1. Job Analysis and the Talent Management Process4
Job Analysis and the Talent Management Process
The main topics we’ll cover in this chapter include the talentmanagement process, the basicsof job analysis, methods forcollecting job analysis information,writing job descriptions, and writingjob specifications.
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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
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3. Learning Objectives Explain why talent management is important.
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
We want to explore what it takes to analyze jobs and manage employee talent effectively. So, we will do the following:
Explain why talent management is important.
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
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4. Learning Objectives
Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
Write a job specification.
Explain competency-based job analysis, including what it means and how it’s done in practice.
You will also be able to:
Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
Write a job specification.
Explain competency-based job analysis, including what it means and how it’s done in practice.
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5. Explain why talent management 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
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6. Decide what positions to fill Build a pool of job candidates
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
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7. The Talent Management Process
What Is Talent Management?
Tasks
Goal-directed
Uses the same “profile”
Segments and manages employees
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:
Understandthat 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, andrewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.
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8. recruiting, developing, managing, 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, andrewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.
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9. Discuss the nature of job analysis, including what it is
and how it’s used.
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
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10. Types of Information Collected
The Basics of Job Analysis
Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and work aids
Performance standards
Information Collected via Job Analysis

11. 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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12. FIGURE 4-1 Uses of Job Analysis Information
Description + Specifications

13. Steps in doing a job analysis:
Steps in Job Analysis
Steps in doing a job analysis: 1 2 3
Decide how to use the information. 4
Review relevant background information. 5
Select representative positions. 6
Collect and Analyze Data- Analyze the job.
Verify the job analysis information.
Develop a job description and job specification.

14. Job 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, forinstance, but supplement your survey with a short follow-up interview.
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15. 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.
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16. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
We will discuss the most important and most often used methods of collecting information for use in job analysis procedures.
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17. Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Diary/logs
Quantitative techniques
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.
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18. Methods of Collecting Job Analysis Information: The 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

19. Collecting Job Analysis Information – Interviews
The Interview
Typical questions
Structured interviews
Pros and cons
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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20. What is the job being performed?
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
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21. The basic interviewing guidelines include: Quickly establish rapport.
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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22. Job Analysis: Interviewing Guidelines
The job analyst and supervisor should work together to identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured 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.
Review and verify the data after completing the interview.

23. Methods of Collecting Job Analysis Information: Questionnaires
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expensive and time-consuming to prepare and test the questionnaire
Information Source
Have employees fill out questionnaires to describe their job-related duties and responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions

24. Methods of Collecting Job Analysis Information: Observation
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

25. Methods of Collecting Job Analysis Information: Participant 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)

26. Other Methods of Job Analysis
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.

27. Review Interviews Questionnaires Observation Diary/logs
Quantitative techniques
Internet-based
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,
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28. Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
The most important product of job analysis is the job description. A job description is awritten statement of what the worker actually does, how he or she does it, and what thejob’s working conditions are. Let’s discuss how a job description should be written.
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29. The most important product of job analysis is the job description
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.
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30. Writing Job Descriptions
Job identification
Job summary
Relationships
Responsibilities and duties
Authority
Performance standards & working conditions
Job specifications
The job description is one of the main outcomes of conducting a job analysis. The job identification section (on top) contains several types of information. The Fair Labor Standards Act (FLSA) status section identifies the job as exempt or nonexempt with respect to being exempt or non-exempt from FLSA overtime rules. Exempt and non-exempt status also is used to help plan compensation strategies for a firm. The “Date” is the date the job description was actually approved. The job summary should summarize the essence of the job, and include only its major functions or activities.
There may be a “relationships” statement that shows the jobholder’s relationships with others inside and outside the organization. Responsibilities and duties are the heart of the job description. This section should present a list of the job’s significant responsibilities and duties. This section may also define the limits of the jobholder’s authority.
A “standards of performance” section lists the standards the company expects the employee to achieve for each of the job description’s main duties and responsibilities.
Working conditions include the location, tools, environment (hot, cold, etc.) and the like.
More employers are turning to the Internet for their job descriptions. The process is simple. Search by alphabetical title, keyword, category, or industry to find the desired job title. This leads you to a generic job description for that title which you may then customize as needed. The Internet, particularly O*NET can help you create the “human requirements” of the job for the job specification. We will discuss job specifications next.
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31. Writing Job Descriptions
Job Identification
Job Summary
Responsibilities and Duties
Authority of Incumbent
Standards of Performance
Working Conditions
Job Specifications
Sections of a Typical Job Description

32. 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 32

33. Write a job specification.
We will now discuss what elements to consider while writing a job specification.
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34. Writing 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 writingspecifications based on judgment, one basic question must be answered. The question is, “What does it take interms 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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35. 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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36. Writing 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

37. 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. 37

38. Specifications Based On Statistical Analysis
Writing Job Specifications (cont)
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.

39. Job Analysis in a ‘Jobless’ World (cont)
Flattening the Organization
Reengineering Business Processes
Dejobbing the Organization
Using Self-Managed Work Teams

40. Explain competency-based job analysis, what it means, and how it’s done.
A job is traditionally a set of closely related activities carried out for pay, but the conceptof a job is changing. These changes include management practices such as organizing around work teams, which create different challenges we will now discuss.
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41. Profiles in Talent Management
Competencies and competency-based job analysis
How to write competencies-based job descriptions
Competencies are observable and measurable behaviors of the person that makeperformance 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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42. 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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43. Competency-Based Job Analysis
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

44. Competency-Based Job 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.

45. FIGURE 4-3 Job Analysis Questionnaire for Developing Job Descriptions (cont)
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: Reprinted from Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

46. FIGURE 4-5 Portion of a Completed Page from the Position Analysis Questionnaire
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.

47. FIGURE 4-4 Example of Position/Job Description Intended for Use Online
Source: Accessed May 10, 2007.

48. FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont)
Source: Accessed May 10, 2007.

49. FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont)
Source: Accessed May 10, 2007.