Talent Management

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

managing, and compensating employees.
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 descriptions
A list of a job's duties, 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 requisite education, skills, personality,
and so on-another product of a job analysis.
Work activities, Human Behaviors, Equipment used, Performance standards, Job
context, Human requirements
The supervisor or HR specialist normally collects one or more of the following types of
information via the job analysis: (6)
Work activities
Information about the job's actual work activities, such as cleaning, selling, teaching, or
painting. This list may also include how, why, and when the worker performs each
activity.
Human Behaviors
Information about human behaviors the job requires, like sensing, communicating, lifting
weights, or walking long distances.
Machines, tool, equipment, and work aids
Information regarding tools used, materials processed, knowledge dealt with or applied
(such as finance or law), and services rendered (such as counseling or repairing).
Performance standards
Information about the job's performance standards (in terms of quantity levels for each
job duty, for instance).
Job context
Information about such matters as physical working conditions, work schedule,
incentives, the number of people with whom the employee would normally interact.
Human requirements
Information such as knowledge or skills (education, training, work experience) and
required personal attributes (aptitudes, personality, interests).
Organization chart
A chart that shows the organization wide distribution of work, with titles of each position
and interconnecting lines that show who reports to and communicates with whom.
Process chart
A workflow chart that shows the flow of inputs to an outputs from a particular job.
Workflow analysis
A detailed study of the flow of work from job to job in a work process. (Decides if a job
should even exist)
STEP 1: Determine what kind of data to collect
STEP 2: Determine who/where to collect the data from
STEP 3: Determine data collection method
STEP 4: Collect and analyze the data
4 STEPs to conducting the job analysis
Business Process Reengineering
Redesigning business processes, usually by combining steps so that small multifunction
process teams using information technology do the jobs formerly done by a sequence of
departments.
Job enlargement
Assigning workers additional same-level activities
Job rotation
Systematically moving workers from one job to another.
Job enrichment
Redesigning jobs in a way that increases the opportunities for the worker to experience
feelings of responsibility, achievement, growth, and recognition.
Diary/log
Daily listings made by workers of every activity in which they engage along with the time
each activity takes.
Position Analysis Questionnaire (PAQ)
A questionnaire used to collect quantifiable data concerning the duties and
responsibilities of various jobs.
Department of Labor (DOL) Procedure
Experts at the U.S. Department of Labor put together a Dictionary of Occupational Titles
which contained detailed information on virtually every job in America
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification
Most job descriptions contain sections that cover: (7)
Standard Occupational Classification (SOC)
Classifies all workers into one of 23 major groups of jobs that are subdivided into minor
groups of jobs and detailed occupations.
O*NET
Online job description information
Task statement
Written item that shows what the worker does on one particular job task; how the worker
does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the
task.
Job requirements matrix
A more complete description of what the worker does and how and why he or she does
it; it clarifies each task's purpose and each duty's required KASOs.
Competency-based job analysis
Describing the job in terms of measurable, observable, behavioral competencies that an
employee doing that job must exhibit to do the job well.
1. Observation
2. Work sample
3. Work diary
4. Interview
5. ______
6. Perform the job
7. Background records
7 Data Collection Methods
Observation
Watch someone actually perform the job
Best for repetitive, short cycle job tasks
Best for manual jobs, not good for knowledge-based work
Indirect observation through video
Good for dangerous jobs
Get permission/consent
Work sample
Observe samples of critical job tasks
Best when job or is repetitive and short cycle
Work Diary
Better for longer, non-repetitive jobs
Good for knowledge-based work
Hard to do for participants
Can be inconsistent and inaccurate (self-report bias and inconsistent work requires
longer diary)
Interview
Individuals or focus groups
Gets richest data, but must be analyzed and synthesized
Time-consuming and expensive
Identifiable
Surveys
Can create your own or buy one such as the (PAQ)
Can assess task statements for importance or frequency
Most commonly used-efficient!
Anonymous and more objective
Bad questions can be problematic
Perform the job
Time consuming
Possible safety risks
Assumes skills to perform the job
Background records
Org charts
Training manuals
Previous job descriptions
Payroll or production records
KASO/Task matrix
displays the relationships between each task and KSAOs required to perform them.
Job requirements matrix
KASO/Task Matrix is also referred to as...
KASO/Task matrix
Critical to forming job description and specification later on.
1. Figure out why you're analyzing the job
2. Collect Background info (O*NET0
3. Collect task info
4. Collect KSAO info
5. Analyze in a KSAO/Task matrix
6. Write description/specification
A typical job analysis
Job analysis
Used for many different purposes in HRM
Job analysis
LOTS of info comes out of a proper job analysis
Job description and job specification
2 Key documents:
Job description
Systematic, detailed summary of tasks, duties, and responsibilities
Job description
Ensures jobs are clearly defined
Job description
Not required by law but helps
Job description
Helps for basic HR functions (coordinate HR functions and easily communicates JA info
to others
Job title/code
FLSA status
Job summary
Essential functions & performance standards
Supervision received/given
Job context if unusual
Date and revision info
Disclaimer
Job description contains: (8)
STEP 1: Perform the job analysis
STEP 2: Establish the essential functions
STEP 3: Organize the data concisely
STEP 4: Add disclaimers
STEP 5: Finalize for approval
SHRM 5 steps for building a job description:
DONT
JD: Use narrative form
DON'T
JD: Base the job description on the KSAOs or interests of incumbents alone
DON'T
Write the job description as a guide of how to do the job
DON'T
Include minor tasks not unique to a specific job
DO
Use factual, impersonal tone
DO
Write an accurate, concise and complete description
DO
Base the description on needs
DO
Use action-orientated task statements
DO
Be careful with "may" or "occasionally" tasks
DO
Refer to titles rather than people
DO
Focus on key tasks
DO
Include a disclaimer
-Job title/code
-Job summary
-KSAOs required
-Date and revision info
Job specification contains: (4)
Job specification
Detailed summary of the qualifications needed to perform the essential job tasks
Discrimination, Recruiting and selection
Job specification is used mostly for staffing:
Job specification
Describes who you'd want to hire for the job
Performance Standards
Levels of acceptable performance for each essential job duty
Performance Standards
should specify how much, how accurately, etc.
Performance Standards
Useful for performance appraisals, setting compensation, determining training needs
Performance Standards
-HR doesn't understand what's needed, so need to be collected by someone who does
-Not always collected in job analysis, but should be due to its usefulness in various
HRM functions.