Chapter No.

It can be tricky to list job duties when they change so often in a self-managing team setup. One
approach could be to focus on the core responsibilities that are consistent across different tasks, and
highlight the flexibility and adaptability required for the role. Additionally, providing a general overview
of the types of tasks and responsibilities that employees can expect to handle can be helpful in setting
expectations.

THE TALENT MANAGEMENT PROCESS

The talent management process involves various HR activities like recruitment, selection, training,
appraisal, career planning, and compensation. Traditionally, these activities are seen as a series of steps,
but they are actually interconnected. For example, employee appraisal informs their training, and
reward activities are linked to performance. Nowadays, employers view these activities as part of an
integrated talent management process.

 What is Talent Management - "The goal-oriented and integrated process of planning, recruiting,
developing, managing, and compensating employees." When a manager takes a talent
management perspective, they understand the interconnectedness of tasks like recruiting,
training, and paying employees. They ensure that talent management decisions align with
strategic goals and consistently use the same criteria for recruitment, selection, training,
appraisal, and payment. Additionally, they actively segment and manage employees, focusing on
critical roles and individual development. When a manager takes a talent management
perspective, they integrate and coordinate all talent management functions. This means aligning
activities like recruiting, training, and appraising employees. They can do this through team
discussions or by using technology, such as talent management software suites, to ensure all
levels of the organization are working towards the same goals.

THE BASICS 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 Descriptions - 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."

During job analysis, supervisors or HR specialists collect information about job duties and the traits and
skills required for effective performance. This information is used to create job descriptions and
specifications, which are essential for personnel-related actions like interviewing, training, and
appraising employees.
 Work activities. First, he or she collects information about the job’s actual work activities, such
as cleaning, selling, teaching, or painting. This list may also include how, why, and when the
worker performs each activity.
 Human behaviors. Information about human behaviors the job requires, like sensing,
communicating, lifting weights, or walking long distances.
 Machines, tools, equipment, and work aids. Information regarding tools used, materials
processed, knowledge dealt with or applied (such as finance or law), and services rendered
(such as counseling or repairing).
 Performance standards. Information about the job’s performance standards (in terms of
quantity or quality levels for each job duty, for instance).
 Job context. Information about things like working conditions, work schedule, incentives, and,
for instance, the number of people with whom the employee would normally interact.
 Human requirements. Information such as knowledge or skills (education, training, work
experience) and required personal attributes (aptitudes, personality, interests).
 Conducting a Job Analysis - There are six steps in doing a job analysis, as follows.
Step 1: Decide how you’ll use the information - Different data collection techniques serve
different purposes. For example, interviewing employees is helpful for writing job descriptions,
while tools like the position analysis questionnaire provide numerical ratings that can be used
for comparing jobs for compensation purposes.
Step 2: Review relevant background information such as organization charts, process charts, and
job descriptions - organization chart - "A chart that shows the organization-wide distribution of
work, with titles of each position and interconnecting lines that show who reports to and
communicates with whom". Process Chart - "A workflow chart that shows the flow of inputs to
and outputs from a particular job." Organization charts show the division of work and reporting
relationships, while process charts provide a detailed view of workflow. Existing job descriptions
can serve as a starting point for building revised job descriptions.
 WORKFLOW ANALYSIS AND JOB REDESIGN. Workflow Analysis - "A detailed study of the
flow of work from job to job in a work process."
 BUSINESS PROCESS REENGINEERING. Business Process Reengineering - "Redesigning
business processes, usually by combining steps, so that small multifunction process teams
using information technology do the jobs formerly done by a sequence of departments."
American Atlantic's use of workflow analysis exemplifies business process reengineering,
which involves redesigning processes by combining steps and utilizing technology. This
approach includes identifying a process, measuring performance, redesigning and
implementing a new way of working, and assigning ownership to teams using computerized
systems. For example, a bank reengineered its mortgage approval process by replacing
sequential operations with a multifunction team using wireless laptops and electronic
collaboration.
 JOB REDESIGN - Job Enlargement - "Assigning workers additional same-level activities." Job
Rotation - "Systematically moving workers from one job to another." Job Enrichment -
"Redesigning jobs in a way that increases the opportunities for the worker to experience
 feelings of responsibility, achievement, growth, and recognition." Job redesign is a crucial
aspect of business process reengineering. It can involve job enlargement, where workers
take on additional tasks at the same level, or job rotation, where workers move between
different roles. However, psychologist Frederick Herzberg believed that job enrichment is
the most effective way to motivate employees. Job enrichment involves redesigning jobs to
provide more responsibility, achievement, growth, and recognition for workers.
Empowering employees and giving them authority can lead to increased job satisfaction,
quality, and productivity. Many companies today embrace this philosophy through team-
based self-managing jobs.

