1. Job Analysis and the Talent Management Process4
Job Analysis and the Talent Management Process
Managers should determine what a job entails before deciding who to recruit and select for the job. The main purpose of this chapter is to show you how to determine what a job entails, by analyzing a job and writing a job description for it. The main topics we address include the talent management process, the basics of job analysis, methods for collecting job analysis information, writing job descriptions, writing job specifications, and using models and profiles in talent management. Then, in Chapter 5 (Personnel Planning and Recruiting), we’ll turn to the methods managers use to actually find the employees they need.

2. Learning Objectives
Define talent management and explain why it is important.
Discuss the process of job analysis, including why it is important.
Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
After studying this chapter, you will be able to:
Define talent management and explain why it is important.
Discuss the process of job analysis, including why it is important.
Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

3. Learning Objectives Explain how you would write a job description.
Explain how to write a job specification.
Explain competency-based job analysis, including what it means and how it’s done in practice.
After studying this chapter, you will be able to:
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. Define talent management and explain why it is important.
The usual process of talent management consists of the following steps:
Decide what positions to fill
Build a pool of job candidates
Application forms
Use selection tools
Make an offer
Orient, train, and develop
Appraise
Reward and compensate

5. What & Explain why talent management is important.
Talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
Talent Management is a powerful and important trend across Human Resource and Learning &Development.  It changes the way you are organized, how you use technology, how your resources are allocated, and how you measure what you do. 
The usual process of talent management consists of the following steps:
Decide what positions to fill
Build a pool of job candidates
Application forms
Use selection tools
Make an offer
Orient, train, and develop
Appraise
Reward and compensate

6. The Talent Management Process
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:
Understand that talent management tasks are parts of one unified process.
Ensure talent management decisions such as staffing, training, and pay are goal-directed.
Consistently use the same “profile” of competencies, traits, knowledge, and experience for potential employees.
The approach requires that employers proactively manage recruitment, selection, development, and rewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees
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:
Understand that talent management tasks are parts of one unified process.
Ensure talent management decisions such as staffing, training, and pay are goal-directed.
Consistently use the same “profile” of competencies, traits, knowledge, and experience for potential employees.
The approach requires that employers proactively manage recruitment, selection, development, and rewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.

7. Discuss the nature of job analysis, including what it is
and how it’s used.
Talent management begins with understanding what jobs need to be filled, and the human traits and competencies employees need. Job analysis is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them.
For this learning objective, we will look more closely at a variety of important considerations such as:
What job analysis information typically is used for
How to conduct a job analysis
Job analysis guidelines
How to collect job analysis information

8. The Basics of Job Analysis: Terms
The process for determining the jobs and skill needed for a job and the kind of person who should be hired for it.
Job Description
A list of a job’s tasks, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.
Job Specifications
A list of a job’s “human requirements,” that is, the necessary education, skills, personality, and so on—another product of a job analysis.(what kind of people to hire for the job)

9. Types of Information Collected
Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and work aids
Performance standards
Information Collected Via Job Analysis

10. Types of Information Collected- Continue
Work activities: how, why, and when the worker does each activity.
Human behaviors: communicating, deciding, and writing, lifting weights or walking long distances.
Machines, tools, equipment, and work assists: tools used, materials processed, knowledge dealt with or applied, and services delivered.
Standards of expected employee job performance: quantity and\or quality output levels that can be used to appraise employees.
Job context: physical working conditions, work schedules, and incentives.
Human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (skills and abilities, physical characteristics, personality, interests).

11. Uses of Job Analysis Information
Recruitment and selection
EEO compliance
Performance appraisal
Compensation
Training
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.
Job analysis is crucial for validating all major human resources practices, especially when it comes to legal compliance. You may recall from our earlier discussion of federal laws that care must be exercised in all areas related to employees such as hiring under the Americans with Disabilities Act (ADA).
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.

