Chapter 4 Job Analysis and The Talent Management Process

4 Job Analysis and the
Talent Management
Process
4-
Copyright 2015 Pearson

4-1
Education, Inc.
Learning Objectives
1. Define talent management and explain

why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

4-2
Education, Inc.
Learning Objectives
4. Explain how you would write a

job description.
5. Explain how to write a job
specification. 4-
6. Explain competency-based job
analysis, including what it means
and how its done in practice.

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Education, Inc.
Define talent management
and explain why it is
important.
4-

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Education, Inc.
The Talent Management
Process
What Is Talent Management?
o Tasks
o Goal-directed
o Uses the same4-profile
o Segments and manages
employees
o Integrates/coordinates all talent
management functions

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TASKS
1. Treats talent management activities such as

recruiting and training as interrelated. For
example, having employees with the right skills
depends as much on recruiting, training, and
compensation as on applicant testing.

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Education, Inc.
GOAL-DIRECTED
2. Makes sure all talent management decisions

(such as staffing, training, and pay) are goal
directed. In other words, ask, "What recruiting,
testing, training, or pay action should I take to
produce the employee competencies we
need to achieve our strategic goals?

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Education, Inc.
Uses the same profile
3. Consistently uses the same "profile of
required human skills, knowledge, and
behaviors ("competencies") for formulating a job's
recruitment plans as for making selection, training,
appraisal, and compensation decisions for it. For
example, if "Design complex software
application's Is one required software engineer
skill, then ask interview questions to assess the
candidate on this skill; train the new employee to
improve this skill; and then appraise and
compensate the person based on his or her skill
proficiency.
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Education, Inc.
Segments and manages employees
4. Actively segments and manages employees.

For example, Accenture recommends identifying
the firm's "mission critical employees, and then
managing their development and rewards
separately from the firm's other employees.

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Education, Inc.
Integrates/coordinates all talent
management functions
5. Actively coordinates or integrates the
ongoing talent management functions such
as recruiting and training. For example, HR
managers need to make sure they are using the
same skills profile to recruit as to select, train,
and appraise for a particular job, or use special
talent management software to do so.

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Education, Inc.
Review
Thought of as
linear process
Definition
4-
Managing talent
effectively

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Education, Inc.
Discuss the process of
job analysis, including
why it is important.
4-

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Education, Inc.
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 jobs duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilitiesone product of a job analysis.
Job specifications
A list of a jobs human requirements, that is, the
requisite education, skills, personality, and so on
another product of a job analysis.
2005 Prentice Hall Inc.

413
All rights reserved.
The Basics of Job Analysis
Work activities
Behaviors
Machines, tools,
equipment, and
work aids
4-
Performance
standards
Job context
Human
requirements

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Education, Inc.
Uses of Job Analysis
Information
Recruitment and
selection
EEO compliance
4-
Performance
appraisal
Compensation
Training

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STEPS IN JOB ANALYSIS
Step 1: Decide how youll use the

information.
Step 2: Review relevant background
information.
Step 3: Select representative positions.
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and job
specification.

416
CHARTING THE ORGANIZATION
Organization chart
A chart that shows the organizationwide distribution of
work, with titles of each position and interconnecting
lines that show who reports to and communicates to
whom.
Process chart
A work flow chart that shows the flow of inputs to and
outputs from a particular job.

417
IMPROVING PEFORMANCE:
HR as a Profit Center
Boosting Productivity Through
Work Redesign
o Workflow analysis prompted
4-
several performance-boosting
redesigns
o Firm reduced from four to one
the number of people opening
mail
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Education, Inc.
PROCESS CHART FOR ANALYZING A JOBS
WORKFLOW
Figure 42
419
Job Analysis Guidelines
A joint effort
Clarity of questions
and process 4-
Different job analysis

methods

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Education, Inc.
Review
The basics of job analysis

Uses of job analysis information
4-
Conducting a job analysis
Job analysis guidelines

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Education, Inc.
Explain how to use at least three
methods of collecting job analysis
4-
information, including interviews,
questionnaires, and observation.

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Education, Inc.
Methods for Collecting Job Analysis
Information
Interviews
Questionnaires JAQ FORM_rev 100809 a.pdf
Observation
4-
Diary/logs
Quantitative
techniques
Internet-based
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Education, Inc.
Collecting Job Analysis
Information Interviews
The Interview
o Typical questions
o Structured interviews
4-
o Pros and cons
o Interviewing guidelines

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METHODS OF COLLECTING JOB ANALYSIS INFORMATION: THE
INTERVIEW
Information sources
Individual employees
Groups of employees
Supervisors with
knowledge of the job Interview formats
Advantages Structured
Quick, direct way to (Checklist)
find overlooked Unstructured
information.
Disadvantages
Distorted
information
425
INTERVIEW 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.

