Talent Management
• What is HRM
The process of acquiring,
training, appraising, and
compensating employees,
and of attending to their
labor relations, health and
safety, and fairness
concerns
• Talent Management
The holistic, integrated and results,
and goal-oriented processes of
planning, recruiting, selecting,
developing, managing, and
compensating employees.
4–1
Talent management

• Starts with understanding what jobs need to

be filled, and the human traits and
competencies employees need to do these
jobs
ly sis
Ana
Jo b • Duties of positions
• Features of employees

4–2
Talent management
Job analysis

Duties of positions (job)

Features of employees (human requirements)

4–3
Job analysis
• Is the procedure for determining the duties of the
company’s positions and characteristics of the people
to hire for them
• Produces information for writing:
j
➢ Job description (a list of what the entails)
➢ Job specification (what kind of p to hire for the

job)

4–4
Use of job analysis information
• Is important because it Example
supports just about all •Jeweler
human resource ➢ JD: making all
management activities: kinds of jewelry
• Recruitment and selection accessories
➢ Information about what ➢ JS: precision
duties the job entails and
what human characteristics are
required to perform these
duties helps managers decide
what sort of people to recruit
and hire

4–5
 Use of job analysis information
• Performance appraisal
➢ A performance appraisal compares each employee’s actual
performance with his or her duties and performance standards.
➢ Managers muse job analysis to learn what these duties and
standards are
• Compensation
➢ Compensation (such as salary and bonus) usually depends on the
job’s required skill and education level, safety hazards, 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-thus pinpointing what training the job requires

4–6
Use of job analysis information
• EEO compliance
➢Is crucial for validating all major human
resources practices
❖For example: know each job’s essential job
functions to minimize any chance of having
discrimination against legal requirements (e.g.
physically handicapped, gender, etc.)

4–7
 Use of job analysis information
• Performance appraisal
➢ A performance appraisal compares each Example
employee’s actual performance with his or •Jeweler
her duties and performance standards.
➢ Managers use job analysis to learn what ➢ JD: making
these duties and standards are all kinds of
• Compensation jewelry
➢ Compensation (such as salary and bonus) accessories
usually depends on the job’s required skill
➢ JS: precision
and education level, safety hazards, 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--thus pinpointing
what training the job requires

4–8
Uses of job analysis information

Job analysis Major HRM functions

• Job description • R&S: what sort of people to
recruit and hire
• Job specification • EEO compliance: validating all
major human resources practices
• Performance appraisal:
specifying what duties and
standards are
• Compensation: determining the
amount of salary, bonus, etc.
• Training: pinpointing what
training the job requires

4–9
 FIGURE 4–1 Uses of Job Analysis Information

EEO (Equal
Employment
Opportunities)
compliance

• Job duties Expected Expected Determine what

• Human performance KSA & training would
characteristics vs duties be given Validate all
Actual HR practices
performance 4–10
HOW JOB ANALYSIS IS
DONE?

4–11
Cafe de Coral
To improve job
satisfaction in each
outlet, such as store
Situation: manager, counter
attendants, cooks,
Low job satisfaction etc.
High turnover rate
R&S

4–12
Conducting a 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.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–13
Conducting a Job Analysis
Step 1:
• Decide how you will use the information
➢ Determine what data collection methods would be used, e.g.
interview and questionnaire
Step 2:
• Review relevant background information, such as
organization charts, process charts, and job description
➢ Organization charts
❖ Organization-wide division of work
❖ Where the job fits in the overall organization
➢ Process charts
❖ A workflow chart that shows the flow of inputs to and outputs from a particular job
➢ Job description

❖ A starting point for building the revised job description

4–14
Example: Organization chart

Store Manager
Information about
how many managers
and staff for serving Supervisor
food, cleaning staff,
etc. in each outlet
-How the work is
divided?
-Does each job
help achieve the
business
objectives?
4–15
FIGURE 4–3 Process Chart for Analyzing a Job’s Workflow

Source: Compensation Management: Rewarding Performance by Richard J.

Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
4–16
Conducting a Job Analysis
• Review relevant background information, such as
organization charts, process charts, and job
description
➢ Organization charts
❖ Organization-wide division of work
❖ Where the job fits in the overall organization
➢ Process charts
❖ A workflow chart that shows the flow of inputs to and outputs from a
particular job
➢ Job description
❖ A starting point for building the revised job description

4–17
What would happen?
• Questions to be asked:
➢ Does how this job relates to other jobs make sense?
➢ Should this job even exist?
• Workflow analysis
➢ Is a detailed study of the flow of work from job to job in
one identifiable work process
➢ May lead to changing the job

