MGT-351

Human Resource Management

Job Analysis and the Talent Management Process

Chapter-4, LS/ Topic: 3

1–1
 Talent Management and its process:

The Talent Management Process:

1. Decide what positions to fill, through job analysis, personnel planning, and forecasting.
THE TALENT
MANAGEMENT: 2. Build a pool of job candidates, by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo initial screening
The goal-oriented and interviews.
integrated process of
planning, recruiting, 4. Use selection tools like tests, interviews, background checks, and physical exams to
developing, managing, identify viable candidates.
compensating and retaining 5. Decide to whom to make an offer.
employees.
6. Orient, train, and develop employees to provide them with the competencies they need
to do their jobs.
7. Appraise employees to assess how they re doing.
8. Reward and compensate employees to maintain their motivation

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Job Analysis
Determines the duties of different positions and the characteristics of the people to hire for
those positions

Job analysis assists in producing-

1. Job Description (a list job responsibilities)
2. Job Specification (features of the people to hire for the job)
Job Analysis (cont.)
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.
Examples of Job Analysis

https://career.hm.com/content/hmcareer/en_gb/findjob/job
s/imported/2019/1/28/00244166.html

https://career.hm.com/content/hmcareer/en_gb/findjob/job
s/local/global_editors/business-controller.html
Information
needed to
analyze the
jobs

1–7
 Information needed to analyze the jobs
1. Work activities. The job’s actual work activities, such as cleaning, selling, teaching, or painting.
2. Human behaviors. Information about human behaviors the job requires, like sensing, communicating,
lifting weights, or walking long distances.
3. Machines, tools, equipment, and work aids. Information regarding tools used, materials processed,
knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or
repairing
4. Performance standards. Information about the job s performance standards (in terms of quantity or
quality levels for each job duty, for instance).
5. Job context. Information about such matters as physical working conditions, work schedule, incentives,
and, for instance, the number of people with whom the employee would normally interact.
6. Human requirements. Information such as knowledge or skills (education, training, work experience)
and required personal attributes (aptitudes, personality, interests).

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 Use of Job Analysis Information

Recruitment and
Selection

EEO Compliance Compensation

Information Collected Via

Job Analysis

Discovering Unassigned
Performance Appraisal
Duties

Training

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 Use of Job Analysis Information
RECRUITMENT AND SELECTION Information about what duties the job entails and what human
characteristics are required to perform these activities helps managers decide what sort of people to
recruit and hire.
EEO COMPLIANCE Job analysis is crucial for validating all major human resources practices. For
example, to comply with the Americans with Disabilities Act, employers should know each job is essential
job functions which in turn requires a job analysis.
PERFORMANCE APPRAISAL A performance appraisal compares each employee s actual performance
with his or her duties and performance standards. Managers use job analysis to learn these duties and
standards are.
COMPENSATION Compensation (such as salary and bonus) usually depends on the job’s required skill
and education level, safety hazard’, degree of responsibility, and so on all factors you assess through job
analysis.
TRAINING The job description lists the job’s specific duties and requisite skills and therefore decide the
training plan that the job requires.
Discovering unassigned duties: work responsibilities that are not assigned by any team or department
specifically, causing problems.

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How to Conduct the job analysis: steps
in 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/ sampling

4 Actually analyze the job.

5
Verify the job analysis information: w/ workers
& line managers.
6 Develop a job description and job specification.
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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.

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Process Chart for Analyzing a Job’s Workflow
 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.

Workflow analysis:
A detailed study of the flow of work from job to job in a work process.

Example of a Bank?
Decentralization to Centralization?
 Job redesign & Motivating employees
Early economists wrote enthusiastically of how specialized jobs (doing the same small thing repeatedly) were more
efficient (as in, practice makes perfect ). But soon other writers were reacting to what they viewed as the
dehumanizing aspects of pigeonholing workers into highly repetitive jobs. Many proposed job redesign solutions
such as:
1. Job Enlargement : Assigning workers
additional same-level activities.
2. Job enrichment: Redesigning jobs in a
way that increases the opportunities
for the worker to experience feelings
of responsibility, achievement, growth,
and recognition. Example?
3. Job Rotation: Systematically moving
workers from one job to another.
Example?

Are all of these applicable to all industry?

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Methods of Collecting Job Analysis
Information: The Interview
Information Sources Interview Formats
◦ Individual employees ◦ Structured (Checklist)

◦ Groups of employees ◦ Unstructured

◦ Supervisors with knowledge of the

job
Advantages
◦ Quick, direct way to find
overlooked information
Disadvantages
◦ Distorted information

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 Methods of Collecting Job Analysis
Information: Questionnaires

Information Source Advantages

◦ Have employees fill out
questionnaires to describe their
job-related duties and
responsibilities
Questionnaire Formats
◦ Structured checklists
◦ Open-ended questions
◦ Quick and efficient way to gather
information from large numbers of
employees
Disadvantages
◦ Expense and time consumed in
preparing and testing the
questionnaire

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Methods of Collecting Job Analysis
Information: Observation
Information Source
◦ Observing and noting the physical
activities of employees as they go
about their jobs
Advantages
◦ Provides first-hand information
◦ Reduces distortion of information
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

Advantages
Information Source
◦ Produces a more complete picture
◦ Workers keep a chronological
of the job
diary/ log of what they do and the
time spent on each activity ◦ Employee participation

Disadvantages
◦ Distortion of information
◦ Depends upon employees to
accurately recall their activities

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 Writing Job Descriptions
Job
Identification
1. Job identification: Position, designation, location, pay,
division.
Job Job
2. Job summary: Essence of the job, and include only
Specifications Summary its major functions or activities
3. Responsibilities and duties: assign weight to each
Sections of a duty
Typical Job 4. Authority of incumbent: reporting relationship/
Description
Working Responsibilitie position in hierarchy
Conditions s and Duties
5. Standards of performance: Set expected performance
outcome
6. Working conditions: noise level, hazardous conditions,
Standards of Authority of
or heat!
Performance the Incumbent 7. Job specification: a job’s human requirements, that is,
the requisite education, skills, personality, and so on.
 Writing Job Specifications

1. Specification for trained VS

untrained personnel
2. Specification based on judgement
3. Specification based on statistical
analysis
4. Job requirement matrix
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)
◦ 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.
Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills,
and/or behaviors) that an employee doing that job must exhibit. Managers sometimes group competencies into various clusters, such as
general competencies (reading and writing, for instance), leadership competencies (leadership, and strategic thinking, for instance), and
technical competencies. Competencies basically mean skills!
 References:
Dessler, G. (2012). Human Resource Management. 13th ed. US: Prentice Hall.
Thank You