4 Job Analysis and the Talent

Management Process

Copyright © 2018 Pearson Education Ltd.

4-1
 The Talent Management Process

• We can define talent management as the goal-oriented

and integrated process of planning, recruiting,
developing, managing, and compensating employees.

• Talent Management:
o Tasks
o Goal-directed
o Uses the same “profile”
o Segments and manages employees
o Integrates/coordinates all talent management
functions

Copyright © 2018 Pearson Education Ltd.

4-4
 Talent Management Process
The usual process of talent management consists of the
following steps:
1.Decide what positions to fill
2.Build a pool of job candidates
3.Application forms
4.Use selection tools
5.Make an offer
6.Orient, train, and develop
7.Appraise
8.Reward and compensate

Copyright © 2018 Pearson Education Ltd.

4-5
 Review

Copyright © 2018 Pearson Education Ltd.

4-6
 Job Analysis
Job analysis is the procedure through
which you determine the duties of
the positions and the characteristics
of the people to hire for them.

Copyright © 2018 Pearson Education, Inc. 4-8

 Job Description
A list of a job's duties, responsibilities,
reporting relationships, working
conditions, and supervisory
Responsibilities
• one product of a job analysis.

Copyright © 2018 Pearson Education, Inc. 4-9

 Job Specification
A list of a job's "human requirements,"
that is, the requisite education, skills,
personality, and so on
• another product of a job analysis.

Copyright © 2018 Pearson Education, Inc. 4-10

Copyright © 2018 Pearson Education, Inc. 4-11
 The Basics of Job Analysis

• Work activities
• Behaviors
• Machines, tools,
equipment, and work aids
• Performance standards
• Job context
• Human requirements

Copyright © 2018 Pearson Education Ltd.

4-12
 Uses of Job Analysis Information

• Recruitment and selection

• Compliance of Laws
• Performance
appraisal
• Compensation
• Training

Copyright © 2018 Pearson Education Ltd.

4-13
 Chapter 4-
Copyright © 2013 Pearson Education 14
 Conducting a Job Analysis

1. How will information be used?

2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification

Copyright © 2018 Pearson Education Ltd.

4-15
 Job Analysis Guidelines

• A joint effort
• Clarity of questions and
process
• Different job analysis methods

Copyright © 2018 Pearson Education Ltd.

4-16
FOUR METHODS OF COLLECTING JOB
ANALYSIS INFORMATION:
INTERVIEWS, QUESTIONNAIRES,
OBSERVATION & DIARY/LOG

Chapter 4-
17
 METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: THE INTERVIEW
• Information Sources
– Individual employees
– Groups of employees
– Supervisors with knowledge
of the job

• Interview Formats
– Structured (checklist)
– Unstructured (open-ended)
18
COLLECTING JOB ANALYSIS
INFORMATION – INTERVIEWS
 The Interview
 Typical questions
 Structured interviews
 Unstructured

 Pros and cons

 Interviewing guidelines
Chapter 4-
Copyright © 2013 Pearson Education 19
PROS AND CONS
• Advantages
– Quick, direct way
to find overlooked
information
• Disadvantages
– Distorted
information

Chapter 4-
Copyright © 2013 Pearson Education 20
JOB ANALYSIS: INTERVIEWING GUIDELINES
1. The job analyst and supervisor should work together to
identify the workers who know the job best.
2. Quickly establish rapport with the interviewee.
3. Follow a structured guide or checklist: one that lists open-
ended questions and provides space for answers.
4. Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
5. Review and verify the data after completing the interview.

21
 METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: QUESTIONNAIRES
• Information Source
– Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
• Questionnaire Formats
– Structured checklists
– Open-ended questions
22
• Advantages
– Quick and efficient way
to gather information
from large numbers of
employees
• Disadvantages
– Expensive and time-
consuming to prepare and
test the questionnaire
 METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: OBSERVATION
 Advantages

 Information Source
 Observing and noting the physical
activities of employees as they go
about their jobs
 Disadvantages
 Provides first-hand
information
 Reduces distortion of
information
 Time-consuming
 Difficult to capture entire
job cycle
 Of little use if job involves a
high level of mental activity

23
 METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: PARTICIPANT DIARY/LOG
 Information Source
 Workers keep a chronological diary/
log of what they do and the time
spent on each activity
24
• Advantages
– Produces a more complete
picture of the job
– Employee participation
• Disadvantages
– Distortion of information
– Depends on employees
accurately recalling earlier
activities (without dictating
machines/pagers)
 Job Re-Design

Copyright © 2018 Pearson Education, Inc. 4-25

 Writing Job Descriptions

• Job identification
• Job summary
• Relationships
• Responsibilities and duties
o Authority
• Performance standards & working
conditions
• Job specifications

Copyright © 2018 Pearson Education Ltd.

