Job Analysis and the Talent Management Process Chapter 4-1Copyright © 2013 Pearson Education 4.

Job Analysis and the Job Analysis and the TalentTalent

Management ProcessManagement Process

Chapter 4-1Copyright © 2013 Pearson Education

4

Copyright © 2013 Pearson Education Chapter 4-2

The main topics we’ll cover in this chapter include the talent management process, the basics of job analysis, methods for collecting job analysis information , writing job descriptions, and writing job specifications

Learning ObjectivesLearning Objectives

1.1. Explain why talent management is Explain why talent management is important.important.

2.2. Discuss the nature of job analysis, Discuss the nature of job analysis, including what it is and how it’s used.including what it is and how it’s used.

3.3. Use at least three methods of Use at least three methods of collecting job analysis information, collecting job analysis information, including interviews, questionnaires, including interviews, questionnaires, and observation.and observation.


Learning ObjectivesLearning Objectives4.4. Write job descriptions, including Write job descriptions, including

summaries and job functions, using summaries and job functions, using the Internet and traditional the Internet and traditional methods.methods.

5.5. Write a job specification.Write a job specification.6.6. Explain competency-based job Explain competency-based job

analysis, including what it means analysis, including what it means and how it’s done in practice.and how it’s done in practice.


Explain why talent Explain why talent management is important.management is important.



The usual process of talent management consists of the following steps:1.Decide what positions to fill2.Build a pool of job candidates3.Application forms4.Use selection tools 5.Make an offer6.Orient, train, and develop7.Appraise8.Reward and compensate

The Talent Management The Talent Management ProcessProcess

• What Is Talent Management?oTasksoGoal-directedoUses the same “profile”oSegments and manages employeeso Integrates/coordinates all talent

management functions



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

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, andrewards.5.Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.

Discuss the nature of job Discuss the nature of job analysis, including what it isanalysis, including what it is

and how it’s used.and how it’s used.


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Types of Information CollectedTypes of Information Collected

Work activities

Human behaviors

Human requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected via Job Analysis

The Basics of Job Analysis


The information collected through a job analysis is used help manage all aspects of an effective HR program.

In terms of recruitment and selection information about what duties the job entails and what human characteristics are required helps in hiring decisions.

A job analysis helps compare each employee’s actual performance with his or her duties and performance standards in performance appraisals.

Compensation often depends on the job’s required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.

The job description, which is created from a job analysis, lists the job’s specific duties and skills—and therefore the training—that the job requires.

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FIGURE 4-1FIGURE 4-1 Uses of Job Analysis Uses of Job Analysis

InformationInformation

Job AnalysisDescription + Specifications

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Steps in Job AnalysisSteps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how to use the information.

Select representative positions.

Collect and Analyze Data- Analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.

Job Analysis GuidelinesJob Analysis Guidelines

• Ajoint effort

• Clarity of questions and process

• Different job analysis tools



Make the job analysis a joint effort by a human resources manager, the worker,and the worker’s supervisor.

Make sure the questions and the process are both clear to the employees.

Finally, use several different job analysis tools. Do not rely just on a questionnaire, for instance, but supplement your survey with a short follow-up interview.

Use at least three methods Use at least three methods of collecting job analysisof collecting job analysis

information, including information, including interviews, questionnaires, interviews, questionnaires,

and observation.and observation.


Collecting Job AnalysisCollecting Job AnalysisInformationInformation

• Interviews

• Questionnaires

• Observation

• Diary/logs

• Quantitative techniques

• Internet-based


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Methods of Collecting Job Analysis Methods of Collecting Job Analysis

Information: Information: The InterviewThe Interview• Information Sources

– Individual employees

– Groups of employees

– Supervisors with knowledge of the job

• Interview Formats

– Structured (checklist)

– Unstructured (open-ended)

• Advantages

– Quick, direct way to find overlooked information

• Disadvantages

– Distorted information

Collecting Job AnalysisCollecting Job AnalysisInformation – InterviewsInformation – Interviews

• The InterviewoTypical questionsoStructured interviewsoPros and conso Interviewing guidelines



Managers may conduct individual interviews with each employee, group interviews with

groups of employees who have the same job, and/or supervisor interviews with one or more

supervisors who know the job. Some typical interview questions include the following:

•What is the job being performed?•What are the education, experience, skill, and

certification and licensing requirements?•What are the job’s physical demands? The

emotional and mental demands?•And many others


Many managers use a structured format to guide the interview to ensure consistency and be certain key elements are not

overlooked. The interview’s wide use reflects its advantages. It’s a simple

and quick way to collect information, including information that might not appear on a written form.