Step 3: Select representative positions - To determine which positions to focus on during job analysis,
it's unnecessary to analyze every single job. Instead, a representative sample of positions can be
selected. For example, instead of analyzing all 200 assembly worker jobs, analyzing a sample of 10 jobs
can provide sufficient insights. This approach saves time and resources while still capturing the
necessary information.

Step 4: Actually analyze the job—by collecting data on job activities, working conditions, and human
traits and abilities needed to perform the job. - To analyze a job, it involves several steps. First, greet
employees and explain the job analysis process. Then, spend around 15 minutes interviewing employees
to agree on a basic job summary. Next, identify the broad areas of responsibility, such as "calling on
potential clients," and interactively identify the specific duties/tasks within each area with the
employees. In the next section, we will discuss methods for collecting job analysis information.

Step 5: Verify the job analysis information with the worker performing the job and with his or her
immediate supervisor - By involving employees in the job analysis process, it helps ensure that the
information gathered is accurate and comprehensive. Additionally, it can help in gaining employees'
acceptance of the conclusions drawn from the analysis.

Step 6: Develop a job description and job specification - The job description outlines the duties,
activities, and responsibilities of the job, including working conditions. On the other hand, the job
specification summarizes the personal qualities, skills, and background needed to perform the job
successfully.

METHODS FOR COLLECTING JOB ANALYSIS INFORMATION

To collect information about a job's duties, responsibilities, and activities, there are various methods like
interviews or questionnaires. The key is to choose the method that best suits your purpose. For creating
a list of job duties, interviews can be effective. On the other hand, a quantitative position analysis
questionnaire can be useful for determining a job's relative worth for pay purposes.

 The Interview - Job analysis interviews can be unstructured or highly structured, depending on
the level of detail needed. Managers can conduct individual or group interviews, depending on
the number of employees performing similar work. It's important to ensure that interviewees
understand the purpose of the interview to encourage accurate job descriptions.
  Typical Questions - During job analysis interviews, typical questions may include asking
about the job being performed, major duties, physical locations, education and experience
requirements, participation in activities, responsibilities, performance standards,
environmental and working conditions, physical and mental demands, and health and safety
conditions. It's important to gather information about hazards or unusual working
conditions as well.
 Structured Interviews - Structured interviews are commonly used by managers and can be
guided by a format like a job analysis information sheet. This sheet includes questions about
the job's purpose, supervisory responsibilities, duties, and required qualifications.
Structured lists can also be used by job analysts who observe work or use questionnaires to
collect information.
 Interviewing Guidelines - When conducting job analysis interviews, it's important to
establish rapport with the interviewee, use a structured guide with pre-determined
questions, and ensure all required questions are covered. Don't overlook infrequently
performed activities and have the interviewee rank duties by importance and frequency.
After the interview, review the information with the immediate supervisor and the
interviewee.
 Questionnaires - Questionnaires are a popular method for obtaining job analysis information.
They can be structured checklists with specific duties or open-ended questions about the job's
overall purpose. The best questionnaires often include a combination of both structured and
open-ended questions.
Questionnaires have advantages like being quick and efficient for gathering information from
many employees. However, developing and testing them can be time-consuming, and there is a
risk of employees distorting their answers.
 Observations - Direct observation is useful for jobs with observable physical activities, but not
for jobs that involve a lot of mental activity or occasional important activities. Reactivity can be a
problem. Managers often combine observation and interviewing, observing the worker during a
complete work cycle and then clarifying any points not understood through conversation.
 Participants Diary/Logs - Diary/Log - "Daily listings made by workers of every activity in which
they engage along with the time each activity takes." Workers can keep a diary or log of their
activities throughout the day, recording each activity and its corresponding time. Some
companies provide pocket dictating machines and pagers to make logging easier. Randomly
paging workers throughout the day allows them to dictate their current activities instead of
relying on memory at the end of the day.
 Quantitative Job Analysis Techniques - Quantitative methods like the position analysis
questionnaire and the Department of Labor approach provide quantitative ratings for comparing
jobs for pay purposes. This helps determine the relative value of each job and justify pay
differences.
 POSITION ANALYSIS QUESTIONNAIRE (PAQ) - "A questionnaire used to collect quantifiable
data concerning the duties and responsibilities of various jobs." The position analysis
questionnaire (PAQ) is a popular tool for quantitatively analyzing jobs. It consists of a
 questionnaire with 194 items representing different job elements. These items are
categorized into five basic activities. The PAQ helps assign jobs to job classes for pay
purposes by providing ratings for decision-making, skilled activity, physical activity,
vehicle/equipment operation, and information-processing characteristics. This allows for
quantitative comparison and classification of jobs.
 Internet-Based Job Analysis - Using online platforms, like company intranets, to distribute
standardized job analysis questionnaires to geographically dispersed employees can be a
convenient solution. However, it's important to ensure clear instructions and test the process to
minimize potential misunderstandings or missed important points.
 Job Analysis Guidelines - To ensure a comprehensive job analysis, it's important to involve the
human resources manager, the worker, and the worker's supervisor as a joint effort. This can
include observations, questionnaires, and verification of job duties. Clear communication and
using multiple job analysis tools, such as questionnaires and interviews, can help capture all
aspects of the job.

