Human Resource Management

Sixteenth Edition, Global Edition

Chapter 4

Job Analysis and the Talent

Management Process

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Learning Objectives (1 of 2)
4.1 Define talent management and explain what talent
management-oriented managers do.
4.2 Discuss the process of job analysis, including why it is
important.
4.3 Explain and use at least three methods of collecting job
analysis information.

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Learning Objectives (2 of 2)
4.4 Explain how you would write a job description, and what
sources you would use.
4.5 Explain how to write a job specification.
4.6 Give examples of competency-based job analysis.

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Learning Objective 4.1: Define Talent
Management, and Explain What Talent
Management-Oriented Managers Do

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Steps in 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

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Talent Management Software
• Help ensure talent management activities are aimed in a
coordinated way to achieve the company’s HR goals.

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Learning Objective 4.2: Discuss the
Process of Job Analysis, Including Why
It Is Important

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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.

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The Basics of Job Analysis
• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements

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Uses of Job Analysis Information
• Recruitment and Figure 4-2 Uses of Job Analysis
selection Information

• EEO compliance
• Performance appraisal
• Compensation
• Training

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Conducting a Job Analysis
1. Identify how will information be used
2. Review relevant background information
3. Select representative positions
4. Collect and analyze data
5. Verify
6. Develop job description and job specification

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Processes Involved in Job Analysis
• Workflow Analysis
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
age

Pearson Education, Inc., Upper Saddle River, New Jersey.

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Other Processes Involved in Job
Analysis
• Business Process Reengineering
– Job Redesign
– Job Enlargement
– Job Rotation
– Job Enrichment

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Improving Performance: HR as a Profit
Center

Boosting Productivity Through Work Redesign

Let’s talk about it…

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Learning Objective 4.3: Explain and Use
at Least Three Methods of Collecting Job
Analysis Information

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Collecting Job Analysis Information
• Things to keep in mind
– A joint effort
– Clear questions and process
– Several methods

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The Interview
1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines

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Questionnaires
• Structured checklists
• “Describe the major duties”
• Pros and cons

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Observations
• Useful with observable physical activities
• Not appropriate when the job entails a lot of mental activity
• Reactivity

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Participant Diary/Logs
• Record of an activity
• Pocket dictating machines

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Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire
2. Department of Labor (DOL) Procedure

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Online Job Analysis Methods
• Standardized job analysis questionnaires
• Geographically disbursed employees

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Learning Objective 4.4: Explain How
You Would Write a Job Description, and
What Sources You Would Use

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

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Job Identification
Figure 4-7 Sample Job Description, Pearson Education
Job Title: Telesales Respresentative Job Code: 100001
Recommended Salary Grade: Exempt/NonExempt Status: Nonexempt
Job Family: Sales EEOC: Sales Workers
Division: Higher Education Reports To: District Sales Manager
Department: In-House Sales Location: Boston
Blank Date: April 2013

Source: Reprinted and electronically reproduced by permission of Pearson Education, Inc.,

Upper Saddle River, New Jersey.

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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.

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Relationships
• Inside and outside the organization
– Reports to
– Supervises
– Works with
– Outside the company

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Responsibilities and Duties (1 of 6)
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.

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Responsibilities and Duties (2 of 6)
• 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.

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Responsibilities and Duties (3 of 6)
• 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.

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Responsibilities and Duties (4 of 6)
Publishing (editorial/marketing) 25%
• Report, track, and sign editorial projects.
• Gather and communicate significant market feedback and
information to publishing groups.

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Responsibilities and Duties (5 of 6)
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.

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Responsibilities and Duties (6 of 6)
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.

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Trends Shaping HR: Digital and Social
Media

Social Media helping to democratize HR

Let’s take a look…

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Know Your Employment Law

Writing Job Descriptions That Comply with the ADA

Let’s take a look…

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Standards of Performance and Working
Conditions
• Lists the standards the company expects the employee to
achieve for each of the job description’s main duties and
responsibilities.

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Improving Performance: HR Tools for
Line Managers and Small Businesses

Using O*NET

Let’s talk about it…

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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

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Learning Objective 4.5: Explain
How to Write a Job Specification

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Writing Job Specifications
• “What human traits and experience are required to do this
job effectively?”
• Shows what kind of person to recruit and what qualities
you should test that person for

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Specifications for Trained Versus
Untrained Personnel
• Trained/experienced people
– Length of service
– Quality of relevant training
– Previous job performance
• Untrained people
– Specify qualities

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Specifications Based on Judgment
• Educated guesses
• “What does it take in terms of education, intelligence,
training, and the like to do this job well?”
• Use common sense

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Job Specifications Based on Statistical
Analysis
• Predictor
• Criterion
• Five Step Procedure

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The Job-Requirements Matrix
• 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.

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Employee Engagement Guide for
Managers
• Development Dimensions International conducted study
– identified several personal characteristics that seemed
to predict the likelihood someone would be engaged

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Learning Objective 4.6: Give Examples
of Competency-Based Job Analysis

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Competencies Models
Figure 4-10 HR Manager Competency Model

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Improving Performance: The Strategic
Context

Daimler Alabama Example

Let’s talk about it…

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How to Write Competencies Statements
1. Name and brief description
2. Description of the observable behaviors
3. Proficiency Level

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Chapter 4 Review

What you should now know….

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