1. 4- Copyright © 2015 Pearson Education, Inc. 4-14 Job Analysis and the Talent Management Process

2. 4- Copyright © 2015 Pearson Education, Inc. 4-2 Learning Objectives 1. Define talent management and explain why it is important. 2. Discuss the process of job analysis, including why it is important. 3. Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

3. 4- Copyright © 2015 Pearson Education, Inc. 4-3 Learning Objectives 4.Explain how you would write a job description. 5.Explain how to write a job specification. 6.Explain competency-based job analysis, including what it means and how it’s done in practice.

4. 4- Copyright © 2015 Pearson Education, Inc. 4-4 Define talent management and explain why it is important.

5. 4- Copyright © 2015 Pearson Education, Inc. 4-5 The Talent Management Process What Is Talent Management? o Tasks o Goal-directed o Uses the same “profile” o Segments and manages employees o Integrates/coordinates all talent management functions

6. 4- Copyright © 2015 Pearson Education, Inc. 4-6 Thought of as linear process Definition Managing talent effectively Review

7. 4- Copyright © 2015 Pearson Education, Inc. 4-7 Discuss the process of job analysis, including why it is important.

8. 4- Copyright © 2015 Pearson Education, Inc. 4-8 The Basics of Job Analysis Work activities Behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements

9. 4- Copyright © 2015 Pearson Education, Inc. 4-9 Uses of Job Analysis Information Recruitment and selection EEO compliance Performance appraisal Compensation Training

10. 4- Copyright © 2015 Pearson Education, Inc. 4-10 Conducting a Job Analysis 1.How will information be used? 2.Background information 3.Representative positions 4.Collect and analyze data 5.Verify 6.Job description and specification

11. 4- Copyright © 2015 Pearson Education, Inc. 4-11 IMPROVING PEFORMANCE: IMPROVING PEFORMANCE: HR as a Profit Center Boosting Productivity Through Work Redesign o Workflow analysis prompted several performance-boosting redesigns o Firm reduced from four to one the number of people opening mail

12. 4- Copyright © 2015 Pearson Education, Inc. 4-12 Job Analysis Guidelines A joint effort Clarity of questions and process Different job analysis methods

13. 4- Copyright © 2015 Pearson Education, Inc. 4-13 The basics of job analysis Uses of job analysis information Conducting a job analysis Job analysis guidelines Review

14. 4- Copyright © 2015 Pearson Education, Inc. 4-14 Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

15. 4- Copyright © 2015 Pearson Education, Inc. 4-15 Methods for Collecting Job Analysis Information Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based

16. 4- Copyright © 2015 Pearson Education, Inc. 4-16 Collecting Job Analysis Information – Interviews The Interview o Typical questions o Structured interviews o Pros and cons o Interviewing guidelines

17. 4- Copyright © 2015 Pearson Education, Inc. 4-17 Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based Review

18. 4- Copyright © 2015 Pearson Education, Inc. 4-18 Explain how you would write a job description.

19. 4- Copyright © 2015 Pearson Education, Inc. 4-19 Writing Job Descriptions Job identification Job summary Relationships Responsibilities and duties o Authority Performance standards & working conditions Job specifications

20. 4- Copyright © 2015 Pearson Education, Inc. 4-20 IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs O*NET o The U.S. Department of Labor’s online occupational information network o O*NET lists the specific duties associated with numerous occupations

21. 4- Copyright © 2015 Pearson Education, Inc. 4-21 Review Job descriptions o Identifying the job, summary, relationships o Responsibilities, duties, standards Specifications

22. 4- Copyright © 2015 Pearson Education, Inc. 4-22 Explain how to write a job specification.

23. 4- Copyright © 2015 Pearson Education, Inc. 4-23 Write a job specification.

24. 4- Copyright © 2015 Pearson Education, Inc. 4-24 Writing job specifications Trained vs. untrained Judgment Statistical analysis Task statements

25. 4- Copyright © 2015 Pearson Education, Inc. 4-25 Review

26. 4- Copyright © 2015 Pearson Education, Inc. 4-26 Explain competency-based job analysis, including what it means and how it’s done in practice.

27. 4- Copyright © 2015 Pearson Education, Inc. 4-27 Profiles in Talent Management Competencies and competency-based job analysis How to write competencies- based job descriptions

28. 4- Copyright © 2015 Pearson Education, Inc. 4-28 IMPROVING PERFORMANCE: HR Practices Around the Globe Daimler Alabama emphasizes o Just-in-time inventory o Work teams o Continuous improvement Stressing competencies rather than duties

29. 4- Copyright © 2015 Pearson Education, Inc. 4-29 Review

30. 4- Copyright © 2015 Pearson Education, Inc. 4-30 Based on the hotel’s stated strategy, list at least four more important employee behaviors important for the Hotel Paris’s staff to exhibit. If time permits, spend some time prior to class observing the front-desk clerk at a local hotel. In any case, create a job description for a Hotel Paris front-desk clerk. Translating Strategy into HR Policies & Practices: Improving Performance at the Hotel Paris

31. 4- Copyright © 2015 Pearson Education, Inc. 4-31 Hotel Paris Strategy Chapter 4