Chapter 4

Job Analysis and the Talent Management

Process
 Contents
1. The usual process of HRM
2. The Talent Management Process
3. Why Talent Management is important?
4. The Basics of Job Analysis
5. Types of Information Collected
6. Uses of Job Analysis Information
7. Steps in job analysis
8.Collecting Job Analysis Information
9 Write a job descriptions
10 Write a job specification.
4–2
 The usual process of HRM

The traditional way to view staffing, training, appraisal, development, and

compensation is as a series of steps:
1. Decide what positions to fill, through job analysis, personnel planning, and
forecasting.
2. Build a pool of job candidates, by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo initial screening
interviews.
4. Use selection tools like tests, interviews, background checks, and physical exams to
identify viable candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees to provide them with the competencies they
need to do their jobs.
7. Appraise employees to assess how they re doing.
8. Reward and compensate employees to maintain their motivation. 3
 Define talent management
• Talent management is the goal-oriented and integrated process of HR planning,
recruiting, developing, managing, and compensating employees.

Overview of Talent management

Job analysis and Recruitment

workforce Selection
succession
planning Strategic goals
and required
employee
competencies Training,
Development and
Compensation learning
Performance management
Management 4-4
 Why Talent Management is important?
• Effectively managing talent means that managers:
1.Understand that talent management tasks are parts of one unified
process.
2.Ensure talent management decisions such as staffing, training, and pay
are goal-directed.
3.Consistently use the same “profile” of competencies, traits, knowledge,
and experience for potential employees.
4.The approach requires that employers proactively manage
recruitment, selection, development, and rewards.
5.Realize an effective talent management process integrates all
underlying talent management activities such as recruiting,
developing, and compensating employees. 5
 The Basics of Job Analysis: Terms
Talent management begins with understanding what jobs need to be
filled, and the human traits and competencies employees need.

• 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.
• Organizations consist of jobs that have to be staffed. Job analysis is the
procedure through which you determine the duties of these positions
and the characteristics of the people to hire for them.
• Job analysis produces information for writing job descriptions (a
list of what the job entails) and job specifications (what kind of people
to hire for the job). 4–6
 The Basics of Job Analysis: Terms
• Job Description
• 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.
7
 Types of Information Collected
Work
activities (JD)

Human Human
requirements (JS) Information behaviors/ (JD?)
Collected Via
Job Job Analysis Machines, tools,
context (JD) equipment, and
work aids (JD)
Performance
standards (JD) 8
 Types of Information Collected (cont..)
• Actual work activities of the job—how, why, and when the worker performs
each activity.
• Human behaviors the job requires: communicating, deciding, and writing,
lifting weights or walking long distances. (jD)
• Machines, tools, equipment, and work aids used on the job: tools used,
materials processed, knowledge dealt with or applied, and services rendered.
• Standards of expected employee job performance: quantity and\or quality
output levels that can be used to appraise employees.
• The organizational and social context in which the job exists: physical
working conditions, work schedules, and incentives
• The job’s human requirements: job-related knowledge or skills (education,
training, work experience) and required personal attributes (aptitudes, physical
characteristics, personality, interests). (JS)
9
 Uses of Job Analysis Information

Recruitment
and selection
EEO (Equal
Employment
Oppotunities) Compensation
compliance Information
Collected via Job
Analysis
Discovering Performance
unassigned duties appraisal

Training
10
 Uses of Job Analysis Information (cont..)
• Job analysis provides the information required for other
organizational activities that depend on and also support the job.
• Job analysis provides required duties and desired human
characteristics information needed to effectively Recruit and Select
individuals for jobs.
• Compensation factors such as skill and education level, safety
hazards, degree of responsibility, and so on are assessed by job
analysis.
• Knowledge of specific duties and requisite skills of a job is required
for proper Training of employees. 11
 Uses of Job Analysis Information (cont..)

• Correctly conducting a Performance Appraisal requires

knowledge of the job’s duties and standard.
• Job analysis is a method for Discovering Unassigned Duties
that should become a formal part of a job.
• Job analysis is required to validate essential job functions and
other HRM for EEO Compliance under the Uniform
Guidelines on Employee Selection.
12
 Steps in Job Analysis
Steps in doing a job analysis:

