Chapter 4

Job Analysis and the Talent Management Process

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.

4. Explain how you would write a job description.

5. Explain how to write a job specification.

6. List some human traits and behaviors you would want an employee to bring to a job if

employee engagement is important to doing the job well.

7. Explain competency-based job analysis, including what it means and how it’s done in

practice.

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The Talent Management Process

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Talent Management

The goal-oriented and integrated process of planning, recruiting, developing,

managing, and compensating employees.

The Talent Management Process

Chapters 4 –13 represent the heart of the book

Specifically recruitment, selection, training, appraisal, career planning, and compensation.

Holistic, integrated, and results / goal oriented

The Talent Management Process

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Talent Management Approach

1Start with results by making sure that all talent management decisions such as staffing, training,

and pay are goal-directed.

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Use the same “competency profile” of required human skills, knowledge, and behaviors for

formulating a job’s recruitment plans as for selection, training, appraisal, and compensation

decisions for it.

2 Treat all talent management activities as interrelated and integrated in one process.

4 Take steps to actively coordinate / integrate talent management functions.

“What actions to take in order to produce the employee competencies needed to achieve

company’s goals?”

How?

The basics of Job Analysis

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What is Job Analysis?

Job AnalysisThe procedure for determining the duties and skill requirements of a job and

the kind of person who should be hired for it.

Job DescriptionA list of a job’s duties, responsibilities, reporting relationships, working

conditions, and supervisory responsibilities one product of a job analysis.

Job SpecificationA list of a job’s “human requirements,” that is, the requisite education,

skills, personality, and so on another product of a job analysis.

Input Process Output

Information Job AnalysisJob Description and Job

Specification

The basics of Job Analysis

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What is Job Analysis?

What do we Analyze? Job (not employees).

What is Job? A set of closely related activities carried out for pay.

The basics of Job Analysis

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Uses of Job Analysis Information?

1 Recruitment and Selection 2 EEO Compliance

3 Performance Appraisal 4 Compensation

5 Training 6 All HR functions

Job analysis is the basic requirement to apply all HR functions. “How?”

The basics of Job Analysis

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Uses of Job Analysis Information?

Job Requirements Employee Qualifications

Balance

Qualified Employee

+Over Qualified Employee

+Under Qualified Employee

What are the consequences of each situation?

The basics of Job Analysis

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Conducting a Job Analysis “The Procedure”

Step 1 Decide how you’ll use the information.

Step 2 Assign who is responsible for the process.

What is the purpose of job analysis?

“What are the choices?”Internal sources / External sourcesMix sources

Step 3 Review relevant background information. Organizational chart – Process chartWorkflow analysis – Business process

reengineering

Job redesign

(job enlargement – job rotation – job

enrichment)

Step 4 Select representative positions. How many?What are the basis of identifying positions

to be analyzed?

Step 5 Actually analyze the job. Identify data to be collectedIdentify data collection sourcesIdentify data collection tools / methods

The basics of Job Analysis

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Conducting a Job Analysis “The Procedure”

Step 6 Verify the job analysis information.

Step 7 Develop a job description and job specification.

Why?

Step 8 Test the JD and JS Why?

Step 9 Acquire top management approval. Why?

How?

JD & JS Cards

How?

Types of Information to Collect

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1 Work activities 2 Human behaviors

3Machines, tools, equipment, and work

aids4 Performance standards

5 Job context 6 Human requirements

Sources for Collecting Job Analysis

Information

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1 The employee

2 The supervisor

3 What if it is a new job (no employees available)?

Employees with previous experience - other

organizations – the internet – outside

specialist / consultant … etc.

Methods for Collecting Job Analysis

Information

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Job Analysis Guidelines

A joint effort - Clarity of questions and process – Use several job analysis tools

2 Questionnaires

1 The interview

4 Participants diary / log

3 Observation

Structured / UnstructuredIndividual / GroupPros and ConsInterviewing guidelines

Types of questionsPros and Cons

Useful with observable physical activities

(mechanical activities)Pros and Cons

Pros and Cons

Methods for Collecting Job Analysis

Information

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6 Electronic job analysis methods

5 Quantitative Job analysis techniques Position analysis questionnaire (PAQ)194 items – 5 categories

An example: O*NET

Job Analysis Guidelines

A joint effort - Clarity of questions and process – Use several job analysis tools

What are the limitations?How to use efficiently?U S department of labor JA procedure

A standardized method by which different

jobs can be quantitatively rated, classified,

and compared.

Basic Activity: Data – People – Things

“0-6” – “0-8” – “0-7”

Functional JA

“performance standards and training

requirments”

Instructions – reasoning – judgment –

mathematical ability - verbal abilityJob analysis record sheet

Task: knowledge - skills - ability - physical

activities - special environment - typical

work incidents - work Interests

Use multiple sources to collect the data

Writing Job Descriptions

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Job DescriptionA written statement of what the worker actually does, how he or she does it,

and what the job’s working conditions are.

1 Job Identification 2 Job Summary

3 Relationships 4 Responsibilities and Duties

5 Standards of Performance 6 Working Conditions … etc.

Using the internet for writing job descriptions

Writing Job Specifications

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Job SpecificationA written statement that focus on traits like length of previous service,

quality of relevant training, and previous job performance.

1Specifications for trained verses

untrained personnel

2 Specifications based on judgment

3 Job specifications based on statistical analysis

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.

4 The job-requirements matrix Using task statements

Employee Engagement Guide for

Managers

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How to identify candidates who have a high likelihood of becoming engaged employees?

Identify the desirable traits should employee possess to make it more likely that he or she

will become an engaged employee

Using Competencies Models

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Competency Based Job

Analysis

Describing the job in terms of measurable, observable, behavioral

competencies (knowledge, skills, and / or behaviors) that an employee doing

that job must exhibit to do the job well

Competency Demonstrable characteristics of a person that enable performance of a job.

De-jobbing

Broadening the responsibilities of the company’s jobs, and encouraging

employee initiative (not to limit themselves to what’s on their job

descriptions)

Why Using Competency

Based Job Analysis?This is a talent management approach

Shift employees from a job duties–oriented “that’s-not-my-job” attitude to

one that motivated employees to obtain the skills required to accomplish

broader responsibilities.

Higher flexibilityFlatter organizationsSelf managing work teamsReengineering … etc.

Using Competencies Models

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An Example BP’s Matrix

How to Write Competencies Statements?

Level 1

Proficiency

Level

Competency

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Level 8