Human Resource Management: Job Analysis and The Talent Management Process

Human Resource Management
Fifteenth Edition
Chapter 4
Job Analysis and
the Talent
Management
Process
Dania AL.falah
DR. AlA’aldin Al-Rowwad
26.july.2021
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 3)
4-1. Define talent management and explain why it is
important.
4-2. Discuss the process of job analysis, including
why it is important.
4-3. Explain how to use at least three methods of
collecting job analysis information, including
interviews, questionnaires, and observation.
4-4. Explain how you would write a job description. 4-
5. Explain how to write a job specification.
4-6. List some human traits and behaviors you would
want an employee to bring to a job if employee
engagement is important to doing the job well.
4-7. Explain competency-based job analysis,
including what it means and how it’s done in
practice.
I. Define talent management
and explain why it is
important.
The Talent Management Process
• Decide what positions to fill
• Build a pool of job candidates
• Obtain application forms
• Use selection tools
• Decide to whom to make an offer
• Orient, train, and develop employees
• Appraise employees
• Compensate employees to maintain their motivation
II.
Discuss the process of job
analysis, including why it is
important.
What Is Job Analysis?
• Job Analysis – is the procedure through which you
determine the duties and skill requirements of a job
and the kind of person who should be hired for it.
The Basics of Job Analysis >>
Types of information via the job analysis:
• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements
The Basics of Job Analysis >>
• The supervisor or human resources specialist normally
collects one or more of the following types of
information via the job analysis:
• ● Work activities. 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.
The Basics of Job Analysis
• ●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 such matters as physical 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).
Uses of Job Analysis Information
• Recruitment
and selection
• EEO
compliance
• Performance
appraisal
• Compensation
FIGURE 4-2 Uses of Job Analysis Information
• Training
Conducting a Job Analysis
Six steps in doing a job analysis of a job, as follows :

1. How will information be used?
2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
Processes involved in Job Analysis
• Workflow Analysis
FIGURE 4-3 Process Chart for

Analyzing a Job’s Workflow
Source: Henderson, Richard I.,
Compensation Management in a Knowledge
-Based World, 9th Ed., © 2003, p.137.
Reprinted and Electronically reproduced by
permission of Pearson Education, Inc., Upper
Saddle River, New Jersey.
Other Processes involved in Job
Analysis
The basic reengineering approach is to:
1.Identify a business process to be redesigned (such as
processing an insurance claim).
2. Measure the performance of the existing processes.
3. Identify opportunities to improve these processes.
4. Redesign and implement a new way of doing the work.
5.Assign ownership of sets of formerly separate tasks to an
individual or a team who use new computerized systems to
support the new arrangement.
III.
Explain how to use at least
three methods of collecting job
analysis information,
including interviews,
questionnaires, and
observation.
Methods for Collecting Job Analysis
Information
1. Interviews.
2. Quantitative “position analysis” questionnaire.
3. Observation.
4. Participant Diary /Logs.
Additional Things to keep in mind: Make the job
analysis a joint effort by a human resources
manager, the worker, and the worker’s
supervisor.
The Interview >>
1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines
The Interview >>
• Typical Questions include the following:
• What is the job being performed?
• What exactly are the major duties of your
position?
• 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?
The Interview >>
• Structured Interviews. Many managers use
questionnaires to guide the interview. Figure 4-4 in
your text presents one example.
• It includes questions regarding matters like the
general purpose of the job; supervisory
responsibilities; job duties; and education,
experience, and skills required. Such structured lists
are not just for interviews. Job analysts who collect
information by personally observing the work or by
using questionnaires—two methods explained later
—can also use structured lists.
The Interview >>
• Interviewing Guidelines. To get the best information
possible:
• ●Establish rapport with the interviewee. Know the person’s
name, speak understandably, briefly review the interview’s
purpose, and explain how the person was chosen for the
interview.
• ●Use a structured guide that lists questions and provides space
for answers. This ensures you’ll identify crucial questions
ahead of time and that all interviewers (if more than one) cover
all the required questions. (However, also ask, “Was there
anything we didn’t cover with our questions?”)
The Interview >>
Interviewing Guidelines. To get the best information

possible:
●Make sure you don’t overlook crucial but infrequently
performed activities—like a nurse’s occasional emergency room
duties. Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
●After completing the interview, review the information with the
worker’s immediate supervisor and with the interviewee.
Questionnaires
Having employees fill out questionnaires to describe their job duties and
responsibilities is another good way to obtain job analysis information.
Some questionnaires are structured checklists.
Observations
Direct observation is especially useful when jobs consist mainly of
observable physical activities—assembly-line worker and accounting clerk
are examples. However, observation is usually not appropriate when the job
entails a lot of mental activity (lawyer, design engineer). Nor is it useful if
the employee only occasionally engages in important activities, such as a
nurse who handles emergencies.
Participant Diary /Logs
Another method is to ask workers to keep a diary/log; here for every
activity engaged in, the employee records the activity (along with the time)
in a log.
Quantitative Job Analysis Techniques
• Position Analysis Questionnaire (PAQ). Is a questionnaire
used to collect quantifiable data concerning the duties and
responsibilities of various jobs. The PAQ is a very popular
quantitative job analysis tool, consisting of a questionnaire
containing 194 items.
• Department of Labor (DOL) Procedure. Experts at the
U.S. Department of Labor did much of the early work
developing job analysis. They used their results to compile what
was, for many years, the bible of job descriptions, the
Dictionary of Occupational Titles. This mammoth book
contained detailed information on virtually every job in
America. Internet-based tools have largely replaced the
Dictionary. However, the U.S. Department of Labor job
analysis procedure remains a good example of how to
quantitatively rate, classify, and compare jobs.
Electronic Job Analysis Methods
Employers increasingly rely on electronic or Web-based job analysis methods.
For example, the manager or job analyst may use the Web to review existing
information about a job. Then, rather than collecting information about a job
through direct interviews or questionnaires, the analyst uses online systems to
send job questionnaires to job experts (often job incumbents) in remote
locations. This also facilitates sharing and discussing responses, for instance,
via Skype.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All R ights Reserved
IV.
Explain how you would write a
job description.
Writing Job Descriptions (1 of 2)
Diversity Counts
Writing Job Descriptions (2 of 2)
• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications
Job Identification
FIGURE 4-7 Sample Job Description, Pearson Education

