Chapter

4
Job Analysis & the Talent
Management Process
 Learning Objec=ves (1 of 3)

4-1. Define talent management and explain why it is

important.
4-2. Discuss the process of job analysis, including why
it is important.
 Learning Objec=ves (2 of 3)

4-3. Explain how to use at least three methods of

collec=ng job analysis informa=on, including
interviews, ques=onnaires, and observa=on.
4-4. Explain how you would write a job descrip=on.
4-5. Explain how to write a job specifica=on.
 I.
Define talent management and
explain why it is important.
 The Talent Management Process
•  Decide what posi=ons to fill (JOB ANALYSIS…)
•  Build a pool of job candidates
•  Obtain applica=on forms and perhaps have ini,al screening interviews.
•  Use selec=on tools like tests, interviews, background checks, and physical
exams to iden=fy viable candidates
•  Decide to whom to make an offer
•  Orient, train, and develop employees
•  Appraise employees
•  Compensate employees to maintain their mo=va=on
•  Problems with these steps? They r not holis=c!! Focus on one step only?
 Talent Management Defini=on
•  as the holis)c, integrated and results and
goal-oriented process of planning, recrui)ng,
selec)ng, developing, managing, and
compensa)ng employees.
 Ac=ons in talent management
approach
•  starts with the results and asks, “What
recrui,ng, tes,ng, training, or pay ac,on
should I take to produce the employee
competencies we need to achieve our
company’s goals?”
•  He or she treats ac,vi,es such as recrui,ng
and training as interrelated.
•  use the same “profile” of required human
skills, knowledge, and behaviors
(“competencies”) for formula,ng a job’s
recruitment plans as for making selec,on,
training, appraisal, and compensa,on
decisions for it.
•  He or she takes steps to ac,vely coordinate/
integrate talent management func,ons such
as recrui,ng and training.
 II.
Discuss the process of job analysis,
including why it is important.
Talent management starts with
understanding what jobs need to be
filled
 What Is Job Analysis?

•  Job Analysis – is the procedure through which you

determine the du=es and skill requirements of a job
and the kind of person who should be hired for it.
•  Job analysis produces informa=on for wri=ng
–  job descrip,ons
–  and job (or “person”) specifica,ons
 The Basics of Job Analysis
informa=on collected
•  Work ac=vi=es
(how;why;when)
•  Human behaviors
•  Machines, tools,
equipment, and work aids
•  Performance standards
•  Job context (work
schedule, incen=ves…)
•  Human requirements (skill)
 Uses of Job Analysis Informa=on

•  Recruitment
and selec=on
•  EEO
compliance
•  Performance
appraisal
•  Compensa=on
FIGURE 4-2 Uses of Job Analysis Informa,on
•  Training
 Conduc=ng a Job Analysis

1.  How will informa=on be used?

2.  Background informa=on (org. chart;job
descrip=on…)
3.  Representa=ve posi=ons
4.  Collect and analyze data
5.  Verify
6.  Job descrip=on and specifica=on

6.  Workflow analysis?

 Business Process Reengineering
Business process reengineering means redesigning business processes,
usually by combining steps, so that small mul=func=on teams, ogen
using informa=on technology, do the jobs formerly done by a
sequence of departments.

•  The basic reengineering approach is to:

•  1. Iden=fy a business process to be redesigned (such as
processing an insurance claim).
•  2. Measure the performance of the exis=ng processes.
•  3. Iden=fy opportuni=es to improve these processes.
•  4. Redesign and implement a new way of doing the work.
•  5. Assign ownership of sets of formerly separate tasks to an
individual or a team who use new.
•  computerized systems to support the new arrangement.
 Other Processes involved in Job Analysis

•  Job Redesign
–  Job Enlargement
–  Job Rota=on
–  Job Enrichment
 III.
Explain how to use at least three
methods of collec=ng job analysis
informa=on, including interviews,
ques=onnaires, and observa=on.
 Types
T h e r e a r e m a n y w a y s ( i n t e r v i e w s , o r
ques=onnaires) to collect job informa=on.
The basic rule is to use those that best fit your
purpose.

1.  an interview might be best for crea=ng a list of

job du=es.
2. T he more quan,ta,ve “posi,on analysis
ques,onnaire” method may be best for
quan=fying each job’s worth for pay purposes.
 The Interview

1.  Typical Ques=ons

2.  Structure Interviews (figure 4-4)
3.  Pros and Cons (distor=on of informa=on for pay
rate)
Ques=onnaires
 Observa=ons

•  observa=on is usually not appropriate when the job entails

a lot of mental ac=vity (lawyer, design engineer).
•  Nor is it useful if the employee only occasionally engages in
important ac=vi=es, such as a nurse who handles
emergencies.
Par=cipant Diary /Logs
 Quan=ta=ve Job Analysis Techniques

1.  Posi=on Analysis Ques=onnaire (consis=ng of a

ques=onnaire containing 194 items.)
2.  Department of Labor (DOL) Procedure (dic=onary of
occupa=on =tles)
3.  Electronic Job Analysis Methods (geographically
disbursed employees)
 IV.
Explain how you would write a job
descrip=on.

