Job Analysis and the Talent Management Process

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4
Job Analysis and the
Talent Management
Process

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Learning Objectives
1. Define talent management and explain
why it is important.
2. Discuss the process of job analysis,
including why it is important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

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Learning Objectives
4. Explain how you would write a
job description.
5. Explain how to write a job
specification.
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.

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Define talent management
and explain why it is
important.

5. 4-
What & Explain why talent management
is important.
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
Talent management is a useful term when it describes an organization's commitment
to hire, manage and retain talented employees. It comprises all of the work processes
and systems that are related to retaining and developing a superior workforce.
Talent Management is a powerful and important trend across Human Resource and
Learning &Development. It changes the way you are organized, how you use
technology, how your resources are allocated, and how you measure what you do.

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The Talent Management Process
We can define talent management as the goal-oriented and
integrated process of planning, recruiting, developing, managing,
and compensating employees.
Effectively managing talent means that managers:
1.Understand that talent management tasks are parts of one
unified process.
2.Ensure talent management decisions such as staffing, training,
and pay are goal-directed.
3.Consistently use the same “profile” of competencies, traits,
knowledge, and experience for potential employees.
4.The approach requires that employers proactively manage
recruitment, selection, development, and rewards.
5.Realize an effective talent management process integrates all
underlying talent management activities such as recruiting,
developing, and compensating employees

7. 4-
Discuss the nature of job
analysis, including what it is
and how it’s used.
Talent management begins with understanding what jobs
need to be filled, and the human traits and competencies
employees need. Job analysis is the procedure through
which you determine the duties of the positions and the
characteristics of the people to hire for them.

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The Basics of Job Analysis: Terms
• Job Analysis
• The process for determining the jobs and skill needed for a job
and the kind of person who should be hired for it.
• Job Description
• A list of a job’s tasks, 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 necessary
education, skills, personality, and so on—another product of a
job analysis.(what kind of people to hire for the job)

9. TYPES OF INFORMATION
COLLECTED
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via Job
Analysis

10. TYPES OF INFORMATION COLLECTED-
CONTINUE
• Work activities: how, why, and when the worker does each activity.
• Human behaviors: communicating, deciding, and writing, lifting weights or
walking long distances.
• Machines, tools, equipment, and work assists: tools used, materials
processed, knowledge dealt with or applied, and services delivered.
• Standards of expected employee job performance: quantity andor quality
output levels that can be used to appraise employees.
• Job context: physical working conditions, work schedules, and incentives.
• Human requirements: job-related knowledge or skills (education, training,
work experience) and required personal attributes (skills and abilities, physical
characteristics, personality, interests).

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Uses of Job Analysis
Information
• Recruitment and
selection
• EEO compliance
• Performance
appraisal
• Compensation
• Training

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RECRUITMENT AND SELECTION Information about what duties the job entails and
what human characteristics are required to perform these activities helps managers
decide what sort of people to recruit and hire.
EEO COMPLIANCE Job analysis is crucial for validating all major human resources
practices
PERFORMANCE APPRAISAL A performance appraisal compares each employee s
actual performance with his or her duties and performance standards.
Managers use job analysis to learn what these duties and standards are.
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
and therefore the training that the job requires

13. • Conducting a job analysis requires multiple steps.
• Step 1: Decide how you’ll use the information.
• Step 2: Review relevant background information such as
organization charts, process charts, and job descriptions.
• Step 3: Select representative positions.
• Step 4: Actually analyze the job by collecting data on job
activities, working conditions, and human traits and abilities
needed to perform the job.
• Step 5: Verify the job analysis information with the worker
performing the job and with his or her immediate supervisor.
• Step 6: Develop a job description and job specification.
CONDUCTING A JOB
ANALYSIS

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

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• The basics of job analysis
• Uses of job analysis information
• Conducting a job analysis
• Job analysis guidelines
Review

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Methods for Collecting Job Analysis
Information
• Interviews
• Questionnaires
• Observation
• Diary/logs
• Internet-based

17. JOB ANALYSIS: INTERVIEWING GUIDELINES
• The job analyst and supervisor should work together
to identify the workers who know the job best.
• Quickly establish connection with the interviewee.
• Follow a structured(prepared) 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
(happening).
• After completing the interview, review and verify
the data.

18. METHODS FOR COLLECTING JOB ANALYSIS
INFORMATION: THE INTERVIEW
• Information Sources
o Individual employees
o Groups of employees
o Supervisors with
knowledge of the job
• Advantages
o Quick, direct way to find
overlooked information
• Disadvantage
o Distorted information
• Interview Formats
o Structured (Checklist)
o Unstructured
o Whatever kind you use
make sure the
interviewee fully
understands the reason
for the interview (its not
evaluation).

