HRM and Talent Management in a strategic framework

Job, Job Analysis, Job Requirement, Job Description, Job

Specification, Job Evaluation

Process of Job Analysis

Sources and methods of data collection

Writing JD and JS

Competency based models

 HRM

Corporate Level Strategy

Business Level Strategy

Function Level Strategy

HR Strategy

HR Planning, L&D Performance Compensation Employee

Job Analysis Rectt., Management Management Engagement
Selection
 Talent Management

 Not linear – Holistic

 Result Oriented
 Definition
 Managing talent
effectively

A holistic, integrated and results/goal oriented

process of planning, recruiting, selecting,
developing, managing and compensating
employees.
It all starts with ‘Job’
What is a Job?

 Job
 A group of related activities
and duties
 Position Job

 The different duties and

responsibilities performed
by only one employee
Job Job Job
 Job Family
 A group of individual jobs
with similar characteristics
J Terms

Job
Requirement
Job
Analysis

Job Evaluation

Job Job
Description Specification
Job Requirements
 Job Specification
 Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the
job
 Job Description
 Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed
Job Evaluation
 Determining the relative worth of different jobs within an
organization.
 Inputs from Job Analysis
 Relationship of Job Requirements
to Other HRM Functions
Job Requirements

Recruitment Determine recruitment qualifications

Provide job duties and job

Selection specifications for selection process

Performance Provide performance criteria for

Appraisal evaluating employees

Learning and Determine training needs and develop

Development instructional programs

Compensation Provide basis for determining

Management employee’s rate of pay
Job Analysis
 The process of obtaining information about jobs by
determining what the duties, tasks, or activities of
jobs are.
 HR managers use the data to develop job
descriptions and job specifications that are the basis
for employee performance appraisal and
development.
 The ultimate purpose of job analysis is to improve
organizational performance and productivity.
The Process of Job Analysis
Steps in JA
1. Purpose – Description or Evaluation – Judgmental or
Quantitative
2. Review Background Information – Charts, Process
Chart, Workflow Analysis
3. Select Representative Positions
4. Analyse – collect job related information – through
one of the several methods or a combination of
methods
5. Verify – with the job holder and supervisor
6. Develop a JD or JS
Process Chart for Analyzing a Job’s Workflow
Information Gathering

 Qualitative Methods: Interviews, Observations, Logs,

Questionnaires
 Quantitative Methods: PAQ, DOL, Hay’s Method etc
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
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
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
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
Quantitative Methods
PAQ DOL Procedure
194 items  Dictionary of Occupational
5 basic groups Titles
1.Information  Data, People, Things
2.Decision Making
3.Performing Skilled activities
4.Operating Vehicles/Equipments
5.Being Physically Active
A Sample Page from the PAQ
DOL Procedure (Receptionist/Clerk)

Data People Things

0 Synthesizing Mentoring Setting Up
1 Coordinating Negotiating Precision Work
2 Analysing Instructing Operating/Controlling
3 Compiling Supervising Driving/Operating
4 Copying Diverting Manipulating
5 Comparing Persuading Tending
6 Speaking/Signalling Feeding
7 Serving Handling
8 Helping
hiring.monster.com
careerplanner.com
jobdescription.com
Online.onetcenter.org
 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent
The Job Description
 Job Identification  Responsibilities and
 Job title Duties
 Preparation date  Major responsibilities and
 Preparer duties (essential functions)
 Decision-making authority
 Job Summary
 Direct supervision
 General nature of the job
 Budgetary limitations
 Major functions/activities
 Standards of
 Relationships
Performance and
 Reports to:
Working Conditions
 Supervises:
 What it takes to do the job
 Works with: successfully
 Outside the company:
Problems with Job Descriptions

1. If poorly written, they provide little guidance to the

jobholder.
2. They are not always updated as job duties or
specifications change.
3. They may violate the law by containing specifications
not related to job success.
4. They can limit the scope of activities of the jobholder,
reducing organizational flexibility.
 Writing Job Specifications

“What traits and

experience are required
to do this job well?”

Specifications for Specifications

Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis
Writing Job Specifications
 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 traits and job performance.
Job Analysis in a “Jobless” World (cont’d)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes
Competency-Based Job Analysis
 Competencies
 Demonstrable characteristics of a person that enable
performance of a job.
 Reasons for Competency-Based Job Analysis
 To create strategically-focused job descriptions.
 To support the performance management process in
fostering, measuring, and rewarding:
 General competencies
 Leadership competencies
 Technical competencies
Competency-Based Job Analysis (cont’d)
 How to Write Job Competencies-Based Job
Descriptions
 Interview job incumbents and their supervisors

 Ask open-ended questions about job

responsibilities and activities (in order to do this
job successfully, the incumbent should have the
ability to …….. )
 Identify critical incidents that pinpoint success
on the job.
 Use off-the-shelf competencies databanks
 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.
COMPETITIVE SALARY: We remain competitive by paying less than our competitors.

JOIN OUR FAST-PACED COMPANY: We have no time to train you.

CASUAL WORK ATMOSPHERE: We don’t pay you enough to expect that you’ll dress nicely.

MUST BE DEADLINE ORIENTED: You’ll be six months behind schedule on your first day.

SOME OVERTIME REQUIRED: Some time each night and some time each weekend.

DUTIES WILL VARY: Anyone in the office can boss you around.

MUST HAVE AN EYE FOR DETAIL: We have no quality control.

CAREER-MINDED: Female employees must be childless (and remain that way).

APPLY IN PERSON: If you’re old, fat or ugly you’ll be told the position has been filled.

NO PHONE CALLS PLEASE: We’ve filled the job; our call for resumes is just a legal formality.

SEEKING CANDIDATES WITH A WIDE VARIETY OF EXPERIENCE: You’ll need it to replace the
three people who just left.

PROBLEM-SOLVING SKILLS A MUST: You’re walking into a company in perpetual chaos.

REQUIRES TEAM LEADERSHIP SKILLS: You’ll have the responsibilities of a manager, without
the pay or respect.