Distortion of information is the main problem—whether due to outright falsification or honest misunderstanding.

The basic interviewing guidelines include:•Quickly establish rapport.

•Use a structured guide.•Ask the worker to list his or her duties in order of importance

and frequency of occurrence.•Review the information with the worker’s immediate

supervisor and with the interviewee.

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Job Analysis: Interviewing Job Analysis: Interviewing GuidelinesGuidelines

1. The job analyst and supervisor should work together to identify the workers who know the job best.

2. Quickly establish rapport with the interviewee.

3. Follow a structured guide or checklist: one that lists open-ended questions and provides space for answers.

4. Ask the worker to list his or her duties in order of importance and frequency of occurrence.

5. Review and verify the data after completing the interview.

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Information: Information: QuestionnairesQuestionnaires• Information Source

– Have employees fill out questionnaires to describe their job-related duties and responsibilities

• Questionnaire Formats

– Structured checklists– Open-ended questions

• Advantages

– Quick and efficient way to gather information from large numbers of employees

• Disadvantages

– Expensive and time-consuming to prepare and test the questionnaire

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Information: Information: ObservationObservation• Information Source

• Observing and noting the physical activities of employees as they go about their jobs

• Advantages

• Provides first-hand information

• Reduces distortion of information

• Disadvantages

• Time-consuming

• Difficult to capture entire job cycle

• Of little use if job involves a high level of mental activity

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Information: Information: Participant Diary/LogParticipant Diary/Log• Information Source

• Workers keep a chronological diary/ log of what they do and the time spent on each activity

• Advantages

– Produces a more complete picture of the job

– Employee participation

• Disadvantages

– Distortion of information

– Depends on employees accurately recalling earlier activities (without dictating machines/pagers)

• Quantitative methods of job analysis- Qualitative methods are not always suitable.- It is possible to assign quantitative values to each job.- The Position Analysis Questionnaire is a popular method.

• Internet-based job analysis- This overcomes the shortfalls of conventional methods.- It enables instant, simultaneous international distribution.- Lack of face-to-face interaction can cloud the results.

• Multiple sources of data collection- Multiple methods of data collection overcome unreliability.- Abu Dhabi National Oil Company uses multiple methods.- Diverse sources include groups, individuals, and observers.

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Other Methods of Job AnalysisOther Methods of Job Analysis

ReviewReview• Interviews

• Questionnaires

• Observation

• Diary/logs

• Quantitative techniques

• Internet-based


Write job descriptions, Write job descriptions,

including summaries and jobincluding summaries and job

functions, using the Internet functions, using the Internet

and traditional methods.and traditional methods.



The most important product of job analysis is the job description. 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. Let’s discuss how a job description should be written.

Writing Job DescriptionsWriting Job Descriptions

• Job identification• Job summary• Relationships • Responsibilities and duties

oAuthority

• Performance standards & working conditions

• Job specifications


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Writing Job DescriptionsWriting Job DescriptionsJob

Identification

JobSummary

Responsibilities and Duties

Authority of Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

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The Job Description

• Job Identification– Job title– Preparation date– Preparer

• Job Summary– General nature of the

job– Major

functions/activities• Relationships

– Reports to:– Supervises:– Works with: – Outside the company:

• Responsibilities and Duties

– Major responsibilities and duties (essential functions)

– Decision-making authority

– Direct supervision– Budgetary limitations

• Standards of Performance and Working Conditions

– What it takes to do the job successfully

Write a job specification.Write a job specification.


Writing Job SpecificationsWriting Job Specifications

• Trained vs. untrained

• Judgment

• Statistical analysis

• Task statements



Writing job specifications for trained employees is relatively straightforward. Here your job specifications might focus mostly on traits like length of previous service, quality of relevant training, and previous job performance. The problems are more complex when you’re filling jobs with untrained people. Here you must specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

When writing specifications based on judgment, one basic question must be answered. The question is, “What does it take in terms of education, intelligence, training, and the like to do this job well?”