19. METHODS FOR 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
• Advantages
o Quick and efficient way
to gather information
from large numbers of
employees
• Disadvantages
o Expense and time
consumed in preparing
and testing the
questionnaire

20. METHODS FOR COLLECTING JOB ANALYSIS
INFORMATION: OBSERVATION
Information Source
• Observing and noting the
physical activities of
employees as they go
about their jobs by
managers.
• Advantages
o Provides first-hand
information
o Reduces distortion
of information
• Disadvantages
o Time consuming
o Difficulty in capturing
entire job cycle
o Of little use if job
involves a high level of
mental activity

21. METHODS FOR COLLECTING JOB
ANALYSIS INFORMATION:
PARTICIPANT DIARIES/LOGS
• Information Source
• Workers keep a
sequential (in order)
diary (record) or log of
what they do and the
time spent on each
activity
• Advantages
• Produces a more
complete picture of the
job
• Employee participation
• Disadvantages
• Distortion of information
• Depends upon employees
to accurately remember
their activities

22. INTERNET-BASED JOB ANALYSIS
• Methods such as questionnaires and interviews can be
time-consuming . And collecting the information from
geographically dispersed employees can be challenging.
Conducting the job analysis via the Internet is an obvious
solution.
• Most simply, the human resource department can
distribute standardized job analysis questionnaires to
geographically disbursed employees via their company
intranets, with instructions to complete the forms and
return them by a particular date.

23. INTERNET-BASED JOB ANALYSIS
• Advantages
• Collects information in a standardized format from
geographically dispersed employees
• Requires less time than face-to-face interviews
• Collects information with minimal intervention or guidance

24. USING MULTIPLE SOURCES OF
INFORMATION
Where possible, collect job analysis data using
several types of collection techniques and
respondents. Potential inaccuracies in peoples’
judgments could lead to inaccurate conclusions.

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• Interviews
• Questionnaires
• Observation
• Diary/logs
• Internet-based
• Using Multiple Sources of
Information
Review

26. WRITING JO DESCRIPTIONS
Job
identification
Job
summary
Responsibilities and
duties
Authority of
the incumbent
Standards of
performance
Working
conditions
Job
specifications
Sections of a Typical
Job Description

27. THE JOB DESCRIPTION
• Job Identification
• Job title
• Location of the job
• Salary and/or pay scale
• Job Summary
• General nature of the job
• Major functions/activities
• Relationships
• Reports to:
• Supervises:
• Works with:
• Outside the company:
• Responsibilities and Duties (The
heart of the Job Description)
o Major responsibilities and duties
(essential functions)
o Decision-making authority
o Direct supervision
o Budgetary limitations
• Standards of Performance and
Working Conditions
o What it takes to do the job
successfully
o Standards the employee is
expected to achieve under each
of the job description’s main
duties.
• Job specifications

28. 4-
FIGURE 4–8 Sample Job Description, Pearson Education

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FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

30. 4-
Write a job specification.

31. WRITING JOB
SPECIFICATIONS
Job specifications
for trained versus
untrained personnel
“What human traits and
experience are required to
do this job well?”
Job specifications
based on judgment

32. WRITING JOB SPECIFICATIONS
• The job specification focuses on the person in answering
the question, “What human traits and experience are
required to do this job effectively?”
• It shows what kind of person to recruit and for what qualities
you should test that person.
• The job specification may be a section of the job
description, or a separate document.
• The basic procedure here is to ask, “What does it take in
terms of education, intelligence, training, and the like to do
this job well?”
(education, training, work experience) and required personal
attributes (skills and abilities, physical characteristics, personality,
interests).

33. • Writing job specifications for trained employees is relatively
straightforward because they are likely to focus on traits like
length of previous service, quality of relevant training, and
previous job performance.
• Writing job specifications for untrained employees is more
complex because they are more likely to specify qualities such
as physical traits, personality, interests, or sensory skills that
imply some potential for performing or being trained to
perform on the job.
SPECIFICATIONS FOR TRAINED VERSUS UNTRAINED
PERSONNEL

34. JOB SPECIFICATIONS BASED ON
JUDGMENT
1. Job specifications may come from educated guesses or
judgments.
2. or from competencies listed in web-based job
descriptions like those listed at O*Net online.
3. The Dictionary of Occupational Titles is also a useful
source.

35. JOB DESIGN
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation

36. JOB ANALYSIS IN A “JOBLESS”
WORLD
• Job enlargement: involves assigning workers additional same-
level activities, thus increasing the number of activities they
perform.
• Job rotation: is systematically moving workers from one job to
another.
• Job enrichment: involves redesigning jobs in a way that
increases the opportunities for the worker to experience
feelings of responsibility, achievement, growth, and recognition.

37. OTHER CHANGES AT WORK
Flattening the
organization
Reengineering
business processes
Changing the
Organization and
Its Structure -
Dejobbing
Using self-managed
work teams

38. WHY MANAGERS ARE DE-JOBBING THEIR
COMPANIES ?
De-jobbing: refers to broadening the responsibilities of the
company’s jobs, and encouraging employees not to limit
themselves to what’s on their job descriptions.
1. Flatter organizations with three or four levels of management
are becoming more prevalent than the traditional pyramid-
shaped organizations with seven or more layers of management.
2. Self-managed work teams, where tasks are organized around
teams and processes rather than around specialized
functions, are being used increasingly more by
organizations.
3. Reengineering refers to fundamentally rethinking and
radically redesigning business processes to achieve dramatic
improvements in performance measures.

39. COMPETENCY-BASED JOB ANALYSIS
• Competencies
• Demonstrable characteristics of a person that enable
performance of a job.
• Reasons for Competency-Based Job Analysis
• To support a high-performance work system (HPWS).
Since traditional job descriptions may actually backfire if a
high performance work system is the goal.
• Second, describing the job in terms of skills, knowledge
and competencies needed is more strategic.
• Third, measurable skills, knowledge, and competencies
are the heart of any company’s performance management
system.

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