4

Job Analysis and the Talent

Management Process
 Learning Objectives

• Define talent management and explain why it is important.

• Discuss the process of job analysis, including why it is important
• Explain how to use at least three methods of collecting job analysis
information, including interviews, questionnaires, and observation.
• Explain how you would write a job description.
• Explain how to write a job specification.
• List some human traits and behaviors you would want an employee to
bring to a job if employee engagement is important to doing the job
well.
• Explain competency-based job analysis, including what it means and
how it’s done in practice.
Define talent management and
explain why it is important
The Talent Management Process..
• Decide what positions to fill
• Build a pool of job candidates
• Obtain application forms
• Use selection tools
• Decide to whom to make an offer
• Orient, train, and develop employees
• Appraise employees
• Compensate employees to maintain their motivation
Discuss the process of job analysis, including
why it is important
 The Basics of Job Analysis..

• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements
 What is Job Analysis?

Job Analysis – is the procedure through which

you determine the duties and skill requirements
of a job and the kind of person who should be
hired for it.
 Uses of Job Analysis

• Recruitment and selection

• Performance appraisal
• Compensation
• Training

FIGURE 4-2 Uses of Job Analysis Information

 Conducting a Job Analysis

1. How will information be used?

2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
 Processes involved in Job Analysis

• Workflow Analysis
• Business Process Reengineering
• Job Redesign
• Job Enlargement
• Job Rotation
• Job Enrichment
FIGURE 4-3 Process Chart for Analyzing a Job’s Workflow
Source: Henderson, Richard I., Compensation Management in a
Knowledge -Based World, 9th Ed., © 2003, p.137. Reprinted and
Electronically reproduced by permission of Pearson Education,
Inc., Upper Saddle River, New Jersey.
Explain how to use at least three methods of
collecting job analysis information, including
interviews, questionnaires, and observation
Methods for collecting Job Analysis Information

1. Interviews
2. Quantitative “position analysis” questionnaire
3. Additional Things to keep in mind
 The Interview

1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines
Questionnaires
Observations
Participant Diary/Logs
Quantitative Job Analysis Techniques

1. Position Analysis Questionnaire

2. Department of Labor (DOL) Procedure
Electronic Job Analysis Methods
Explain how would you write a Job Description
Writing Job Descriptions

• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications
 Job Identification

FIGURE 4-7 Sample Job Description, Pearson Education

Source: Reprinted and electronically reproduced by permission of Pearson Education,
Inc., Upper Saddle River, New Jersey.
 Job Summary

SUMMARY (Write a brief summary of job.)

The person in this position is responsible for selling college
textbooks, software, and multimedia products to
professors, via incoming and outgoing telephone calls, and
to carry out selling strategies to meet sales goals in
assigned territories of smaller colleges and universities. In
addition, the individual in this position will be responsible
for generating a designated amount of editorial leads and
communicating to the publishing groups product feedback
and market trends observed in the assigned territory.
Relationships
 Responsibilities and Duties (1)
PRIMARY RESPONSIBILITIES (List in order of importance and list amount of time spent on
task.)
Driving Sales (60%)
• Achieve quantitative sales goal for assigned territory of smaller colleges and universities.
• Determine sales priorities and strategies for territory and develop a plan for implementing those
strategies.
• Conduct 15–20 professor interviews per day during the academic sales year that accomplishes those
priorities.
• Conduct product presentations (including texts, software, and Web site); effectively articulate author’s
central vision of key titles; conduct sales interviews using the PSS model; conduct walk-through of
books and technology.
• Employ telephone selling techniques and strategies.
• Sample products to appropriate faculty, making strategic use of assigned sampling budgets.
• Close class test adoptions for first edition products.
• Negotiate custom publishing and special packaging agreements within company guidelines.
• Initiate and conduct in-person faculty presentations and selling trips as appropriate to maximize sales
with the strategic use of travel budget. Also use internal resources to support the territory sales goals.
• Plan and execute in-territory special selling events and book-fairs.
• Develop and implement in-territory promotional campaigns and targeted email campaigns.
 Responsibilities and Duties (2)
Publishing (editorial/marketing) 25%
• Report, track, and sign editorial projects.
• Gather and communicate significant market feedback and information to publishing groups.
Territory Management 15%
• Track and report all pending and closed business in assigned database.
• Maintain records of customer sales interviews and adoption situations in assigned database.
• Manage operating budget strategically.
• Submit territory itineraries, sales plans, and sales forecasts as assigned.
• Provide superior customer service and maintain professional bookstore relations in assigned
territory.
Decision-Making Responsibilities for This Position:
• Determine the strategic use of assigned sampling budget to most effectively generate sales
revenue to exceed sales goals.
• Determine the priority of customer and account contacts to achieve maximum sales potential.
• Determine where in-person presentations and special selling events would be most effective
to generate the most sales.
Improving Performance: HR Tools for Line Managers and Small
Businesses

Using O*NET

Let’s talk about it…

Steps in using O*NET to write job descriptions

Step 1. Review Your Plan

Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis 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.
Explain how to write a Job Specification
 Writing Job Specifications

• Trained vs. untrained

• Judgment
• Statistical analysis
• Job Requirement Matrix
Specification for Trained Vs. Untrained Personnel

• Writing job specifications for trained and experienced employees is

relatively straightforward.
• Here job specifications tend to focus on factors such as length of
previous service, quality of relevant training, and previous job
performance. The problems are more complex when you’re filling
jobs with untrained people (with the intention of training them on
the job).
• Here you must specify qualities such as physical traits, personality,
interests, or sensory skills that imply some potential for performing
the job or for trainability.
 Specification based on Judgement

• Most job specifications simply reflect the educated guesses of people

like supervisors and human resource managers.

• The basic procedure here is to ask, “What does it take in terms of

education, intelligence, training, and the like to do this job well?” How
does one make such “educated guesses”?
• You could simply review the job’s duties and deduce from those what
human traits and skills the job requires. You can also choose human
traits and skills from those listed in Web-based job descriptions like
those at www.jobdescription.com.
Specification based on Statistical Analysis

• Predictor
• Criterion
• Five Step Procedure
 The Job Requirements Matrix

• The Job- Requirements Matrix – is a more complete description of what the worker
does and how and why he or she does it; it clarifies each task’s purpose and each duty’s
required knowledge, skills, abilities, and other characteristics.

• A typical matrix lists the following information, in five columns:

Column 1: Each of the job’s four or five main job duties

Column 2: The task statements for the main tasks associated with each main job duty
Column 3: The relative importance of each main job duty
Column 4: The time spent on each main job duty
Column 5: The knowledge, skills, ability, and other human characteristics (KSAO)
related to each main job duty
List some human traits and behaviors you would
want an employee to bring to a job if employee
engagement is important to doing the job well
Employee Engagement Guide for Managers

• The human resource consulting company Development Dimensions

International conducted a study of 3,800 employees. It identified
several personal characteristics that seemed to predict the
likelihood someone would be engaged.

• These traits included adaptability, passion for work, emotional

maturity, positive disposition, self-advocacy, and achievement
orientation. A sensible suggestion is to seek out people who already
have track records of being engaged employees. Since past behavior
is often the best predictor of future behavior, one suggestion is that
if you want to hire people who are more likely to become engaged
employees.
Explain competency-based job analysis, including
what it means and how it’s done in practice
 Using Competency Models

FIGURE 4-10 HR Manager

Competency Model
How to write competency statements

1. Name and brief description

2. Description of the observable behaviors

3. Proficiency Level