Basing job specifications on statistical analysis is the more defensible approach, but it’s also more difficult. The aim here is to determine statistically the relationship between (1) some predictor, and (2) some indicator or criterion of job effectiveness. Predictors include items such as a human trait – height, intelligence, or finger dexterity. Indicators include items such as performance as rated by the supervisor.

Finally, each of a job’s task statements shows what the worker does on one particular job task, how the worker does it, and for what purpose.

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Writing Job SpecificationsWriting Job Specifications

Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical Analysis

“What human traits and experience are required

to do this job well?”

Specifications Based on Judgment

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Writing Job Specifications

• Specifications for Trained Vs. Untrained Personnel

- They are easier for trained personnel using track record.

- Untrained personnel need to have potential for training.

- The goal is to predict as to who will do well in the job.

• Specifications Based on Judgment

- They rely on educated guesses regarding traits and skills.

- They can be accessed from internet-based competency lists.

- Generally, a common sense approach is to be adopted.

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• Specifications Based On Statistical Analysis

- Analyze the job and decide how to measure job performance.

- Select personal traits that you believe should predict successful performance.

- Test candidates for these traits.

- Measure the candidates’ subsequent job performance.

- Statistically analyze the relationship between the human traits and job performance.

Writing Job Specifications (cont)

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Job Analysis in a ‘Jobless’ World Job Analysis in a ‘Jobless’ World

(cont)(cont)

Flattening the Organization

Reengineering Business

Processes

Dejobbing the Organization

Using Self-Managed Work

Teams

Explain competency-based Explain competency-based job analysis, whatjob analysis, what

it means, and how it’s it means, and how it’s done.done.


Profiles in Talent Profiles in Talent ManagementManagement

• Competencies and competency-based job analysis

• How to write competencies-based job descriptions



Competencies are observable and measurable behaviors of the person that make performance possible. Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies. Such competencies are usually grouped into general competencies, leadership competencies, and technical competencies.

Defining the job’s competencies and writing them up is similar in most respects to traditional job analysis. However, instead of compiling lists of job duties, you will ask, “In order to perform this job competently, the employee should be able to…”

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Competency-Based Job Competency-Based Job AnalysisAnalysis

• Competencies- Demonstrable characteristics of a person that enable the

performance of a job

• Reasons for Competency-Based Job Analysis- To support a high-performance work system

- To create strategically-focused job descriptions

- To support the performance management process in fostering, measuring, and rewarding:

○ General competencies

○ Leadership competencies

○ Technical competencies

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Competency-Based Job Competency-Based Job Analysis (cont)Analysis (cont)

• How to Write Job Competencies-based Job Descriptions:

- Interview job incumbents and their supervisors.

- Ask open-ended questions about job responsibilities and activities.

- Identify critical incidents that pinpoint success on the job.

The key to writing competency-based job descriptions is being able to observe effectively and measure results. A job is traditionally a set of closely related activities carried out for pay, but the concept of a job is changing. Many changes are related to the nature of work, such as the growth of using work teams. In such circumstances, relying on a list of conventional job duties can be counterproductive, because the person’s job changes frequently. In such cases, job profiles are preferred. Job profiles list the competencies, traits, knowledge, and experience that employees must be able to exhibit to get multiple jobs done.

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FIGURE 4-3 FIGURE 4-3

Job Analysis Questionnaire for Job Analysis Questionnaire for

Developing Job Descriptions Developing Job Descriptions

(cont)(cont)

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

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Portion of a Completed Page Portion of a Completed Page

from the Position Analysis from the Position Analysis

QuestionnaireQuestionnaire

Note: The 194 PAQ elements are grouped into six dimensions. This exhibits 11 of the ‘information input’ questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.

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Example of Position/Job Description Example of Position/Job Description

Intended for Use OnlineIntended for Use Online

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Example of Position/Job Example of Position/Job

Description Intended for Use Description Intended for Use

Online (cont)Online (cont)

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Example of Position/Job Description Intended for Use Online (cont)Example of Position/Job Description Intended for Use Online (cont)

Job Analysis and the Talent Management Process Chapter 4-1Copyright © 2013 Pearson Education 4.

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