Gary Dessler

tenth edition

Chapter 4 Part 2 Recruitment and Placement

Job Analysis & Talent Management

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After studying this chapter,
you should be able to:
1. Discuss the nature of job analysis, including what it is and
how it’s used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your
judgment.
5. Explain job analysis in a “jobless” world, including what it
means and how it’s done in practice.
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 What Is Talent Management
 Talent management as the goal-oriented and integrated
process of planning, recruiting, developing , managing ,and
compensating employees.
When a manager takes a talent management perspective ,
he or she:
Understands that the talent management tasks
Makes sure talent management decisions such as
staffing ,training ,and pay are goal-directed.

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 What Is Talent Management
Consistently uses the same profile of
competencies ,traits ,knowledge ,and experience for
formulating recruitment plans for a job as for
making selection, training, appraisal, and payment
decisions for it.
Actively segments and proactively manages
employee
Integrates/coordinates all the talent management
functions

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 THE TALENT MANAGEMENT PROCES
1. Decide what positions to fill, through job
analysis, personnel planning, and forecasting.
 2. Build a pool of job candidates, by recruiting
internal or external candidates.
3. Have candidates complete application forms and
perhaps undergo initial screening interviews.
4. Use selection tools like tests ,interviews ,
background checks , and physical exams to identify
viable candidates.

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 THE TALENT MANAGEMENT PROCES
5. Decide to whom to make an offer.
6. Orient, train, and develop employees to provide
them with the competencies they need to do their
jobs.
7. Appraise employees to assess how they re doing.
 8. Reward and compensate employees to maintain
their motivation

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 The Nature of Job Analysis
Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who should
be hired for it.
Job description
– A list of a job’s duties, 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
requisite education, skills, personality, and so
on—another product of a job analysis.
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 Types of Information Collected
Work activities
Human behaviors
Machines, tools, equipment, and work aids
Performance standards
Job context
Human requirements

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 Uses of Job Analysis Information
Recruitment and Selection
Compensation
Performance Appraisal
Training
Discovering Unassigned Duties
EEO Compliance

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 Uses of Job Analysis Information

Figure 4–1
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 Steps in Conducting Job Analysis
 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.

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 Steps in Conducting Job Analysis
 STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH
AS ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB
DESCRIPTIONS
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 shows the flow of inputs to and outputs
from the job you're analyzing. ( the quality control clerk is expected to
review components from suppliers, check components going to the plant
managers, and give information regarding components quality to these
managers.) Finally,the existing job description , if there is one,usually
provides a starting point for building the revised job description.

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 Steps in Conducting Job Analysis
 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
10jobs will do.

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 Steps in Conducting 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 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.

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 Steps in Conducting Job Analysis

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.

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 Steps in Conducting Job Analysis
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.

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 Methods of Collecting Job Analysis
Information: The Interview
 Information sources  Interview formats
– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with
knowledge of the job
 Advantages
– Quick, direct way to find
overlooked information.
 Disadvantages
– Distorted information

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 Methods of Collecting Job Analysis
Information: Questionnaires
 Information source  Advantages
– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their job-related from large numbers of
duties and employees
responsibilities.  Disadvantages
 Questionnaire formats – Expense and time
– Structured checklists consumed in preparing and
– Opened-ended questions testing the questionnaire

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

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 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
 Information source  Advantages
– Workers keep a – Produces a more complete
chronological diary/ log picture of the job
of what they do and the – Employee participation
time spent in each
 Disadvantages
activity.
– Distortion of information
– Depends upon employees
to accurately recall their
activities

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 Writing Job Descriptions
A job description
– A written statement of what the worker actually does,
how he or she does it, and what the job’s working
conditions are.
Sections of a typical job description
– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
– Working conditions
– Job specifications

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 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR Department, Pearson

Education.

Figure 4–7a
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 The Job Description
Job identification
– Job title: name of job
– Preparation date: when the description was written
– Prepared by: who wrote the description
Job summary
– Describes the general nature of the job
– Lists the major functions or activities

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 The Job Description (cont’d)
Responsibilities and duties
– A listing of the job’s major responsibilities and duties
(essential functions)
– Defines limits of jobholder’s decision-making authority,
direct supervision, and budgetary limitations.

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 The Job Description (cont’d)
Standards of performance and
working conditions
– Lists the standards the employee is
expected to achieve under each of
the job description’s main duties and
responsibilities.

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 The Job Description (cont’d)
Relationships (chain of command)
– Reports to: employee’s immediate supervisor
– Supervises: employees that the job incumbent directly
supervises
– Works with: others with whom the job holder will be
expected to work and come into contact with internally.
– Outside the company: others with whom the job holder is
expected to work and come into contact with externally.

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 Writing Job Specifications
Specifications for trained personnel
– Focus on traits like length of previous service, quality
of relevant training, and previous job performance.
Specifications for untrained personnel
– Focus on physical traits, personality, interests, or
sensory skills that imply some potential for performing
or for being trained to do the job.

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 Writing Job Specifications (cont’d)
Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job descriptions (e.g.,
www.jobdescription.com
Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship
between a predictor or human trait and an indicator or
criterion of job effectiveness.

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 Writing Job Specifications (cont’d)
Steps in the Statistical Approach
– 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 trait and job performance.

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Job
– Generally defined as “a set of closely related
activities carried out for pay.”

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Job enlargement
– Assigning workers additional same level activities, thus
increasing the number of activities they perform.
Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognition.

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Job rotation
– Moving a trainee from department to department to
broaden his or her experience and identify strong and
weak points to prepare the person for an enhanced role
with the company
– Systematically moving workers from one job to another
to enhance work team performance.

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