Chapter 4

Job Analysis and the Talent Management Process

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.
4. Explain how you would write a job description, and what sources you would use..
5. Explain how to write a job specification.
6. Give analysis. examples of competency-based job analysis.

1
 The Talent Management Process

Talent Management

The goal-oriented and integrated process of planning, recruiting, developing,

managing, and compensating employees.

The Talent Management Process

Chapters 4 –13 represent the heart of the book

Specifically recruitment, selection, training, appraisal, career planning, and compensation.

Holistic, integrated, and results / goal oriented

2
 The Talent Management Process

Talent Management Approach

Start with results by making sure that all talent management decisions such as staffing, training,
1
and pay are goal-directed.

“What actions to take in order to produce the employee competencies needed to achieve
company’s goals?”

2 Treat all talent management activities as interrelated and integrated in one process.

Use the same “competency profile” of required human skills, knowledge, and behaviors for
3 formulating a job’s recruitment plans as for selection, training, appraisal, and compensation
decisions for it.

4 Take steps to actively coordinate / integrate talent management functions. How?

3
 The basics of Job Analysis

What is Job Analysis?

The procedure for determining the duties and skill requirements of a job and
Job Analysis the kind of person who should be hired for it.

A list of a job’s duties, responsibilities, reporting relationships, working

Job Description conditions, and supervisory responsibilities one product of a job analysis.

A list of a job’s “human requirements,” that is, the requisite education,

Job Specification skills, personality, and so on another product of a job analysis.

Input Process Output

Job Description and Job

Information Job Analysis
Specification

4
 The basics of Job Analysis

What is Job Analysis?

What do we Analyze? Job (not employees).

What is Job? A set of closely related activities carried out for

pay.

5
 The basics of Job Analysis

Uses of Job Analysis Information?

1 Recruitment and Selection 2 EEO Compliance

3 Performance Appraisal 4 Compensation

5 Training 6 All HR functions

Job analysis is the basic requirement to apply all HR functions. “How?”

6
 The basics of Job Analysis

Uses of Job Analysis Information?

Job Requirements Employee Qualifications

+ Balance
+
Under Qualified Employee Qualified Employee Over Qualified Employee

What are the consequences of each situation?

7
 The basics of Job Analysis

Conducting a Job Analysis “The Procedure”

Step 1 Decide how you’ll use the information. What is the purpose of job analysis?

Step 2 Assign who is responsible for the process. Internal

“What
sources
Mix
are sources
the
/ External
choices?”
sources
Job redesign
Workflow analysis – Business process
Step 3 Review relevant background information. (job enlargement
Organizational – job
chart rotation – job
– Process
reengineering
chart enrichment)

What are the basis of identifying positions

Step 4 Select representative positions. How many?
to be analyzed?

Step 5 Actually analyze the job. Identify datadata

Identify
Identifycollection
data to betools
collection / methods
collected
sources

8
 The basics of Job Analysis

Conducting a Job Analysis “The Procedure”

Step 6 Verify the job analysis information. How?

Why
?

Step 7 Develop a job description and job specification. JD & JS Cards

Step 8 Test the JD and JS How?

Why
?

Step 9 Acquire top management approval. Why?

9
 Types of Information to Collect

1 Work activities 2 Human behaviors

Machines, tools, equipment, and work

3 4 Performance standards
aids

5 Job context 6 Human requirements

10
 Sources for Collecting Job Analysis
Information

1 The employee

2 The supervisor

Employees with previous experience - other

3 What if it is a new job (no employees available)? organizations – the internet – outside
specialist / consultant … etc.

11
 Methods for Collecting Job Analysis
Information
Job Analysis Guidelines

A joint effort - Clarity of questions and process – Use several job analysis tools

1 The interview Structured

Interviewing
Individual
Pros and
/ Unstructured
guidelines
/ Group
Cons

2 Questionnaires Prosofand
Types Cons
questions

Useful with observable physical

3 Observation Pros and Cons
activities
(mechanical activities)

4 Participants diary / log Pros and Cons

12
 Methods for Collecting Job Analysis
Information
Task:
A standardized
knowledge Functional
method
- skills by- JA
ability
which- different
physical
Basic
Instructions
Activity:– Data
reasoning
– People
– judgment
–
5 Quantitative Job analysis techniques activities
jobs
U
Position
Scan
department
“performance
Job
What
be
194
-How
analysis
special
quantitatively
analysis
items
are
to use
the
of–environment
questionnaire
labor
5standards
record
efficiently?
limitations?
rated,
JAsheet
and
- (PAQ)
typical
Things –
workprocedurecategories
incidents
training
classified,
- workrequirments”
Interests
and compared.
mathematical“0-6” ability – “0-8”
- verbal ability

6 On line / Electronic job analysis – “0-7” O*NET

An example:
methods

Job Analysis Guidelines

A joint effort - Clarity of questions and process – Use several job analysis tools

Use multiple sources to collect the data

13
 Writing Job Descriptions

A written statement of what the worker actually does, how he or she does it,
Job Description and what the job’s working conditions are.

1 Job Identification 2 Job Summary

3 Relationships 4 Responsibilities and Duties

5 Standards of Performance 6 Working Conditions … etc.

Using the internet for writing job descriptions

14
 Writing Job Specifications

A written statement that focus on traits like length of previous service,

Job Specification quality of relevant training, and previous job performance.

Focus on physical
traits liketraits,
lengthpersonality,
of previousinterests,
service, or
Specifications for trained
1 qualitySpecifications
sensory Specifications
ofskills
relevant
thatfor
training,
for
imply
untrained
trained
some
and
personnel
personnel
previous
potential job
for
verses untrained personnel
performing
performance.
or for being trained to do the job.

2 Specifications based on judgment

3 Job specifications based on statistical analysis

4 The job-requirements matrix Using task statements

15
 Employee Engagement Guide for
Managers

How to identify candidates who have a high likelihood of becoming engaged employees?

Identify the desirable traits should employee possess to make it more likely that he or she
will become an engaged employee

16
 Using Competencies Models

Competency Demonstrable characteristics of a person that enable performance of a job.

Describing the job in terms of measurable, observable, behavioral

Competency Based Job
competencies (knowledge, skills, and / or behaviors) that an employee doing
Analysis
that job must exhibit to do the job well

Broadening the responsibilities of the company’s jobs, and encouraging

De-jobbing employee initiative (not to limit themselves to what’s on their job
descriptions)

Shift employees from a job duties–oriented “that’s-not-my-job” attitude to

Why Using Competency
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ithsraionan
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o
irleb
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g
zitlva
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o
iteoaerdnka
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toaocbha
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i the skills required to accomplish
Based Job Analysis?
broader responsibilities.

17
 Using Competencies Models

How to Write Competencies Statements?

An Example BP’s Matrix

Level 8

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Proficiency
Level
Comp
etenc
y 18