MGMT 303 Chapter 4

4 Job Analysis and the
Talent Management
Process
4-
Copyright © 2015 Pearson Education,

4-1
Inc.
Learning Objectives
1. Define talent management and explain

why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

4-2
Inc.
Learning Objectives
4. Explain how you would write a

job description.
5. Explain how to write a job
specification. 4-
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.

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Inc.
Define talent management
and explain why it is
important.
4-

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Inc.
The Talent Management
Process
• What Is Talent Management?
o Tasks
o Goal-directed
o Uses the same4-“profile”
o Segments and manages employ
ees
o Integrates/coordinates all talent
management functions

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Inc.
TASKS
• 1. Treats talent management activities such as recruiting and

training as interrelated. For example, having employees with
the right skills depends as much on recruiting, training, and
compensation as on applicant testing.

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Inc.
GOAL-DIRECTED
• 2. Makes sure all talent management decisions (such as

staffing, training, and pay) are goal directed. In other words,
ask, "What recruiting, testing, training, or pay action should I
take to produce the employee competencies we need to
achieve our strategic goals?”

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Inc.
Uses the same “profile”
• 3. Consistently uses the same "profile” of required human
skills, knowledge, and behaviors ("competencies") for
formulating a job's recruitment plans as for making selection,
training, appraisal, and compensation decisions for it. For
example, if "Design complex software application's” Is one
required software engineer skill, then ask interview questions
to assess the candidate on this skill; train the new employee to
improve this skill; and then appraise and compensate the
person based on his or her skill proficiency.

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Inc.
Segments and manages employees
• 4. Actively segments and manages employees. For example,

Accenture recommends identifying the firm's "mission
critical” employees, and then managing their development and
rewards separately from the firm's other employees.

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Inc.
Integrates/coordinates all talent
management functions
• 5. Actively coordinates or integrates the ongoing talent
management functions such as recruiting and training. For
example, HR managers need to make sure they are using the
same skills profile to recruit as to select, train, and appraise for
a particular job, or use special talent management software to
do so.

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Inc.
Review
• Thought of as
linear process
• Definition 4-
• Managing talent
effectively

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Inc.
Discuss the process of
job analysis, including
why it is important.
4-

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Inc.
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.
© 2005 Prentice Hall Inc. All rights reserve 4–13

d.
The Basics of Job Analysis
• Work activities
• Behaviors
• Machines, tools,
equipment, and
work aids
4-
• Performance
standards
• Job context
• Human
requirements

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Inc.
Uses of Job Analysis
Information
• Recruitment and
selection
• EEO compliance 4-
• Performance
appraisal
• Compensation
• Training
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Inc.
STEPS IN JOB ANALYSIS
• Step 1: Decide how you’ll use the

information.
• Step 2: Review relevant background
information.
• Step 3: Select representative positions.
• Step 4: Actually analyze the job.
• Step 5: Verify the job analysis information.
• Step 6: Develop a job description and job
specification.

d.
CHARTING THE ORGANIZATION
• Organization chart
• A chart that shows the organizationwide distribution of work, with titles
of each position and interconnecting lines that show who reports to and
communicates to whom.
• Process chart
• A work flow chart that shows the flow of inputs to and outputs from a
particular job.

d.
IMPROVING PEFORMANCE:
HR as a Profit Center
• Boosting Productivity Through
Work Redesign
o Workflow analysis prompted
4-
several performance-boosting
redesigns
o Firm reduced from four to one
the number of people opening
mail
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Inc.
PROCESS CHART FOR ANALYZING A JOB’S
WORKFLOW
Figure 4–2
d.
Job Analysis Guidelines
• A joint effort
• Clarity of questions
and process 4-
• Different job analysis

methods

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Inc.
Review
• The basics of job analysis

• Uses of job analysis information
4-
• Conducting a job analysis
• Job analysis guidelines

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Inc.
Explain how to use at least three
methods of collecting job analysis
4-
information, including interviews,
questionnaires, and observation.

