
questionnaires, and observation.

4-22
Methods for Collecting Job Analysis
Information

• Interviews
• Questionnaires
• Observation 4-

• Diary/logs
• Quantitative
techniques
• Internet-based
4-23
 Collecting Job Analysis
Information – Interviews

• The Interview
o Unstructured interview(Tell me about your job), highly structured
interview(containing hundreds of specific items to check off)
4-
o Individual interview, group interview
o Workers’ immediate supervisor should be in the group interview

4-24
 Collecting Job Analysis
Information – Interviews
• The Interview
o Typical questions (Unstructured)
What is the job being performed?
What exactly are the major duties of your position?
What physical locations do you work in?
What are the education, experience, skill, and [where applicable]
certification and licensing requirements?
4-
In what activities do you participate?
What are the job’s responsibilities and duties?
What are the basic accountabilities or performance standards that
typify your work?
What are your responsibilities? What are the environmental and
working conditions
involved?
What are the job’s physical demands? The emotional and mental
demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?

4-25
 Collecting Job Analysis
Information – Interviews
• The Interview
o Structured interviews

4-

4-26
 Collecting Job Analysis
Information – Interviews

• The Interview
o Pros
o Simple and quick, low cost
4- and informal activities and
o Uncover occasional
relationships
o Employee can vent unnoticed frustrations
o Cons
o Distortion of information
o Inflating the job importance

4-27
 Collecting Job Analysis
Information – Interviews

• The Interview
o Interviewing guidelines
o Establish rapport with the interviewee
4-
o Use a structured guide that lists questions and
provides space for answers
o Make sure you don’t overlook crucial but
infrequently performed activities
o After completing the interview, review the
information with the worker's immediate
supervisor and with the interviewee

4-28
 Collecting Job Analysis
Information – Questionnaire

• Having employees fill out questionnaires to

describe their job duties and
responsibilities is another
4- good way to
obtain job analysis information
• Both structured and unstructured

4-29
 Collecting Job Analysis
Information – Questionnaire

4-

4-30
 Collecting Job Analysis
Information – Questionnaire

• Pros
• Quick and efficient
• Less cost than interview
4-
• Cons
• High cost in developing and testing
questionnaire
• Information distortion

4-31
 Collecting Job Analysis
Information – Observation

• Direct observation is especially useful when jobs

consist mainly of observable physical activities
• observation is usually not appropriate when the
4-
job entails a lot of mental activity
• Nor is it useful if the employee only occasionally
engages in important activities
• Managers often use direct observation and
interviewing together

4-32
 Collecting Job Analysis
Information – Diary/Log

• Daily listings made by workers of every

activity in which they engage along with the
time each activity takes
4-
• Educated workers

4-33
 Collecting Job Analysis
Information – Quantitative techniques

• If the aim is to compare jobs for pay

purposes, a mere listing of duties may not
suffice, quantitative techniques
4- will be
needed
• The quantitative techniques are position
analysis questionnaire (PAQ) and DOL
procedure

4-34
 Collecting Job Analysis
Information – Quantitative techniques
• The position analysis questionnaire (PAQ) is a
questionnaire used to collect quantifiable data concerning
the duties and responsibilities of various jobs
• Work characteristics includes
• (1) Having Decision-Making/Communication/Social
Responsibilities
4-
• (2) Performing Skilled Activities
• (3) Being Physically Active
• (4) Operating Vehicles/Equipment
• (5) Processing Information
• PAQ scale ranges from 1 to 5
• The final PAQ “score” reflects the job’s rating on each of
these five activities
• https://ext.eurocontrol.int/ehp/?q=node/1561
4-35
 Collecting Job Analysis
Information – Quantitative techniques

• DOL procedure
• DOL method uses a set of standard activities
called worker functions
4- to describe what a
worker must do with respect to data, people,
and things(Dictionary of Occupational Titles)

4-36
 Collecting Job Analysis
Information – Quantitative techniques

• DOL procedure

4-

4-37
 Collecting Job Analysis
Information – Quantitative techniques

• DOL procedure

4-

4-38
Explain how you
would write a job
description.
4-

Copyright © 2015 Pearson

4-39
Education, Inc.
 Writing Job Descriptions

• A job description is a written statement of what

the worker actually does, how he or she does
it, and what the job’s working conditions are. A
typical job description
4- includes:
• Job identification
• Job summary
• Relationships
• Responsibilities and duties
o Authority
• Performance standards & working conditions
• Job specifications
4-40
 Writing Job Descriptions

• Job identification
• Job summary
• Relationships
4-

4-41
 Writing Job Descriptions
• Responsibilities and duties
o This is the heart of the job description. It should present a list
of the job’s significant responsibilities and duties
o list each of the job’s major duties separately, and describe it
in a few sentences
o define the jobholder’s authority limits

4-

4-42
 Writing Job Descriptions
o How to determine what the job’s duties are and
should be?
o job analysis should reveal what the employees
on each job are doing now
o Second, reviewing various sources of
standardized job description
4- information
o U.S. government’s Standard Occupational Classification (SOC
)
o Commercial organizations’ useful sample on job description
o www.jobdescription.com
o http://hiring.monster.com An example
o www.careerplanner.com
o O*NET online, as noted, is another option for finding job
duties
o https://www.onetonline.org/
4-43
 Writing Job Descriptions

• Performance standards & working conditions

• Listing the standards the company expects the
employee to achieve for each of the job
description’s main duties and responsibilities
4-

4-44
 IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
• Step 1. Review your Plan
• Step 2. Develop an Organization Chart
• Step 3. Use a Job Analysis
4-
Questionnaire
• Step 4. Obtain Job Duties from O*NET
• Step 5. List the Job’s Human
Requirements from O*NET
• Step 6. Finalize the Job Description

4-45
 Review

• Job descriptions
o Identifying the job,
4-
summary, relationships
o Responsibilities, duties,
standards
• Specifications

4-46
Explain how to write a
job specification.
4-

4-47
Write a job specification.
4-

4-48
 Writing job specifications

It shows what kind of person to

recruit and for what qualities you
should test that person
4-

4-49
 Writing job specifications

• Trained vs. untrained

• Trained: job specifications tend to focus on factors such
4-
as length of previous service, quality of relevant training,
and previous job performance
• Untrained: must specify qualities such as physical traits,
personality, interests, or sensory skills that imply some
potential for performing the job or for trainability

4-50
 Writing job specifications

• Judgment, or educated guess

• review the job’s duties,
4- and deduce from
those what human traits and skills the job
requires
• choose human traits and skills from those
listed in Web-based job descriptions
• use common sense
4-51
 Writing job specifications

• Statistical analysis
• Big sample and more
4- scientifically

rigorous
• Dependent variable: Performance of
employees; Independent Variables:
Traits, certifications, educations,
demographics
• Statistical analysis, causal relationship 4-52
 Explain competency-based job
analysis, including what it means
and how it’s done in practice.
4-

4-53
 Profiles in Talent Management
• Why competences models?
• Companies today are flattening their
hierarchies, squeezing out managers, and
leaving the remaining
4- workers with more
jobs to do
• All these make the job duties are
changing fast and becoming more fluid.
• There’s no way to accurately predicting
what are the job duties are at the
beginning of recruiting
4-54
 Profiles in Talent Management
• Competencies and competency-based job
analysis
• Instead of listing the job’s duties, they are
listing, in competency
4- models (or
profiles), the knowledge, skills, and
experience someone needs to do the job

4-55
 Profiles in Talent Management
• British Petroleum’s exploration division
drilling managers' competence model

4-

4-56
Review

4-

4-57