HUMAN RESOURCE HRM-442

MANAGEMENT
 COURSE INFORMATION

Course name Human Resource Management

Course code HRM 442
Credit hours 3
Email iqra.asghar@seecs.edu.pk
Visiting hours 3-5 pm (Wednesday & Thursday)
Location SEECS (office 207)
LECTURE – 13

Talent Management Process

1. What is Talent Management?
2. Basics of Job analysis & job design?
3. Job design
WHAT IS TALENT
MANAGEMENT?
 Talent directly denotes to employees in an organization.
 The talent management process revolves around the systematic
procedure of identifying the vacant job positions in an
organization.
The process involves several steps like identifying the job
openings, planning the hiring procedures, training of hired
employees, building up the individual’s aptitudes and finally
mastering them to coordinate the position.
 It makes sure that the employee is engaged for a long run to
accomplish the business goals and objectives.
TALENT MANAGEMENT
PROCESS
 TALENT MANAGEMENT
PROCESS
1- Planning: The talent management process is all about planning. It revolves around:
a) Distinguishing the human capital requisites. 
b) Building up the desired set of responsibilities and key jobs roles.
c) Proposing the structure for recruitment and enlistment in the business organization.
2-Attracting: As we have a digital community living at present, it is best that the organization
choose:
Employment Portals, for example, Naukri.com, Timesjob.com, and so forth. 
Informal organization, for example, LinkedIn and Twitter. 
Referrals. 
3- Selecting: It includes the accompanying advances: 
a) Planning composed test and meetings. 
b) Examining the most reasonable contender for the profile. 
4- Developing: Following are the means engaged with the developing procedure: 
a) Completing an onboarding program or an introduction program. 
b) Improving the abilities, engagement, and capability of the employee to coordinate the
profile.
c) Directing, managing, instructing, teaching, coaching representatives and job rotation. 
 TALENT MANAGEMENT
PROCESS
5-Retaining: Following are the used in retention under talent management process.
a) Advancements and augmentations. 
b) Giving chances to development by giving over unique undertakings. 
c) Participative basic leadership. 
d) Showing new employment aptitudes. 
e) Recognizing the person's commitment and endeavors. 

6- Transitioning: Talent management process revolves around the general change of the
workers to accomplish the hierarchical vision. It very well is done through: 
a) Delivering retirement advantages to the workers. 
b) Leading Exit interviews. 
c) Progression Planning or Internal Promotions. 
 BASICS OF JOB ANALYSIS &
DESIGN
• Job analysis is a formal and detailed examination of jobs. It is a systematic
investigation of the task, duties and responsibilities necessary to do a job.
• Job responsibilities are obligations to perform certain tasks and duties. Thus,
job analysis is a procedure and a tool for determining the specified tasks,
operations and requirements of each job.
• Job Description: this consists of job title, job location, job summary,
reporting to, working conditions, job duties and machine used to be used,
hazards etc.
• Job Specification: Qualification, experience, training, skills, responsibilities,
emotional characteristics, sensory demands etc.
TASK-DUTY-POSITION
 A task is a distinct work activity carried out for a distinct purpose. Examples
would include type a letter, preparing a lecture, or unloading a mail truck.
 A duty is a large work segment consisting of several tasks, related by some
sequence of events that are performed by an individual.
 A position refers to one or more duties performed by one person in an
organization. There are at least as many positions as there are workers in the
organization.
 A JOB’S ANALYSIS WILL
SHOW;
1. Job oriented activities, which is the description of the exact activities to be performed such as
teaching, coaching, facilitating, mentoring and so on.
2. Who a worker is to report to as well as the relationship of a worker with others which include
superiors, colleagues and subordinates.
3. Behaviors performed during the work such as coordinating, checking, auditing and various decision
makings.
4. Equipment, materials, tools to be used in performing the work such as software, machines etc.
5. Job context like the physical working conditions, work schedule, organizational context, social
context, incentives etc.
6. Personal data related to the job such as technical skills, training, work experience etc.
7. Personal attribute like aptitude, physical characteristics, personality, interest, passion, values etc.
 JOB DESIGN
Job design is the process of;
a) Deciding the contents of the job.
b) Deciding methods & processes to carry out the job.
c) Making optimize use of  job/work-time so that job/work-time should not be wasted as
time is money and time cannot be earned, but can be saved by making efficient use of it.
d) Avoiding manual task if can be handled by machines or automated.
e) Synchronization of work,  and no conflict with other jobs
f) Deciding the relationship which exists in the organization.
 JOB DESIGN
Some theoretical framework within which job design can be approached are mentioned
below:
1.The classical approach- Based on the scientific management theory in which the
management takes all the decision and the workers responsibility is to perform the
instructions received from the management.

2. The Behavioral approach- Unlike the classical approach, the behavioral approach to job
design is not only concern with the technical aspects of jobs but also takes care of the social
aspects of jobs. Placement Consultancy in Mumbai considers company with this approach.
 JOB DESIGN

In addition to these two major approaches to job design; Okunade (2015) listed five
peripheral approaches to job design. They include:

a. Job rotation: movement of employees from one task to another.

b. Job enlargement: combining previously fragmented tasks into one job.
c. Job enrichment: Add greater autonomy and responsibility to a job
d. Self managing Teams: self regulating teams who work largely without direct
supervision.
 Thank you