A job descrip,on is a wrimen statement
of what the worker actually does, how
he or she does it, and what the job’s
working condi=ons are
 Wri=ng Job Descrip=ons (2 of 2)

•  Job iden=fica=on
•  Job summary
•  Responsibili=es and du=es
•  Authority of incumbent
•  Standards of performance
•  Working condi=ons
•  Job specifica=ons
 Job Iden=fica=on

FIGURE 4-7 Sample Job Descrip,on, Pearson Educa,on

Source: Reprinted and electronically reproduced by permission of Pearson Educa=on,
Inc., Upper Saddle River, New Jersey.
 Job Summary

SUMMARY (Write a brief summary of job.)

The person in this posi=on is responsible for selling college
textbooks, sogware, and mul=media products to
professors, via incoming and outgoing telephone calls, and
to carry out selling strategies to meet sales goals in
assigned territories of smaller colleges and universi=es.
In addi=on, the individual in this posi=on will be
responsible for genera=ng a designated amount of
editorial leads and communica=ng to the publishing
groups product feedback and market trends observed in
the assigned territory.
 Rela=onships

•  Reports to: Vice president of employee rela=ons.

•  Supervises: Human resource clerk, test
administrator, labor rela=ons director, and one
secretary.
•  Works with: All department managers and
execu=ve management.
•  Outside the company: Employment agencies,
execu=ve recrui=ng firms, union representa=ves,
state and federal employment offices, and
various vendors.
 Responsibili=es and Du=es

PRIMARY RESPONSIBILITIES (List in order of importance

and list amount of =me spent on task.)
Driving Sales (60%)
•  Achieve quan=ta=ve sales goal for assigned territory of
smaller colleges and universi=es.
•  Determine sales priori=es and strategies for territory and
develop a plan for implemen=ng those strategies.
•  Conduct 15–20 professor interviews per day during the
academic sales year that accomplishes those priori=es.
 Responsibili=es and Du=es

Publishing (editorial/marke,ng) 25%

•  Report, track, and sign editorial projects.
•  Gather and communicate significant market feedback and
informa=on to publishing groups.
 Responsibili=es and Du=es (5 of 6)

Territory Management 15%

•  Track and report all pending and closed business in assigned
database.
•  Maintain records of customer sales interviews and adop=on
situa=ons in assigned database.
•  Manage opera=ng budget strategically.
•  Submit territory i=neraries, sales plans, and sales forecasts as
assigned.
•  Provide superior customer service and maintain professional
bookstore rela=ons in assigned territory.
 Responsibili=es and Du=es

Decision-Making Responsibili,es for This Posi,on:

Determine the strategic use of assigned sampling budget to
most effec=vely generate sales revenue to exceed sales goals.
Determine the priority of customer and account contacts to
achieve maximum sales poten=al.
Determine where in-person presenta=ons and special selling
events would be most effec=ve to generate the most sales.
Know Your Employment Law

 Standards of Performance and Working
Condi=ons
•  “I will be completely sa=sfied with your work
when….” This sentence, if completed for each
listed duty, should result in a usable set of
performance standards.
 V.
Explain how to write a job
specifica=on.
 Wri=ng Job Specifica=ons (1 of 2)

•  The job specifica=on takes the job descrip=on

and answers the ques=on, “What human
traits and experience are required to do this
job effec=vely?” It shows what kind of person
to recruit and what quali=es you should test
that person for.
 Wri=ng Job Specifica=ons (2 of 2)

•  Trained vs. untrained

•  Judgment
•  Sta=s=cal analysis
•  Job Requirement Matrix
 Specifica=ons for Trained versus Untrained
Personnel
•  Here job specifica=ons tend to focus on
factors such as length of previous service,
quality of relevant training, and previous job
performance.
 Specifica=ons Based on Judgment

•  The basic procedure here is to ask, “What

does it take in terms of educa=on,
intelligence, training, and the like to do this
job well?” How does one make such
“educated guesses”?

•  Use common sense

Specifica=ons Based on Sta=s=cal Analysis
The aim here is to determine sta=s=cally the rela=onship between (1)
some predictor (human trait such as height, intelligence), and (2) some
indicator or criterion of job effec=veness, such as performance as
rated by the supervisor.

•  This procedure has five steps:

(1) analyze the job and decide how to measure job performance;
(2) select personal traits that you believe should predict performance;
(3) test candidates for these traits;
(4) measure these candidates’ subsequent job performance; and
(5) sta=s=cally analyze the rela=onship between the human trait and
job performance. Your aim is to determine whether the trait
predicts performance.
 The Job-Requirements Matrix
•  A typical matrix lists the following informa,on, in five
columns:
•  Column 1: Each of the job’s four or five main job du>es
•  Column 2: The task statements for the main tasks
associated with each main job duty
•  Column 3: The rela=ve importance of each main job
duty
•  Column 4: The >me spent on each main job duty
•  Column 5: The knowledge, skills, ability, and other
human characteris=cs (KSAO) related to each main job
duty
 Chapter 4 Review

What you should now know….