4 Job Analysis and the

Talent Management
Process

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 Learning Objectives

1. Define talent management and explain

why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

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 Learning Objectives

4. Explain how you would write a

job description.
5. Explain how to write a job
specification. 4-

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 Lecture Outline
1. The Talent Management Process
Talent Management Software
2. The Basics of Job Analysis
A. What is Job Analysis?
B. Use of Job Analysis Information
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C. Conducting a Job Analysis
3. Methods for Collecting Job Analysis
Information
A. The Interview
B. Questionnaires
C. Observation
D. Participant Diary/Logs
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E. Online Job Analysis Methods
 Lecture Outline
4. Writing Job Descriptions
A. Job identification
B. Job summary
C. Relationships
D. Responsibilities and duties
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E. Performance standards & working
conditions
5. Writing Job Specifications
A.Specifications for Trained versus
Untrained Personnel
B.Specifications Based on Judgment
C.The Job-Requirements Matrix
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Define talent management
and explain why it is
important.
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 1. The Talent Management Process

• What Is Talent Management?

We can define talent

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management as the goal-oriented
and integrated process of planning,
recruiting, developing, managing,
and compensating employees.

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Discuss the process of
job analysis, including
why it is important.
4-

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 2. The Basics of Job Analysis

A. What is Job Analysis?

it is the procedure through

4-
which you determine the duties of
the company’s positions and the
characteristics of the people to hire
for them.

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 2. The Basics of Job Analysis

B. Uses of Job Analysis Information:

1. Recruitment and selection

2. EEO compliance 4-
3. Performance appraisal
4. Compensation
5. Training

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B. Uses of Job Analysis Information

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 B. Uses of Job Analysis Information:
1. Recruitment and Selection – information
about what duties the job entails and
what human characteristics are required
to perform these activities helps
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managers to decide what sort of people
to recruit and hire.
2. EEO Compliance – job analysis is a
crucial step in validating all major human
resources practices.
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 B. Uses of Job Analysis Information:
3. Performance Appraisal – compares each
employee’s actual performance with his
or her duties and performance standard.
Managers use job analysis to learn what
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these duties and standards are.
4. Compensation – (such as salary and
bonus) usually depends on the job’s
required skill and education level, degree
of responsibility, and so on—all factors
you assess through job analysis.
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 B. Uses of Job Analysis Information:

5. Training – the job description lists the

job’s specific duties and requisite
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skills—thus pinpointing what training the
job requires.

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 C. Conducting a Job Analysis

There are six steps in doing a job analysis:

• Step 1: Decide how you’ll use the
information.
• Step 2: Review 4-relevant background
information such as organization charts,
process charts, and job descriptions.
• Step 3: Select representative positions.

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 C. Conducting a Job Analysis

• Step 4: Actually analyze the job by

collecting data on job activities, working
conditions, and human traits and abilities
needed to perform the
4- job.
• Step 5: Verify the job analysis information
with the worker performing the job and
with his or her immediate supervisor.
• Step 6: Develop a job description and job
specification. 4-16
Explain how to use at least three
methods of collecting job analysis
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information, including interviews,
questionnaires, and observation.

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 3. Methods for Collecting Job
Analysis Information

A. Interviews
B. Questionnaires
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C. Observation
D. Diary/logs
E. Internet-based

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 3. Methods for Collecting Job
Analysis Information
A. The Interview:

The three types of interviews managers

use to collect job4- analysis data are:
individual (to get the employee’s perspective
on the job’s duties and responsibilities,
group (when large numbers of employees
perform the same job), and supervisor (to
get his/her perspective on the job’s duties
and responsibilities). 4-19
 3. Methods for Collecting Job
Analysis Information
B. Questionnaires:

Structured or unstructured
questionnaires may 4-
be used to obtain job
analysis information. Questionnaires can
be a quick, efficient way of gathering
information from a large number of
employees. But, developing and testing a
questionnaire can be expensive and time
consuming. 4-20
 3. Methods for Collecting Job
Analysis Information
C. Observation:

Direct observations are useful when

jobs consist of mainly 4-
observable physical
activity as opposed to mental activity. A
potential problem with direct observations
is reactivity, which is where workers change
what they normally do because they are
being watched. Managers often use direct
observation and interviewing together. 4-21
 3. Methods for Collecting Job
Analysis Information

D. Participant Diary/Logs:

In a diary or log, 4-the employee records

every activity he/she engages in, along with
the amount of time needed to perform each
activity, in order to produce a complete
picture of the job.

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 3. Methods for Collecting Job
Analysis Information

E. Online Job Analysis Methods:

Employers increasingly
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rely on
electronic or Web-based job analysis
methods. As the analysts use online
systems to send questionnaires to job
experts in remote locations.

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Explain how you
would write a job
4-
description.

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 4. Writing Job Descriptions

A. Job identification
B. Job summary
C. Relationships 4-

D. Responsibilities and duties

E. Performance standards &
working conditions

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 4. Writing Job Descriptions

A. Job identification: contains the job title, the

location of the job, the immediate supervisor’s
title, salary, and/or pay scale.
B. Job summary: should4- summarize the essence
of the job and include only its major functions
or activities.
C. Relationships: It shows the jobholders’
relationships with others inside and outside
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 4. Writing Job Descriptions

D. Responsibilities and duties: this is the heart of

the job description. It should present a list of
the job’s significant responsibilities and
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duties.
E. Performance standards & working conditions:
states the standards the employee is
expected to achieve under each of the job
description’s main duties and responsibilities.
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Explain how to write a
job specification.
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 5. Writing job specifications

The job specification takes the job

description and answers the question, “What
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human traits and experience are required to
do this job effectively?” It shows what kind
of person to recruit and for what qualities
you should test that person.

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 5. Writing job specifications

A. Specifications for
Trained versus
Untrained Personnel 4-
B. Specifications Based
on Judgment
C. The Job-Requirements
Matrix

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 5. Writing job specifications
A. Specifications for Trained vs. untrained
Person:
Writing job specifications for trained
employees is relatively straightforward because
they are likely to focus on
4- traits like previous job

performance. Writing job specifications for

untrained employees is more complex because
they are more likely to specify qualities such as
physical traits, personality, or sensory skills that
imply some potential for performing or being
trained to perform on the job. 4-31
 5. Writing job specifications

B. Specifications Based on Judgment:

job specifications may come from
educated guesses or4- judgments, or from
competencies listed in Web-based job
descriptions like those listed at
www.jobdescription.com.

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 5. Writing job specifications

C. D. The Job Requirements Matrix:

The job matrix lists the information in
five columns: main
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job duties, task
statements, importance of each main job
duty, time spent on each, and the
knowledge skills and abilities and other
human characteristics (KSAO) related to
each main job duty.
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