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Inc.
Methods for Collecting Job Analysis
Information
• Interviews
• Questionnaires JAQ FORM_rev 100809 a.pdf
• Observation 4-
• Diary/logs
• Quantitative
techniques
• Internet-based
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Inc.
Collecting Job Analysis
Information – Interviews
• The Interview
o Typical questions
o Structured interviews
4-
o Pros and cons
o Interviewing guidelines

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Inc.
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

d.
INTERVIEW 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.
• After completing the interview, review and verify the data.

d.
QUESTIONNAIRES
• Information source • Advantages

• Have employees fill out • Quick and efficient way to
questionnaires to describe gather information from
their job-related duties large numbers of
and responsibilities. employees
• Questionnaire formats • Disadvantages
• Structured checklists • Expense and time
• Opened-ended questions consumed in preparing
and testing the
questionnaire

d.
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

4- 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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Inc.
OBSERVATION

• 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.

d.
PARTICIPANT DIARY/LOGS

• 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 activity. • Disadvantages
• Distortion of information
• Depends upon employees
to accurately recall their
activities

d.
QUANTITATIVE JOB ANALYSIS
TECHNIQUES
• The position analysis questionnaire (PAQ)
• A questionnaire used to collect quantifiable data concerning the duties
and responsibilities of various jobs.
• The Department of Labor (DOL) procedure
• A standardized method by which different jobs can be quantitatively
rated, classified, and compared.
• Functional job analysis
• Takes into account the extent to which instructions, reasoning,
judgment, and mathematical and verbal ability are necessary for
performing job tasks.

d.
SAMPLE
REPORT BASED
ON
DEPARTMENT
OF LABOR JOB
ANALYSIS
TECHNIQUE
Figure 4–6
d.
Review
• Interviews
• Questionnaires
• Observation
4-
• Diary/logs
• Quantitative
techniques
• Internet-based

4-33
Inc.
Explain how you
would write a job
description.
4-

4-34
Inc.
Writing Job Descriptions
• Job identification
• Job summary
• Relationships
• Responsibilities and 4-
duties
o Authority
• Performance standards &
working conditions
• Job specifications

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Inc.
SAMPLE JOB
DESCRIPTIO
N, PEARSON
EDUCATION
Source: Courtesy of HR Department,

Pearson Education.
Figure 4–7a
d.
SAMPLE JOB
DESCRIPTIO
N, PEARSON
EDUCATION
Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
d.
“MARKETING MANAGER” DESCRIPTION
FROM
STANDARD OCCUPATIONAL CLASSIFICATION
20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers. Determine the demand for
products and services offered by a firm and Its competitors and identify
potential customers. Develop pricing strategies with the goal of
maximizing the firm’s profits or share of the market while ensuring the
firm’s customers are satisfied.
Source: www.bis.gov, accessed November 13, 2003.

Figure 4–8
d.
IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
• O*NET
o The U.S. Department of Labor’s online
4-
occupational information network
o O*NET lists the specific duties
associated with numerous
occupations

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Inc.
THE JOB DESCRIPTION
• Job identification
• Job title: name of job
• FLSA status section: Exempt or nonexempt
• 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

d.
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.

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.
• Standard Occupational Classification
• Classifies all workers into one of 23 major groups of jobs which are
subdivided into 96 minor groups of jobs and detailed occupations.

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.

d.
Review
• Job descriptions
o Identifying the job,
4-
summary, relationships
o Responsibilities, duties,
standards
• Specifications

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Inc.
Explain how to write a
job specification.
4-

4-45
Inc.
Write a job specification.
4-

4-46
Inc.
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.

d.
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)
• O*NET online
• Standard Occupational Classification
• 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.

d.
Writing job specifications
• Trained vs. untrained

• Judgment 4-
• Statistical analysis
• Task statements

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Inc.
Review
4-

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Inc.
THE SKILLS MATRIX FOR ONE JOB AT BP
The light blue boxes indicate the minimum level of skill required for the job.
Figure 4–12
d.
Explain competency-based job
analysis, including what it means
and how it’s done in practice.
4-