12. RECRUITMENT AND SELECTION Information about what duties the job entails and what human characteristics are required to perform these activities helps managers decide what sort of people to recruit and hire.
EEO COMPLIANCE Job analysis is crucial for validating all major human resources practices
PERFORMANCE APPRAISAL A performance appraisal compares each employee s actual performance with his or her duties and performance standards.
Managers use job analysis to learn what these duties and standards are.
COMPENSATION (such as salary and bonus) usually depends on the job s required skill and education level, safety hazards, degree of responsibility, and so on all factors you assess through job analysis.
TRAINING The job description lists the job s specific duties and requisite skills
and therefore the training that the job requires

13. Conducting a Job Analysis
Conducting a job analysis requires multiple steps.
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.
Step 3: Select representative positions.
Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the 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.
Conducting a Job Analysis
There are six steps in doing a job analysis, as follows.
STEP 1: DECIDE HOW YOU LL USE THE INFORMATION This will determine
the data you collect. Some data collection techniques like interviewing the
employee are good for writing job descriptions. Other techniques, like the position
analysis questionnaire we describe later, provide numerical ratings for each job; these
can be used to compare jobs for compensation purposes.
STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS
ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTIONS11
Organization charts show the organization-wide division of work, and where the job
fits in the overall organization. The chart should show the title of each position and,
by means of interconnecting lines, who reports to whom and with whom the job
incumbent communicates. A process chart provides a more detailed picture of the
work flow. In its simplest form a process chart (like that in Figure 4-2) shows the flow
of inputs to and outputs from the job you re analyzing. (In Figure 4-2, the quality
control clerk is expected to review components from suppliers, check components
going to the plant managers, and give information regarding component s quality to
these managers.) Finally, the existing job description, if there is one, usually provides
a starting point for building the revised job description.
WORKFLOW ANALYSIS AND JOB REDESIGN Job analysis enables the manager to
list what a job s duties and demands are now. Job analysis does not answer questions
such as Does how this job relates to other jobs make sense? or Should this job even
exist? To answer such questions, it s necessary to conduct a workflow analysis. It may
then be deemed necessary to redesign jobs. Workflow analysis is a detailed study of
the flow of work from job to job in a work process.Usually, the analyst focuses on one
identifiable work process, rather than on how the company gets all its work done. The
accompanying HR as a Profit Center feature illustrates workflow analysis
STEP 3: SELECT REPRESENTATIVE POSITIONS Whether or not the manager
decides to redesign jobs via workforce analysis, process redesign, or job redesign,he or she
must at some point select which positions to focus on for the job analysis. For example,
it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of
10 jobs will do.
STEP 4: ACTUALLY ANALYZE THE JOB BY COLLECTING DATA ON JOB
ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND
ABILITIES NEEDED TO PERFORM THE JOB In brief, analyzing the job involves
greeting participants; briefly explaining the job analysis process and the participants
roles in this process; spending about 15 minutes interviewing the employees to get agreement
on a basic summary of the job; identifying the jobs broad areas of responsibility,
such as calling on potential clients ; and identifying duties/tasks within each area interactively
with the employees.13
STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER
PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR
This will help confirm that the information is factually correct and complete and help
to gain their acceptance.
STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION The
job description describes the activities and responsibilities of the job, as well as its
important features, such as working conditions. The job specification summarizes the
personal qualities, traits, skills, and background required for getting the job done.

14. Job Analysis Guidelines
A joint effort
Clarity of questions and process
Different job analysis methods
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.

15. Review The basics of job analysis Uses of job analysis information
Conducting a job analysis
Job analysis guidelines
The information collected through a job analysis is used to help manage all aspects of an effective HR program including recruitment and selection, legal compliance, performance appraisals, compensation, and training. Elements of the job analysis process include how the information will be used, background information, selecting representative positions for analysis, verifying the data analyzing data, and then writing the job description. Since the information collected may be sensitive to the employee, it’s a good idea to make it a joint effort, clarify the questions and process, and use a variety of job analysis tools.

