MGT-351

Human Resource Management

Chapter-04
Job Analysis and the Talent
Management Process

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THE TALENT MANAGEMENT: The goal-oriented and
integrated process of planning, recruiting, developing, managing,
compensating and retaining employees.

THE TALENT MAANGEMENT PROCESS:

 1. Decide what positions to fill, through job analysis,
personnel planning, and forecasting.
 2. Build a pool of job candidates, by recruiting internal or
external candidates.
 3. Have candidates complete application forms and perhaps
undergo initial screening interviews.
 4. Use selection tools like tests, interviews, background
checks, and physical exams to identify viable candidates.
 5. Decide to whom to make an offer.
 6. Orient, train, and develop employees to provide them with
the competencies they need to do their jobs.
 7. Appraise employees to assess how they re doing.
 8. Reward and compensate employees to maintain their
motivation
© 2008 Prentice Hall, Inc. All rights 1–
reserved. 2
JOB ANALYSIS: The procedure for determining
the duties and skill requirements of a job and
the kind of person who should be hired for it.

JOB ANALYSIS gives information to produce

Job Description & Job Specifications.

Job descriptions: A list of a job’s duties,

responsibilities, reporting relationships,
working conditions, and supervisory
responsibilities. JD of Faculty Member?
Job specifications: A list of a job’s human
requirements, that is, the requisite education,
skills, personality, and so on.
JS of a Brand/ Bank Manager?
© 2008 Prentice Hall, Inc. All rights 1–
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Job Analysis Process. Example??
1. Work activities. The job’s actual work activities, such as cleaning,
selling, teaching, or painting.
2. Human behaviors. Information about human behaviors the job
requires, like sensing, communicating, lifting weights, or walking
long distances.
3. Machines, tools, equipment, and work aids. Information regarding
tools used, materials processed, knowledge dealt with or applied
(such as finance or law), and services rendered (such as counseling or
repairing
4. Performance standards. Information about the job s performance
standards (in terms of quantity or quality levels for each job duty, for
instance).
5. Job context. Information about such matters as physical working
conditions, work schedule, incentives, and, for instance, the number
of people with whom the employee would normally interact.
6. Human requirements. Information such as knowledge or skills
(education, training, work experience) and required personal
attributes (aptitudes, personality, interests).

© 2008 Prentice Hall, Inc. All rights 1–

reserved. 4
 Use of Job Analysis Information
 RECRUITMENT AND SELECTION Information
about what duties the job entails and what
human characteristics are required to perform
Recruitment these activities helps managers decide what sort
and Selection of people to recruit and hire.
 EEO COMPLIANCE Job analysis is crucial for
validating all major human resources practices.
For example, to comply with the Americans with
Disabilities Act, employers should know each job
EEO
s essential job functions which in turn requires a
Compliance Compensation job analysis.
 PERFORMANCE APPRAISAL A performance
appraisal compares each employee s actual
Information
Collected Via performance with his or her duties and
Job Analysis performance standards. Managers use job
analysis to learn these duties and standards are.
Discovering  COMPENSATION Compensation (such as salary
Performance
Unassigned
Appraisal
and bonus) usually depends on the job’s
Duties required skill and education level, safety
hazard’, 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 and therefore
Training decide the training plan that the job requires.
 Discovering unassigned duties: work
responsibilities that are not assigned by any
team or department specifically, causing 4–5
BUSINESS PROCESS REENGINEERING:
Redesigning business processes, usually by combining steps, so that
small multifunction process teams using information technology do the
jobs formerly done by a sequence of departments.

Workflow analysis:
A detailed study of the flow of work from job to job in a work process.

Example of a Bank?
Decentralization to Centralization?
 Job redesign & Motivating employees
Early economists wrote enthusiastically of how specialized jobs (doing the same small
thing repeatedly) were more efficient (as in, practice makes perfect ). But soon other
writers were reacting to what they viewed as the dehumanizing aspects of
pigeonholing workers into highly repetitive jobs. Many proposed job redesign solutions
such as:

1. Job Enlargement : Assigning workers additional same-level

activities. Example?

2. Job enrichment: Redesigning jobs in a way that increases the opportunities

for the worker to experience feelings of responsibility, achievement, growth, and
recognition. Example?

3. Job Rotation: Systematically moving workers from one job to another.

Example?

Are all of these applicable to all industry?

© 2008 Prentice Hall, Inc. All rights reserved. 4–7

Steps in 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/ sampling

4 Actually analyze the job.

5
Verify the job analysis information: w/
workers & line managers.
6 Develop a job description and job specification.

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Methods of Collecting Job Analysis
Information: The Interview
• Information Sources • Interview Formats
 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured
 Supervisors with
knowledge of the job
• Advantages
 Quick, direct way to find
overlooked information
• Disadvantages
 Distorted information

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Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
• After completing the interview, review and verify
the data.

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Methods of Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
 Have employees fill out  Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing
and testing the
questionnaire

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Methods of Collecting Job Analysis
Information: Observation
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they go  Reduces distortion of
about their jobs information
• Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job involves
a high level of mental
activity

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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information Source • Advantages
 Workers keep a  Produces a more complete
chronological diary/ log of picture of the job
what they do and the time  Employee participation
spent on each activity
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

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 Writing Job Descriptions (sample available in book, Figure
4.8)
1. Job identification: Position,
Job designation, location, pay, division.
Identification
2. Job summary: Essence of the
job, and include only
its major functions or activities
Job Job
Specifications Summary 3. Responsibilities and duties:
assign weight to each duty
4. Authority of incumbent: reporting
Sections of a
Typical Job relationship/ position in hierarchy
Working
Description
Responsibiliti 5. Standards of performance: Set
Conditions es and Duties
expected performance outcome
6. Working conditions: noise level,
hazardous conditions, or heat!
7. Job specification: a job’s human
Standards of Authority of
Performance the Incumbent requirements, that is, the requisite
education, skills, personality, and so
on.
 PROFILES IN TALENT MANAGEMENT
Job profiles list the competencies, traits, knowledge, and experience that
employees in these multi-skilled jobs must be able to exhibit to get the multiple
jobs done.

A job is traditionally a set of closely related activities carried out for pay, but the
concept of a job is changing. Modern day high performance work policies and
practices require multi-skilled employees. The problem is that in situations like
these, relying on a list of conventional job duties can be counterproductive,
because the persons job changes frequently

IBM Example?
The aim is to create detailed descriptions of what is required for exceptional
performance in a given role or job, in terms of required Competencies (necessary
behaviors), Personal Attributes (traits, personality, etc.), Knowledge (technical
and/or professional), and Experience (necessary educational and work
achievements).
Competency-based job analysis means describing the job in terms of measurable, observable,
behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must
exhibit. Managers sometimes group competencies into various clusters, such as general
competencies (reading and writing, for instance), leadership competencies (leadership, and strategic
thinking, for instance), and technical competencies. Competencies basically mean skills!