Source: Reprinted and electronically reproduced by permission of Pearson
Education, Inc., Upper Saddle River, New Jersey.
Job Summary
SUMMARY (Write a brief summary of job.)
The person in this position is responsible for selling college
textbooks, software, and multimedia products to professors,
via incoming and outgoing telephone calls, and to carry out
selling strategies to meet sales goals in assigned territories
of smaller colleges and universities. In addition, the
individual in this position will be responsible for generating
a designated amount of editorial leads and communicating
to the publishing groups product feedback and market
trends observed in the assigned territory.
Relationships
Who they report to (who supervises them) and who reports to them
(who they supervise)
Responsibilities and Duties (1 of 6)
PRIMARY RESPONSIBILITIES (List in order of
importance and list amount of time spent on task.)
Driving Sales (60%)
• Achieve quantitative sales goal for assigned territory of
smaller colleges and universities.
• Determine sales priorities and strategies for territory and
develop a plan for implementing those strategies.
• Conduct 15–20 professor interviews per day during the
academic sales year that accomplishes those priorities.
• Conduct product presentations (including texts, software, and
Web site); effectively articulate author’s central vision of key
titles; conduct sales interviews using the PSS model; conduct
walk-through of books and technology.
• Employ telephone selling techniques and strategies.
• Sample products to appropriate faculty, making strategic use
of assigned sampling budgets.
• Close class test adoptions for first edition products.
• Negotiate custom publishing and special packaging
agreements within company guidelines.
• Initiate and conduct in-person faculty presentations and selling
trips as appropriate to maximize sales with the strategic use of
travel budget. Also use internal resources to support the
territory sales goals.
• Plan and execute in-territory special selling events and
book-fairs.
• Develop and implement in-territory promotional campaigns and
targeted email campaigns.
Publishing (editorial/marketing) 25%
• Report, track, and sign editorial projects.
• Gather and communicate significant market feedback and
information to publishing groups.
Territory Management 15%
• Track and report all pending and closed business in
assigned database.
• Maintain records of customer sales interviews and
adoption situations in assigned database.
• Manage operating budget strategically.
• Submit territory itineraries, sales plans, and sales forecasts as
assigned.
• Provide superior customer service and maintain
professional bookstore relations in assigned territory.
Decision-Making Responsibilities for This Position:
Determine the strategic use of assigned sampling budget to most
effectively generate sales revenue to exceed sales goals.
Determine the priority of customer and account contacts to
achieve maximum sales potential.
Determine where in-person presentations and special selling
events would be most effective to generate the most sales.
Standards of Performance and
Working Conditions
Improving Performance: HR Tools for
Line Managers and Small Businesses
Using O*NET
Let’s talk about it…
Steps in using O*NET to write job
descriptions
Step 1. Review Your Plan
Step 2. Develop an Organization Chart Step
3. Use a Job Analysis Questionnaire Step 4.
Obtain Job Duties from O*NET
Step 5. List the Job’s Human Requirements from
O*NET
Step 6. Finalize the Job Description.
V.
Explain how to write a
job specification.
Writing Job Specifications (1 of 2)
Writing Job Specifications (2 of 2)
• Trained vs. untrained
• Judgment
• Statistical analysis
• Job Requirement
Matrix
Specifications for Trained versus
Untrained Personnel
Specifications Based on Judgment
Specifications Based on Statistical
Analysis
• Predictor
• Criterion
• Five Step Procedure
The Job-Requirements Matrix
VI.
List some human traits and
behaviors you would want an
employee to bring to a job if
employee engagement is
important to doing the job well
Employee Engagement Guide for
Managers
VII.
Explain competency-based job
analysis, including what it
means and how it’s done in
practice
Using Competencies Models
FIGURE 4-10 HR
Manager
Competency Model
How to Write Competencies
Statements
1. Name and brief description: such as “Project

Management—creating accurate and effective project
schedules.”
2. Description of the observable behaviors: such as
“continuously manage project risks and dependencies by
making timely decisions.”
3. Proficiency Level

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Human Resource Management

Six steps in doing a job analysis of a job, as follows :

FIGURE 4-3 Process Chart for

Interviewing Guidelines. To get the best information

FIGURE 4-7 Sample Job Description, Pearson Education

Let’s talk about it…

1. Name and brief description: such as “Project

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