16. Methods for Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Diary/logs
Internet-based
Job analysis interviews range from completely unstructured interviews to highly structured ones. We will discuss interviews in more detail on the next slide.
Having employees fill out questionnaires to describe their job-related duties and responsibilities is another popular way to obtain job analysis information.
Direct observation is especially useful when jobs consist mainly of observable physical activities—assembly-line worker and accounting clerk are examples.
Another method is to ask workers to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log.
Qualitative methods like interviews and questionnaires are not always suitable. You may need to say that, in effect, “Job A is twice as challenging as Job B, and so is worth twice the pay.” Now, of course, you must be able to prove such a claim quantitatively. The position analysis questionnaire (PAQ) is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items. The 194 items (such as “written materials”) each represent a basic element that may play a role in the job.
Experts at the U.S. Department of Labor (DOL) did much of the early work developing job analysis. The DOL method uses a set of standard basic activities called worker functions to describe what a worker must do with respect to data, people, and things.
For internet-based job analysis, the HR department can distribute standardized job analysis questionnaires to geographically disbursed employees. Such questionnaires may be sent via company intranets, and include instructions to complete the forms and return them by a particular date.

17. Job Analysis: Interviewing Guidelines
The job analyst and supervisor should work together to identify the workers who know the job best.
Quickly establish connection with the interviewee.
Follow a structured(prepared) guide or checklist, one that lists open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence (happening).
After completing the interview, review and verify the data.

18. Methods for Collecting Job Analysis Information: The Interview
Information Sources
Individual employees
Groups of employees
Supervisors with knowledge of the job
Advantages
Quick, direct way to find overlooked information
Disadvantage
Distorted information
Interview Formats
Structured (Checklist)
Unstructured
Whatever kind you use make sure the interviewee fully understands the reason for the interview (its not evaluation).
TYPICAL QUESTIONS Some typical interview questions include the
following:
What is the job being performed?
What are the major duties of your position? What exactly do you do?
What physical locations do you work in?
What are the education, experience, skill, and [where applicable]
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 demands? The emotional and mental
demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?

19. Methods for Collecting Job Analysis Information: Questionnaires
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
Expense and time consumed in preparing and testing the questionnaire

20. Methods for Collecting Job Analysis Information: Observation
Advantages
Provides first-hand information
Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental activity
Information Source
Observing and noting the physical activities of employees as they go about their jobs by managers.

21. Human Resources Management 12e Gary Dessler
Methods for Collecting Job Analysis Information: Participant Diaries/Logs
Information Source
Workers keep a sequential (in order) diary (record) or 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 upon employees to accurately remember their activities
Workers are asked to keep a record of what they do during the day by writing a diary/log. Employees record each of their activities (along with the time) in a log. This can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor.
The employee, of course, might try to exaggerate some activities and minimize others. However, the detailed, sequential nature of the log tends to mediate against this.
Diaries/logs have gone high-tech. Some firms give employees pocket dictating machines and pagers. Then at random times during the day, they page the workers, who dictate (read loud) what they are doing at that time. This approach can avoid one pitfall of the traditional diary/log method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.
Copyright © 2011 Pearson Education

22. Internet-Based Job Analysis
Methods such as questionnaires and interviews can be time-consuming . And collecting the information from geographically dispersed employees can be challenging. Conducting the job analysis via the Internet is an obvious solution.
Most simply, the human resource department can distribute standardized job analysis questionnaires to geographically disbursed employees via their company intranets, with instructions to complete the forms and return them by a particular date.

23. Internet-Based Job Analysis
Human Resources Management 12e Gary Dessler
Internet-Based Job Analysis
Advantages
Collects information in a standardized format from geographically dispersed employees
Requires less time than face-to-face interviews
Collects information with minimal intervention or guidance
Methods such as questionnaires and interviews present some drawbacks. For example, face-to-face interviews and observations can be time consuming. And collecting the information from geographically dispersed employees can be challenging.
Copyright © 2011 Pearson Education

24. Using Multiple Sources of Information
Human Resources Management 12e Gary Dessler
Using Multiple Sources of Information
Where possible, collect job analysis data using several types of collection techniques and respondents. Potential inaccuracies in peoples’ judgments could lead to inaccurate conclusions.
Copyright © 2011 Pearson Education

25. Review Interviews Questionnaires Observation Diary/logs Internet-based
Using Multiple Sources of Information
The key methods for collecting useful job analysis data include both structured and unstructured interviews, both of which have advantages and disadvantages.
Questionnaires also may be structured or unstructured, depending on the situation and job under review.
Observation, while extremely useful is very time-consuming in that one individual will be needed to observe the worker for extended periods of time. In addition, the observer may miss some key job activities if they are not performed regularly.
Diaries and logs require the worker to make entries into his or her journal at regular times.
Quantitative techniques include the Position Analysis Questionnaire (PAQ) and the Department of Labor (DOL) technique.
Internet-based analysis allows the HR department to send questionnaires to geographically disbursed employees and receive information in a timely manner. This procedure also allows electronic or voice follow-up.