4-26
 The Job Description

• Job Identification • Responsibilities and Duties

– Job title – Major responsibilities and duties
– Immediate Supervisor (essential functions)
– Facility/division/department – Decision-making authority

– Grade/pay scale/salary – Direct supervision

– Preparation date – Budgetary limitations

– Preparer • Standards of Performance and Working

Conditions
• Job Summary
– What it takes to do the job
– General nature of the job
successfully
– Major functions/activities
– 'cop-out clause' like 'other
duties, as assigned

27 27
 The Job Description

• Relationships • Responsibilities and Duties

– Reports to: – Major responsibilities and duties
– Supervises: (essential functions)
– Works with: – Decision-making authority

– Outside the company: – Direct supervision

– Budgetary limitations
• Standards of Performance and Working
Conditions
– What it takes to do the job
successfully

28 28
Copyright © 2018 Pearson Education, Inc. 4-29
Write a job specification.

Copyright © 2018 Pearson Education Ltd.

4-30
 Writing job specifications

• Trained vs. untrained

• Judgment
• Statistical analysis
• Task statements

Copyright © 2018 Pearson Education Ltd.

4-31
 Writing Job Specifications

• Specifications for Trained Vs. Untrained Personnel

- They are easier for trained personnel using track record.
- Untrained personnel need to have potential for training.
- The goal is to predict as to who will do well in the job.

• Specifications Based on Judgment

- They rely on educated guesses regarding traits and
skills.
- They can be accessed from internet-based competency
lists.
- Generally, a common sense approach is to be adopted.
- Behavior has particular place here
32 32
Copyright © 2018 Pearson Education, Inc. 4-33
Writing Job Specifications (cont)

• Specifications Based On Statistical Analysis

- Analyze the job and decide how to measure job performance.
- Test candidates for these traits.
- Measure the candidates’ subsequent job performance.
- Statistically analyze the relationship between the human traits and
job performance.
- Apply statistical analysis method to analyze relationship between
predictor (human traits) and the indicator (job performance)

34
FIVE STEPS OF STATISTICAL ANALYSIS
(1) analyze the job and decide how to measure job
performance;
(2) select personal traits like finger dexterity that you believe
should predict performance;
(3) test candidates for these traits;
(4) measure these candidates' subsequent job performance;
(5) statistically analyze the relationship between the human
trait (finger dexterity) and job performance. Your aim is to
determine whether the trait predicts performance.

Copyright © 2018 Pearson Education, Inc. 35

TASK STATEMENTS

 Job Requirements Matrix

 The matrix includes the job's main duties, each duty's
purpose, and the knowledge and skills someone should
have to do each duty.
 Write one task statement for each of the job's, say, 12
tasks. Each task statement shows what the worker does
on one particular job task; how the worker does it; the
knowledge, skills, and aptitudes required to do it; and
the purpose of the task
 Groups them into four or five main job duties
 Finally, the job analyst compiles all this information in a
job requirements matrix for this job
Copyright © 2018 Pearson Education, Inc. 36
Copyright © 2018 Pearson Education, Inc. 37
 Explain competency-based job analysis,
including what it means and how it’s done in
practice.

Copyright © 2018 Pearson Education Ltd.

4-38
 Profiles in Talent Management
• Competencies and competency-based
job analysis
• How to write competencies-based job
descriptions

Copyright © 2018 Pearson Education Ltd.

4-39
 Competency Model/Job Profile

• list what knowledge and skills someone needs to do

the job in competency models or job profiles
• May be narrowed down to more senior position
embedding the knowledge of previous positions

Copyright © 2018 Pearson Education, Inc. 4-40

 Review

HR
er
ag
an
M
of
ile
of
Pr
b
Jo
el/
od
yM
nc
te
pe
m
Co

Copyright © 2018 Pearson Education Ltd.

4-42
Level 8

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

This is an example of a skills matrix for technical/engineering product development employees.

Copyright © 2018 Pearson Education, Inc. 4-43

Thank You

Copyright © 2018 Pearson Education, Inc. 4-44

 Type of Background Information

• Organizational Chart
• A chart that shows the organization wide distribution of
work, with titles of each position and interconnecting
lines that show who reports to and communicates with
whom
• Process Chart
• A workflow chart that shows the flow of inputs to and
outputs from a particular job.
• Workflow Analysis
• A detailed study of the flow of work from job to job in a
work process.
Copyright © 2018 Pearson Education Ltd.
4-45
 Job Redesign

• Job Enlargement
• Job Rotation
• Job Enrichment
• increasing the opportunities for the worker to experience
feelings of responsibility, achievement, growth, and
recognition i.e. motivation by empowering

Copyright © 2018 Pearson Education Ltd.

4-46
Job Redesign

Copyright © 2018 Pearson Education Ltd.

4-47
Copyright © 2018 Pearson Education, Inc. 4-48