CHAPTER 4: JOB ANALYSIS AND THE

TALENT MANAGEMENT PROCESS

 LESSON OBJECTIVES
• Define talent management, and explain what
talent management-oriented managers do.
• Discuss the process of job analysis, including why
it is important.
• Explain and use at least three methods of
collecting job analysis information.
• Explain how you would write a job description,
and what sources you would use.
• Explain how to write a job specification.
• Give examples of competency-based job
TALENT MANAGEMENT PROCESS
HRM PRACTICES (THE STEPWISE VIEW)
1. Decide what positions to fill, through job analysis, personnel planning, and forecasting.
2. Build a pool of job applicants, by recruiting internal or external candidates.
3. Obtain application forms and perhaps have 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 so they have the competencies to do their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation
NEW TREND: “MANAGING CHALLENGES THROUGH ATTRACTING
AND RETAINING PEOPLE: TOPPING UP ON TALENT”
- The value of human captial can be considered in terms
of the extend to which they contribute to the core
compentence or competitive advantage of the
organization.
- Competitive advantage in knowledge economies comes
largely from talent.
- “Talent” - the people - have capabilities that are unique
and valuable
- Organizations should engage these people as
employees, provide extensive training, career
development, broad roles and probably recruit on
potential.
 Talent management is emerging as a new
discipline that builds on HRM and
ecompasses a long term and integrated
approach to managing employees – by
attracting them into organizations then
providing development and engagement
opportunities utilizing a sophisticated system
of HR practices

Talent management as the holistic, integrated

and results- and goal-oriented process of
planning, recruiting, selecting, developing,
managing, and compensating employees.
TALENT MANAGEMENT SOFTWARE

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THE BASICS OF JOB ANALYSIS
 WHAT IS JOB ANALYSIS?
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, job specifications A list of
responsibilities, reporting a job’s “human
relationships, working requirements,” that is, the
conditions, and supervisory requisite education, skills,
responsibilities—one personality, and so on—
product of a job analysis. another product of a job
analysis.
USES OF JOB ANALYSIS INFORMATION
CONDUCTING JOB ANALYSIS
STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION ABOUT THE JOB, SUCH
AS ORGANIZATION CHARTS AND PROCESS CHARTS

organization chart - A chart that shows the

organizationwide 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 and outputs from a particular job

workflow analysis - A detailed study of the

flow of work from job to job in a work process
 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
 3. Select Representative
STEP 3 – 6: positions

4. Actually analyze the job

5. Verify the job analysis

information
6. 6 . Verifyjob
Develop thedescription
Job and job
Analysis sepecification
Information
METHODS FOR COLLECTING JOB ANALYSIS INFORMATION
 INTERVIEW QUESTIONS
What is the job being performed?
What exactly are the major duties of your position?
What physical locations do you work in?
What are the education, experience, skill, [and any certification and licensing] requirements?
In what activities do you participate?
What are the job’s responsibilities and duties?
What are the basic accountabilities or performance standards that typify your work?
What are your responsibilities?
What are the environmental and working conditions involved?
What are the job’s physical, emotional, and mental demands?
What are the health and safety conditions? Are you exposed to any hazards or unusual working
conditions?
It’s a simple and quick way to collect Distortion of information is the
information main problem
 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.
WRITING JOB DESCRIPTION
1. Job identification
2. Job summary
3. Responsibilities and
duties
4. Authority of incumbent
5. Standards of
performance
6. Working conditions
7. Job specification
JOB IDENTIFICATION
JOB SUMMARY
RESPONSIBILITIES AND DUTIES
AUTHORITY OF INCUMBENT
 STANDARDS OF PERFORMANCE

Duty: Accurately Posting Accounts

Payable 1. Post all invoices received
within the same working day.
2. Route all invoices to the proper
department managers for approval no
later than the day following receipt.
3. Commit an average of no more than
three posting errors per month
WORKING CONDITION
WRITING JOB SPECIFICATION
SPECIFICATIONS FOR TRAINED VERSUS UNTRAINED PERSONNEL

t specify qualities such as physical traits,

focus on factors such as length of previous service,
personality, interests, or sensory skills that imply
quality of relevant training, and previous job
some potential for performing the job or for
performance.
trainability

Specifications based on jugement :
Self-created Judgement
Specifications based on statistical analysis - more
defensible, but it’s also more difficult. Attempts to
determine statistically the relationship between some
predictor (human trait such as height, intelligence, or
finger dexterity), and some indicator or criterion of
job effectiveness, such as performance as rated by
the supervisor.
 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 knowledge,
skills, abilities, and other
characteristics
USING COMPETENCIES MODELS