WRITING JOB DESCRIPTIONS

The job description is a written statement that outlines the worker's tasks, methods, and working
conditions. It serves as a basis for creating a job specification, which details the required knowledge,
abilities, and skills. While there's no standard format, most job descriptions include sections like job
identification, summary, responsibilities, authority, performance standards, working conditions, and job
specifications.

 Job Identification - The job identification section of a job description includes information such
as the job title, FLSA status (exempt or non-exempt), and the date the description was
approved. It may also include details about the approving authority, job location, immediate
supervisor, salary/pay scale, and job grade/level if applicable.
 Job Summary - The job summary in a job description should provide a concise overview of the
major functions or activities of the job. It should capture the essence of the role, such as selling
college textbooks for a telesales representative or handling incoming and outgoing mail for a
mailroom supervisor. It's important to be specific and avoid general statements like "performs
other assignments as required." The summary should also emphasize the expectation of carrying
out duties efficiently, attentively, and conscientiously.
 Relationships - The "relationships" statement in a job description outlines the jobholder's
connections with individuals both within and outside the organization. For example, a human
resource manager may report to the Vice President of Employee Relations, supervise various
positions, collaborate with department managers and executive management, and interact with
external entities such as employment agencies, recruiting firms, union representatives,
employment offices, and vendors.
 Responsibilities and Duties - The heart of a job description is the section that outlines the job's
significant responsibilities and duties. Each major duty should be listed separately and described
in a few sentences. This section may also define the limits of the jobholder's authority, such as
 approving purchase requests up to a certain amount, granting time off, disciplining personnel,
recommending salary increases, and participating in the hiring process.
Standard Occupational Classification (SOC) - "Classifies all workers into one of 23 major groups
of jobs that are subdivided into minor groups of jobs and detailed occupations." To determine
the job's duties, a job analysis is conducted to understand what employees are currently doing.
Additionally, managers can review standardized job description information from sources like
the Standard Occupational Classification (SOC) or websites like www.jobdescription.com. These
sources provide detailed descriptions of job duties and responsibilities, helping employers
identify the tasks associated with a specific job. O*NET online is another helpful resource for
finding job duties.
 Standards of Performance and Working Conditions - The standards of performance section
outlines the expectations for each duty in the job description. Setting clear standards is
important, and simply telling subordinates to "do your best" is not enough. One way to set
standards is to complete the sentence, "I will be completely satisfied with your work when..."
For example, for the duty of accurately posting accounts payable, standards could include
posting all invoices within the same working day and allowing an average of no more than three
posting errors per month. The job description may also include details about working conditions
like noise level or hazardous conditions.
 Using Internet for Writing Description - Using websites like www.jobdescription.com can be
helpful in creating job descriptions. You can search for a desired job title and customize the
generic description for your organization. This allows you to add specific information like job
codes, department, and desired competencies and experience levels. It simplifies the process of
creating tailored job descriptions.
 O NET - O*NET is a popular web tool provided by the U.S. Department of Labor. It allows
users to access important information about various occupations, including the required
experience, education, and knowledge. O*NET also provides a list of specific tasks and skills
for each occupation, ranging from basic skills like reading and writing to transferable skills
like persuasion and negotiation. Additionally, O*NET offers insights into worker
requirements, occupation requirements, and experience requirements. It can also provide
labor market characteristics such as employment projections and earnings data. It's a
valuable resource for both managers and job seekers.
 How to Use O NET - To write a job description using O*NET, follow these steps:
1. Review your departmental or company plans to determine the jobs you'll need.
2. Create an organization chart to visualize the current and future structure of your
organization.
3. Use job analysis questionnaires to gather information about the current duties of the
job.
4. 1. Go to www.onetonline.org and click on "Find Occupations."
5. 2. Type in the keyword for the job you're creating a description for, like "Retail Sales."
6. 3. Click on the job title, like "Retail Salespersons," to see the job summary and specific
duties.
7. 4. Combine duties from related positions if needed, like "first-line supervisors/managers
of retail sales workers."
8. 5. Use the knowledge, skills, and abilities listed on O*NET to develop job specifications
for recruiting, selecting, and training employees.
Step 5: Sure, let's finalize the job description! Using the information we gathered from
O*NET, we can now create a job summary and list the tasks, duties, and human
requirements for each position. By combining the duties of a "retail salesperson" with
those of a "first-line supervisor/manager of retail sales workers," we can create a
comprehensive job description. Let's summarize the job summary and requirements for
each position.