4-52
Inc.
JOB ANALYSIS IN A “JOBLESS” WORLD
• Job
• Generally defined as “a set of closely related activities carried out for
pay.”

d.
Profiles in Talent Management
• Competencies and
competency-based job
analysis
• How to write competencies-
4-
based job descriptions

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Inc.
FROM SPECIALIZED TO ENLARGED JOBS
• 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.

d.
FROM SPECIALIZED TO ENLARGED JOBS (CONT’D)
• 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.

d.
WHY MANAGERS ARE DEJOBBING THEIR COMPANIES
• Dejobbing • External factors leading to

• Broadening the dejobbing.
responsibilities of the • Rapid product and
company’s jobs technological change
• Encouraging employee • Global competition
initiative. • Deregulation,
• Internal factors leading to • Political instability,
dejobbing • Demographic changes
• Flatter organizations • Rise of a service
• Work teams economy.

d.
COMPETENCY-BASED JOB ANALYSIS
• Competencies
• Demonstrable characteristics of a person that enable performance of a
job.
• Competency-based job analysis
• Describing a job in terms of the measurable, observable, behavioral
competencies (knowledge, skills, and/or behaviors) an employee must
exhibit to do a job well.

d.
PERFORMANCE MANAGEMENT
• Performance management
• Managing all elements of the organizational process that affect how well
employees perform.
• Types of competencies
• General competencies
• reading, writing, and mathematical reasoning.
• Leadership competencies
• leadership, strategic thinking, and teaching others.
• Technical competencies
• specific technical competencies required for specific types of jobs and/or
occupations.

d.
IMPROVING PERFORMANCE:
HR Practices Around the Globe
• Daimler Alabama emphasizes

o Just-in-time inventory
4-
o Work teams
o Continuous improvement
• Stressing competencies rather than duties

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Inc.
Review
4-

4-61
Inc.

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4 Job Analysis and the

Copyright © 2015 Pearson Education,

1. Define talent management and explain

Copyright © 2015 Pearson Education,

4. Explain how you would write a

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

• 1. Treats talent management activities such as recruiting and

Copyright © 2015 Pearson Education,

• 2. Makes sure all talent management decisions (such as

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

• 4. Actively segments and manages employees. For example,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

© 2005 Prentice Hall Inc. All rights reserve 4–13

Copyright © 2015 Pearson Education,

• Step 1: Decide how you’ll use the

© 2005 Prentice Hall Inc. All rights reserve 4–16

© 2005 Prentice Hall Inc. All rights reserve 4–17

• Different job analysis

Copyright © 2015 Pearson Education,

• The basics of job analysis

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

• Information sources • Interview formats

© 2005 Prentice Hall Inc. All rights reserve 4–25

• The job analyst and supervisor should work together to

© 2005 Prentice Hall Inc. All rights reserve 4–26

• Information source • Advantages

© 2005 Prentice Hall Inc. All rights reserve 4–27

Observation, while extremely useful is very time-consuming in that one individual

Quantitative techniques include the Position

Internet-based analysis allows the HR department to send questionnaires to

Copyright © 2015 Pearson Education,

• Information source • Advantages

© 2005 Prentice Hall Inc. All rights reserve 4–29

• Information source • Advantages

© 2005 Prentice Hall Inc. All rights reserve 4–30

© 2005 Prentice Hall Inc. All rights reserve 4–31

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,

Source: Courtesy of HR Department,

20. 11-2021 Marketing Managers

Source: www.bis.gov, accessed November 13, 2003.

Copyright © 2015 Pearson Education,

© 2005 Prentice Hall Inc. All rights reserve 4–40

• Relationships (chain of command)

© 2005 Prentice Hall Inc. All rights reserve 4–41

• Responsibilities and duties

© 2005 Prentice Hall Inc. All rights reserve 4–42

© 2005 Prentice Hall Inc. All rights reserve 4–43

Copyright © 2015 Pearson Education,

Copyright © 2015 Pearson Education,