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TRANSCRIPT
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