26. Writing Jo Descriptions
Job identification
Job summary
Responsibilities and duties
Authority of the incumbent
Standards of performance
Working conditions
Job specifications
Sections of a Typical Job Description
There is no standard format for writing a job description. However, most descriptions contain sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specifications

27. The Job Description Job Identification Job Summary Relationships
Responsibilities and Duties (The heart of the Job Description)
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
Standards the employee is expected to achieve under each of the job description’s main duties.
Job specifications
Job Identification
Job title
Location of the job
Salary and/or pay scale
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:

28. FIGURE 4–8 Sample Job Description, Pearson Education

29. FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

30. Write a job specification.
We will now discuss what elements to consider while writing a job specification.

31. Writing Job Specifications
Job specifications for trained versus untrained personnel
“What human traits and experience are required to do this job well?”
Job specifications based on judgment

32. Writing Job Specifications
The job specification focuses on the person in answering the question, “What 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.
The job specification may be a section of the job description, or a separate document.
The basic procedure here is to ask, “What does it take in terms of education, intelligence, training, and the like to do this job well?”
(education, training, work experience) and required personal attributes (skills and abilities, physical characteristics, personality, interests).

33. Specifications for Trained Versus Untrained Personnel
Writing job specifications for trained employees is relatively straightforward because they are likely to focus on traits like length of previous service, quality of relevant training, and 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, interests, or sensory skills that imply some potential for performing or being trained to perform on the job.

34. Job Specifications Based on Judgment
Human Resources Management 12e Gary Dessler
Job Specifications Based on Judgment
Job specifications may come from educated guesses or judgments.
or from competencies listed in web-based job descriptions like those listed at O*Net online.
The Dictionary of Occupational Titles is also a useful source.
Job specifications can be based on the best judgments of the common-sense experiences of supervisors and human resource managers.
Copyright © 2011 Pearson Education

35. Job Design: From Specialized to Enriched Jobs
Job Enlargement
Job Enrichment
Job Design: From Specialized to Enriched Jobs
Job Rotation

36. Job Analysis in a “Jobless” World
Job enlargement: involves assigning workers additional same- level activities, thus increasing the number of activities they perform.
Job rotation: is systematically moving workers from one job to another.
 Job enrichment: involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

37. Other Changes at Work
Flattening the organization
Reengineering business processes
Changing the Organization and Its Structure - Dejobbing
Using self-managed work teams

38. Why Managers are De-jobbing Their Companies ?
De-jobbing: refers to broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.
1. Flatter organizations with three or four levels of management are becoming more prevalent than the traditional pyramid- shaped organizations with seven or more layers of management.
2. Self-managed work teams, where tasks are organized around teams and processes rather than around specialized functions, are being used increasingly more by organizations.
3. Reengineering refers to fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance measures.

39. Competency-Based Job Analysis
Human Resources Management 12e Gary Dessler
Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable performance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system (HPWS). Since traditional job descriptions may actually backfire if a high performance work system is the goal.
Second, describing the job in terms of skills, knowledge and competencies needed is more strategic.
Third, measurable skills, knowledge, and competencies are the heart of any company’s performance management system.
Employers are shifting towards newer approaches for describing jobs, such as competency-based analysis to support the flexibility needed in high performance work environments where employers need workers to seamlessly move from job to job and exercise self-control,
Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well. They are observable and measurable. .
Comparing traditional versus competency-based job analysis – competency based analysis is more measurable, where some of the job’s essential duties and responsibilities are expressed as competencies.
Copyright © 2011 Pearson Education

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