426
METHODS OF COLLECTING JOB ANALYSIS INFORMATION:
QUESTIONNAIRES
Information source
Advantages
Have employees fill
Quick and efficient
out questionnaires to
way to gather
describe their job-
information from
related duties and
large numbers of
responsibilities.
employees
Questionnaire
Disadvantages
formats
Expense and time
Structured checklists
consumed in
Opened-ended preparing and
questions testing the
questionnaire
427
Questionnaires also may be structured or unstructured,
depending on the situation and job under review.
Observation, while extremely useful is very time-consuming in

that one individual will be needed to observe the worker for
extended periods of time. In addition, the observer may miss
some key job activities if they are not performed regularly.
Diaries and logs require the worker to make entries into his or her
journal at regular times.
4-
Quantitative techniques include the Position Analysis
Questionnaire (PAQ) and the Department of Labor (DOL)
technique.
Internet-based analysis allows the HR department to send

questionnaires to geographically disbursed employees and
receive information in a timely manner. This procedure also
allows electronic or voice follow-up.

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Education, Inc.
OBSERVATION
Information source Advantages

Observing and Provides first-hand
noting the physical information
activities of Reduces distortion of
employees as they information
go about their jobs. Disadvantages
Time consuming
Difficulty in
capturing entire job
cycle
Of little use if job
involves a high level
of mental activity.
429
PARTICIPANT DIARY/LOGS
Information source Advantages

Workers keep a Produces a more
chronological diary/ complete picture of
log of what they do the job
and the time spent Employee
in each activity. participation
Disadvantages
Distortion of
information
Depends upon
employees to
accurately recall
their activities
430
QUANTITATIVE JOB ANALYSIS
TECHNIQUES
The position analysis questionnaire (PAQ)
A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various jobs.
The Department of Labor (DOL) procedure
A standardized method by which different jobs can be
quantitatively rated, classified, and compared.
Functional job analysis
Takes into account the extent to which instructions,
reasoning, judgment, and mathematical and verbal
ability are necessary for performing job tasks.

431
SAMPLE
REPORT BASED
ON
DEPARTMENT
OF LABOR JOB
ANALYSIS
TECHNIQUE
Figure 46
432
Review
Interviews
Questionnaires
Observation
Diary/logs 4-
Quantitative
techniques
Internet-based

4-33
Education, Inc.
Explain how you
would write a job
description.
4-

4-34
Education, Inc.
Writing Job Descriptions
Job identification
Job summary
Relationships
Responsibilities and 4-
duties
o Authority
Performance standards &
working conditions
Job specifications

4-35
Education, Inc.
SAMPLE JOB
DESCRIPTIO
N, PEARSON
EDUCATION
Source: Courtesy of HR
Department, Pearson Education.
Figure 47a
436
SAMPLE JOB
DESCRIPTIO
N, PEARSON
EDUCATION
Source: Courtesy of HR
Department, Pearson
Education.
Figure 47b
437
MARKETING MANAGER DESCRIPTION
FROM
STANDARD OCCUPATIONAL CLASSIFICATION
20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers. Determine the
demand for products and services offered by a firm and Its
competitors and identify potential customers. Develop
pricing strategies with the goal of maximizing the firms
profits or share of the market while ensuring the firms
customers are satisfied.
Source: www.bis.gov, accessed November 13, 2003.

Figure 48
438
IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
O*NET
o The U.S. Department of Labors online
4-
occupational information network
o O*NET lists the specific duties
associated with numerous
occupations

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Education, Inc.
THE JOB DESCRIPTION
Job identification
Job title: name of job
FLSA status section: Exempt or nonexempt
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

440
THE JOB DESCRIPTION (CONTD)
Relationships (chain of command)

Reports to: employees 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.

441
Responsibilities and duties

A listing of the jobs major responsibilities and duties
(essential functions)
Defines limits of jobholders decision-making authority,
direct supervision, and budgetary limitations.
Standard Occupational Classification
Classifies all workers into one of 23 major groups of jobs
which are subdivided into 96 minor groups of jobs and
detailed occupations.