4–18
 Example of workflow analysis
• Loan processing Replaced by technologies
➢ Step 1: telemarketing •Step 1:  or 
➢ Step 2: interviewing loan •Step 2:  or 
applicants
•Step 3:  or 
➢ Step 3: credit check
➢ Accessing information
from credit agencies, •Step 4:  or 
bankers, etc.
➢ Step 4: processing
•Step 5:  or 
application forms
➢ Step 5: loan given

4–19
For your reference: Continuous listening: will
technology be enough?
• The rise of automation and “robo-gig” economy is
driving change at unprecedented speed in the way
organizations and jobs are configured
• Jobs are being deconstructed into critical tasks and
consideration given as to how and when those
tasks get completed
• Increased use of automation and artificial
intelligence in the workplace will lead to the loss of
7.1million jobs over the next five years, while
helping create only 2.1 million new jobs over the
same time period

4–28
Source: Human Resources dated April 2017
Job design
• Is defined as the process of determining the specific
tasks to be performed, the methods used in
performing these tasks, and how the job relates to
other work in the organization
• Is required when new jobs are created or when
increasing workers’ job satisfaction and
performance are needed

4–21
Job design/redesign: increasing job s•
Broadening the types of tasks performed
aJto➢
isb feanclatrigoenmnment same-level activities
➢ Assigning workers additional
➢ Having all of the tasks at the same level of responsibility
• Job rotation (cross-training)
➢ Systematically moving workers among several different jobs
❖ Workers understand a variety of jobs and their interrelationships
➢ Broadening worker’s experience and knowledge
➢ Identifying strong and weak points to prepare the person for an
enhanced role with the company
• Job enrichment
➢ Giving basic changes in the content and level of responsibility of a job
➢ Increasing the opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognition
➢ Empowering the worker
❖ Giving the worker authority to inspect the work, instead of having supervisors do
that

4–22
Example of job enlargement
• Student helper • Job enlargement
➢ Data entries ➢ Answer enquires at
❖ Boring the counter or over
the phone
➢ Call up prospective
students to arrange
admission interviews

4–23
Example: job enlargement

4–24
Example: job enlargement

4–25
Example: job rotation

Job Rotation

Invoicing Marketing
Department Department

4–26
Real-life Example:
• As banks seek to strengthen relationships with their customers, they are
increasingly implementing technology-based service platforms to improve
clients’ banking experience.
• DBS has a constant demand for technology and new applications to meet new
challenges. When recruiting technology employees, DBS seeks
candidates who are positive, willing to learn, and capable of thinking outside the
box. Moreover, it also offers training and job rotation. In
this regard, there are opportunities across functions and geographies for
staff to grow his or her career
• (Source: South China Morning Post, March 10, 2012).

4–27
Job enrichment Loan Processing Unit

T1

T2

T3
Telephone Credit Loan
T4
marketing check given
Interview Application
T5 form
processing
3 employees
in a team
4–28
Job enrichment Loan Processing Unit

work team T1 T2 T3 T4 T5

Put a team in
charge of an
identifiable body of
work, such as Telephone Credit Loan
processing an entire marketing check given
claim
Interview Application
form
processing

4–29
Example: CCCU teachers (Job enrichment)

HRM team

Courses A
Courses D

Courses C
Courses B

4–30
Job enrichment in several ways
• Form natural work group
➢ E.g. put a team in charge of a particular task,
e.g. processing an entire claim
Example: Customer service
• Combined tasks a) Form a work group deal with customer
➢ Let a person do a task from beginning to finish complaints
instead of having it go through separate
operations performed by different people b) Each member of that group is
• Establish client relationships expected to take up each complaint
➢ Let the worker have contact as often as c) Member has to contact the
possible with his/her clients complainant
• Vertically load the job
d) Member is given an autonomy to make
➢ Have the worker, rather than the supervisor,
plan, schedule, solve problems, and control
decision, schedule his/her work, etc.
his/her job e) Manager of that group provides members
• Open feedback channel with timely feedback on their
➢ Find more and better ways for the worker to get performance
quick feedback on performance

4–31
Example of combined tasks

Customer Service Unit

Combine all T1 T2 T3 T4 T5
activities of
handling a
complaint done by
a teammate

4–32
Conducting a Job Analysis
Step 3:
• Select representative
positions. There may
be too many similar jobs
to analyze them all
➢
Determine a sample
size (how many similar jobs to
be analyzed)
➢ E.g. it is unnecessary to
analyze the jobs of 200
assembly workers when a
sample of 10 jobs will do
Example
• Unhappy employeeshow
many will be selected to
collect their views
• E.g. 5 out of 20 Food
Counter Attendants in each
outlet
• E.g. 5 out of 10 chefs Not
• all jobs in each outlet
4–33
 Example: Step 3
• Determine a sample size (how many similar
jobs to be analyzed)

President

Vice President

Sales & Marketing Dept Human Resource Dept Finance Dept Administration Dept
Sales & Marketing Manager Human Resource Manager Finance Manager Administration Manager