1 Decide how to use the information.

2 Review relevant background information.
3 Select representative positions.
4 Actually analyze the job.
5 Verify the job analysis information.
6 Develop a job description and job
specification.
13
 Steps in Job Analysis (contd..)
1.Decide how to use the information: Realizing the importance of
job analysis
2.Review relevant background information such as organization
charts, process charts, and job descriptions. Job analysis also
may involve workflow analysis and business process reengineering
• Workflow analysis is a detailed study of the flow of work from
job to job in a work process. Usually, the analyst focuses on one
identifiable work process, rather than on how the company gets all
its work done.
14
 Process Chart
• A process chart provides a detailed picture of a job’s work flow. In its simplest form,
a process chart shows the flow of inputs to and outputs from the job you’re
analyzing.
FIGURE: Process Chart for Analyzing a Job’s Workflow (An example)

In this figure, a quality control clerk is expected to review components from
suppliers, check components going to the plant managers, and give information
regarding components’ quality to these managers. 15
 Steps in Job Analysis (contd..)
3. Select representative positions: Whether or not the manager decides to redesign
jobs via workforce analysis, process redesign, or job redesign, he or she must at
some point select which positions to focus on for the job analysis.
4. Actually analyze the job by collecting data on job activities, working conditions,
and human traits and abilities needed to perform the job.
5. verify the job analysis information with the worker performing the job and with
his or her immediate supervisor to confirm that the information is factually correct
and complete to gain their acceptance.
6. Develop a job description and job specification to conduct effective recruitment
and other HRM functions.

16
 Methods for Collecting Job Analysis Information
• There are various ways to collect information on a job’s duties,
responsibilities, and activities. In practice, you could use any one of
them, or combine several. The basic rule is to use those that best fit
your purpose.
• Interviews, questionnaires, observations, and diaries/logs are the most
popular methods for gathering realistic information about what job
incumbents actually do. Managers use these methods for developing
job descriptions and job specifications.
 Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together
to identify the workers who know the job best.
• Quickly establish rapport (connection) with the interviewee. (job holder
/job incumbent/employees)
• 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.
 Methods for Collecting Job Analysis Information: The
Interview
• Information Sources
• Individual employees • Interview Formats
• Groups of employees • Structured (Checklist)
• Supervisors with knowledge of • Unstructured/open end
the job
• Advantages
• Quick, direct way to find
overlooked information
• Disadvantage
• Distorted information
 Methods for Collecting Job Analysis Information:
Questionnaires
Information Source • Advantages
Have employees fill out • Quick and efficient way
questionnaires to describe their to gather information
job-related duties and from large numbers of
responsibilities employees
Questionnaire Formats • Disadvantages
Structured checklists • Expense and time consumed
Open-ended questions in preparing and testing the
questionnaire
 Methods for Collecting Job Analysis
Information: Observation
• Advantages
• Information Source • Provides first-hand information
• Observing and noting the • Reduces distortion of information
physical activities of • Disadvantages
employees as they go • Time consuming
about their jobs by
• Reactivity response distorts employee
managers. behavior
• Difficulty in capturing
entire job cycle
• Of little use if job involves a high level
of mental activity
 Methods for Collecting Job Analysis
Information: Participant Diaries/Logs
• Information Source • Advantages
• Workers keep a • Produces a more complete
chronological diary or log of picture of the job
what they do and the time • Employee participation
spent on each activity (2 to 3
weeks) • Disadvantages
• Distortion of information
• Depends upon employees to
accurately recall their activities
 Writing Job Descriptions
• A job description is a written statement of what the worker actually does, how he or
she does it, and what the job’s working conditions are. You use this information to
write a job specification; this lists the knowledge, abilities, and skills required to
perform the job satisfactorily.
Job
identification
Job Job
specifications summary
Sections of a
Working Typical Job Responsibilities
conditions Description and duties

Standards of
Authority of
performance
the incumbent/employee
 The Job Description
• Job Identification
• Job title/ position
• Status section • Responsibilities and Duties
• Preparation date
• Major responsibilities and duties
• Prepared by (essential functions)
• Job Summary • Decision-making authority
• General nature of the job
• Direct supervision
• Major functions/activities
• Budgetary limitations
• Relationships
• Reports to: • Standards of Performance and
• Supervises: Working Conditions
• Works with: • What it takes to do the job successfully
• Outside the company:
FIGURE Preliminary Job Description Questionnaire
 Writing Job Specifications
• The job specification focuses on the person in answering the question, “What
human traits and experience are required to do this job effectively?”
• It shows what kind of person to recruit and for what qualities that person
should be tested. The job specification may be a section of the job description, or
a separate document.
• Job specifications for trained employees focus on traits like length of previous
service, quality of relevant training, and previous job performance. It can be based
on the best judgments of the common-sense experiences of supervisors and human
resource managers. The basic procedure here is to ask, “What does it take in terms
of education, intelligence, training, and the like to do this job well?”