442
Standards of performance and
working conditions
Lists the standards the employee is
expected to achieve under each of
the job descriptions main duties
and responsibilities.

443
Review
Job descriptions
o Identifying the job,
summary, relationships
4-
o Responsibilities, duties,
standards
Specifications

4-44
Education, Inc.
Explain how to write a
job specification.
4-

4-45
Education, Inc.
Write a job specification.
4-

4-46
Education, Inc.
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.

447
WRITING JOB SPECIFICATIONS (CONTD)
Specifications Based on Judgment

Self-created judgments (common sense)
List of competencies in Web-based job descriptions (e.g.,
www.jobdescription.com)
O*NET online
Standard Occupational Classification
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.

448
Writing job specifications
Trained vs. untrained

Judgment
4-
Statistical analysis
Task statements

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Education, Inc.
Review
4-

4-50
Education, Inc.
THE SKILLS MATRIX FOR ONE JOB AT BP
ght blue boxes indicate the minimum level of skill required for the job.
Figure 412
451
Explain competency-based job
analysis, including what it means
and how its done in practice.
4-

4-52
Education, Inc.
JOB ANALYSIS IN A JOBLESS WORLD
Job
Generally defined as a set of closely related activities
carried out for pay.

453
Profiles in Talent Management
Competencies and
competency-based job
analysis
How to write competencies-
4-
based job descriptions

4-54
Education, Inc.
FROM SPECIALIZED TO ENLARGED JOBS
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.

455
FROM SPECIALIZED TO ENLARGED JOBS (CONTD)
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.

456
WHY MANAGERS ARE DEJOBBING THEIR COMPANIES
Dejobbing External factors

Broadening the leading to dejobbing.
responsibilities of Rapid product and
the companys jobs technological change
Encouraging Global competition
employee initiative. Deregulation,
Internal factors Political instability,
leading to dejobbing Demographic
Flatter organizations changes
Work teams Rise of a service
economy.

457
COMPETENCY-BASED JOB ANALYSIS
Competencies
Demonstrable characteristics of a person that enable
performance of a job.
Competency-based job analysis
Describing a job in terms of the measurable, observable,
behavioral competencies (knowledge, skills, and/or
behaviors) an employee must exhibit to do a job well.

458
PERFORMANCE MANAGEMENT
Performance management
Managing all elements of the organizational process that
affect how well employees perform.
Types of competencies
General competencies
reading, writing, and mathematical reasoning.
Leadership competencies
leadership, strategic thinking, and teaching others.
Technical competencies
specific technical competencies required for specific types of
jobs and/or occupations.

459
IMPROVING PERFORMANCE:
HR Practices Around the Globe
Daimler Alabama emphasizes
o Just-in-time inventory
o Work teams 4-
o Continuous improvement
Stressing competencies rather than duties

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Review
4-

4-61
Education, Inc.

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4 Job Analysis and the

Copyright 2015 Pearson

1. Define talent management and explain

Copyright 2015 Pearson

4. Explain how you would write a

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

1. Treats talent management activities such as

Copyright 2015 Pearson

2. Makes sure all talent management decisions

Copyright 2015 Pearson

4. Actively segments and manages employees.

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

2005 Prentice Hall Inc.

Copyright 2015 Pearson

Copyright 2015 Pearson

Step 1: Decide how youll use the

2005 Prentice Hall Inc.

2005 Prentice Hall Inc.

Different job analysis

Copyright 2015 Pearson

The basics of job analysis

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

The job analyst and supervisor should work together

2005 Prentice Hall Inc.

Observation, while extremely useful is very time-consuming in

Internet-based analysis allows the HR department to send

Copyright 2015 Pearson

Information source Advantages

Information source Advantages

2005 Prentice Hall Inc.

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

20. 11-2021 Marketing Managers

Source: www.bis.gov, accessed November 13, 2003.

Copyright 2015 Pearson

2005 Prentice Hall Inc.

Relationships (chain of command)

2005 Prentice Hall Inc.

Responsibilities and duties

2005 Prentice Hall Inc.

2005 Prentice Hall Inc.

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

Specifications for trained personnel

2005 Prentice Hall Inc.

Specifications Based on Judgment

2005 Prentice Hall Inc.

Trained vs. untrained

Copyright 2015 Pearson

Copyright 2015 Pearson

Copyright 2015 Pearson

2005 Prentice Hall Inc.

Copyright 2015 Pearson

2005 Prentice Hall Inc.