Job analysis

© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
t e n t h e d i t i o n
Gary Dessler
Part 2 Recruitment and PlacementChapter 4
Job Analysis & Talent
Management

After studying this chapter,
you should be able to:
1. Discuss the nature of job analysis, including what it is
and how it’s used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a “jobless” world, including
what it means and how it’s done in practice.
© 2005 Prentice Hall Inc. All rights reserved. 4–2

What Is Talent Management
 Talent management as the goal-oriented and
integrated process of planning, recruiting, developing
, managing ,and compensating employees.
When a manager takes a talent management
perspective ,he or she:
 Understands that the talent management
tasks
 Makes sure talent management decisions
such as staffing ,training ,and pay are goal-
directed.

What Is Talent Management
 Consistently uses the same profile of
competencies ,traits ,knowledge ,and
experience for formulating recruitment plans
for a job as for making selection, training,
appraisal, and payment decisions for it.
 Actively segments and proactively manages
employee
 Integrates/coordinates all the talent
management functions

THE TALENT MANAGEMENT PROCES
 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.

THE TALENT MANAGEMENT PROCES
 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

The Nature of Job Analysis
 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 description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
 Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.

Types of Information Collected
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

Uses of Job Analysis Information
 Recruitment and Selection
 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties
 EEO Compliance

Uses of Job Analysis Information
Figure 4–1

Steps in Conducting Job Analysis
 Step 1 DECIDE HOW YOU LL USE THE
INFORMATION
This will determine the data you collect. Some data
collection techniques like interviewing the employee
are good for writing job descriptions . Other
techniques , like the position analysis questionnaire
we describe later, provide numerical ratings for each
job; these can be used to compare jobs for
compensation purposes.

 STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION
SUCH AS ORGANIZATION CHARTS, PROCESS CHARTS,
AND JOB DESCRIPTIONS
Organization charts show the organization-wide division of work ,
and where the job fits in the overall organization. The chart
should show the title of each position and, by means of
interconnecting lines, who reports to whom and with whom the
job incumbent communicates. A process chart provides a more
detailed picture of the work flow.In its simplest form a process
chart shows the flow of inputs to and outputs from the job you're
analyzing. ( the quality control clerk is expected to review
components from suppliers, check components going to the
plant managers, and give information regarding components
quality to these managers.) Finally,the existing job description ,
if there is one,usually provides a starting point for building the
revised job description.

 SELECT REPRESENTATIVE POSITIONS
Whether or not the manager decides to redesign jobs
via workforce analysis , process redesign ,or job
redesign , he or she must at some point select which
positions to focus on for the job analysis. For
example, it is usually unnecessary to analyze the
jobs of 200 assembly workers when a sample of
10jobs will do.

 STEP 4: ACTUALLY ANALYZE THE JOB BY
COLLECTING DATA ON JOB ACTIVITIES,
WORKING CONDITIONS, AND HUMAN TRAITS
AND ABILITIES NEEDED TO PERFORM THE JOB
In brief, analyzing the job involves greeting
participants; briefly explaining the job analysis
process and the participants roles in this process ;
spending about 15 minutes interviewing the
employees to get agreement on a basic summary of
the job; identifying the jobs broad areas of
responsibility, such as calling on potential clients ;and
identifying duties/tasks within each area interactively
with the employees.

 STEP 5: VERIFY THE JOB ANALYSIS
INFORMATION WITH THE WORKER
PERFORMING THE JOB AND WITH HIS OR
HER IMMEDIATE SUPERVISOR
This will help confirm that the information is factually
correct and complete and help to gain their
acceptance.

 STEP 6: DEVELOP A JOB DESCRIPTION
AND JOB SPECIFICATION
 The job description describes the activities and
responsibilities of the job, as well as its important
features, such as working conditions. The job
specification summarizes the personal qualities ,
traits, skills ,and background required for getting the
job done.

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

Information: Questionnaires
 Information source
– Have employees fill out
questionnaires to
describe their job-
related duties and
responsibilities.
 Questionnaire formats
– Structured checklists
– Opened-ended
questions
 Advantages
– Quick and efficient way
to gather information
from large numbers of
employees
 Disadvantages
– Expense and time
consumed in preparing
and testing the
questionnaire

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

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

Writing Job Descriptions
 A job description
– A written statement of what the worker actually
does, how he or she does it, and what the job’s
working conditions are.
 Sections of a typical job description
– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
– Working conditions
– Job specifications

Sample Job
Description,
Pearson
Education
Figure 4–7a
Source: Courtesy of HR Department,
Pearson Education.

The Job Description
 Job identification
– Job title: name of job
– Preparation date: when the description was
written
– Prepared by: who wrote the description
 Job summary
– Describes the general nature of the job
– Lists the major functions or activities

The Job Description (cont’d)
 Responsibilities and duties
– A listing of the job’s major responsibilities and
duties (essential functions)
– Defines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.

 Standards of performance and
working conditions
– Lists the standards the employee
is expected to achieve under each
of the job description’s main
duties and responsibilities.

 Relationships (chain of command)
– Reports to: employee’s immediate supervisor
– Supervises: employees that the job incumbent
directly supervises
– Works with: others with whom the job holder will
be expected to work and come into contact with
internally.
– Outside the company: others with whom the job
holder is expected to work and come into contact
with externally.

Writing Job Specifications
 Specifications for trained personnel
– Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
 Specifications for untrained personnel
– Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.

Writing Job Specifications (cont’d)
 Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com
 Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship
between a predictor or human trait and an
indicator or criterion of job effectiveness.

Writing Job Specifications (cont’d)
 Steps in the Statistical Approach
– Analyze the job and decide how to measure job
performance.
– Select personal traits that you believe should
predict successful performance.
– Test candidates for these traits.
– Measure the candidates’ subsequent job
performance.
– Statistically analyze the relationship between the
human trait and job performance.

 Job
– Generally defined as “a set of closely related
activities carried out for pay.”

 Job enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
 Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.

 Job rotation
– Moving a trainee from department to department
to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
– Systematically moving workers from one job to
another to enhance work team performance.

Job analysis

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