Customer Service B us Prom otion T& D Recruitm ent

S upervisor S upervisor
S upervisor Supervisor S upervsor Supervisor

Accounting Accounting Adm in Adm in

C S officer C S officer BP officer BP officer TD officer TD officer R officer R officer
clerk clerk clerk clerk

4–34
Conducting a Job Analysis
Step 4: Actually analyze the job
• Collecting data on job activities, required employee behaviors,
working conditions, and human traits and abilities needed to
perform the job
➢ These data collection methods include interview, questionnaire,
observation, and etc.
• Analyze the collected data
Step 5:
• Verifying the job analysis information with the worker performing the
job and with his or her immediate supervisor
Step 6:
• Developing a job description and job specification

4–35
Step 4: Types of information collected
• Work activities
➢ Job’s actual work activities, e.g. cleaning, teaching, marking, etc. How,
➢ why, and when the worker performs each activity
• Human behaviors
➢ Information about human behaviors the job requires, such as
communicating, walking long distance, etc.
• Machine, tools, equipment, and work aids
➢ Tools used, materials processed, services rendered, etc.
• Performance standards
➢ Quantity or quality levels for each job duty
• Job context
➢ Physical working conditions, work schedule, and the organizational and social
context
• Human requirements
➢ Job-related knowledge or skills (e.g. education, training, work
experience) and required personal attributes (aptitudes, physical
characteristics, etc.)

4–36
Activity 1: Matching (Teachers in CCCU)
• Work activities a) Computer, blackboard
• Human behaviors b) Kowloon Tong
• Machine, tools, campus
equipment, and work c) Teaching, marking,
aids etc.
• Performance d) Communication,
standards counselling, etc.
• Job context e) Qualifications and
personality traits
• Human
f) Quality assurance
requirements
following CityU
4–37
 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Machines, tools,
Job
Analysis equipment, and
context
work aids

Performance
standards

4–38
Concept map

4–39
Job descriptions
• A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities
• You also use this information to write a job
specification

4–40
Writing Job descriptions
• No standard format
• Mostly contains sections that cover:
➢ Job identification
➢ Job summary
➢ Responsibilities and duties
➢ Authority of incumbent
➢ Standards of performance
➢ Working conditions
➢ Job specifications

4–41
 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Incumbent
Performance

4–42
Writing Job Descriptions
• Job Identification
➢ •Job title
➢ Preparation date
➢ Preparer
Responsibilities and Duties
➢ Major responsibilities and duties
(essential functions)
➢ Decision-making authority

• Job Summary ➢ Direct supervision

➢ General nature of the job ➢ Budgetary limitations
➢ Major functions/activities • Standards of Performance and
Working Conditions
• Relationships
➢ What it takes to do the job
➢ Reports to:
successfully
➢ Supervises:
➢ Works with:
➢ Outside the
company:

FIGURE 4–8
Sample Job

Description,
Pearson
Education 4–
51
 Writing Job Descriptions
•
Job Identification • Responsibilities and Duties
➢ Job title ➢ Major responsibilities and duties
➢ Preparation date (essential functions)
➢ Preparer ➢ Decision-making authority

• Job Summary ➢ Direct supervision

➢ General nature of the job ➢ Budgetary limitations
➢ Major functions/activities • Standards of Performance and
Working Conditions
• Relationships
➢ What it takes to do the job
➢ Reports to:
successfully
➢ Supervises:
➢ Works with:
➢ Outside the
company:

FIGURE 4–8
Sample Job

Description,
Pearson
Education 4–
52
Job specifications
• A list of a job’s human requirements
• The required education, skills, personality, and so
on

4–53
Example: Job Specifications

FIGURE 4–8
Sample Job

Description,
Pearson
Education
Job description and specification

Real-life example Activity

• Based on the given
advertisement, circled the
relevant section of
1. Job description
2. Job specification

4–47
Back to Cafe de Coral

Situation Job Analysis

• Low job satisfaction Six steps
• High turnover rate •Step 1
• R&S •Step 2 (Job redesign: job
rotation)
•Step 3
•Step 4
•Step 5
•Step 6 (revised JD & JS)

4–48
 Activity
a. Find a sample
Activity: Conducting a Job Analysis b. Develop a final
product
c. Determine
objective
Steps in doing a job analysis: d. Generate
secondary data
e. Generate
1 Decide how you’ll use the information. primary
data
f. Analyze data
2 Review relevant background information. g. Check the
collected
information with
3 Select representative positions. supervisor

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–49
Quick review on the last section: job
analysis? Q1: What is the final
product of doing job
analysis?

Q2: Which job design

approach is more
challenging to employees?
Why?

Q3. Which job design

approach can achieve the
4–
highest job satisfaction?58