HUMAN RESOURCE MANAGEMENT

Global Edition 16e

Chapter 3
Job Analysis
and the Talent
Management Process

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
LEARNING OBJECTIVES
1. Define talent management, and explain what talent
management-oriented managers do.
2. Discuss the process of job analysis, including why it is
important.
3. Explain and use at least three methods of collecting job
analysis information.
4. Explain how you would write a job description, and what
sources you would use.
5. Explain how to write a job specification.
6. Give examples of competency-based job analysis.

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 Define talent management, and explain what
talent management-oriented managers do
• Talent Management
➢ The goal-oriented and integrated process of planning, recruiting,
developing, managing, and compensating employees.

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 Talent Management Process
1. Decide what positions to fill, through job analysis, personnel
planning, and forecasting.
2. Build a pool of job applicants, by recruiting internal or external
candidates.
3. Obtain application forms and perhaps have initial screening
interviews.
4. Use selection tools like tests, interviews, background checks,
and physical exams to identify viable candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees so they have the
competencies to do their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation.

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 What talent management-oriented managers do?

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The Basics of Job Analysis: Terms
• 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 Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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 Uses of Job Analysis Information

Recruitment
and selection

Compensation
EEO Information
compliance Collected via
Job Analysis
Performance
appraisal

Training

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 FIGURE 4–2 Uses of Job Analysis Information

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Steps in Job Analysis

Steps in doing a job analysis:

1 Identify the use to which the information will be put

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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 FIGURE 4–3 Process Chart for Analyzing a Job’s Workflow

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 Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

Quantitative Job Analysis

Online Job Analysis Method
Techniques

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 Job Analysis: Interviewing Guidelines
• 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. 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?”)
• 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 supervisor and the worker.

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 Methods for 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
• Disadvantage
➢ Distorted information

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 Methods for Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
➢ Have employees fill out ➢ Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
➢ Structured checklists ➢ Expense and time
➢ Open-ended questions
consumed in preparing and
testing the questionnaire

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 FIGURE 4–4 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

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 FIGURE 4–4 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

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 Methods for 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
about their jobs by of information
managers.
• Disadvantages
➢ Time consuming
➢ Reactivity response distorts
employee behavior
➢ Difficulty in capturing
entire job cycle
➢ Of little use if job involves a
high level of mental activity

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 Methods for Collecting Job Analysis
Information: Participant Diaries/Logs
• Information Source • Advantages
➢ Workers keep a ➢ Produces a more complete
chronological diary or log picture of the job
of what they do and the ➢ Employee participation
time spent on each activity
• Disadvantages
➢ Distortion of information
➢ Depends upon employees
to accurately recall their
activities

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 Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Department of
Position Analysis Labor (DOL)
Questionnaire Procedure

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 FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are

grouped into six dimensions.
This exhibit lists 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.

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 FIGURE 4–5 Sample Report Based on Department of Labor Job Analysis Technique

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Online Job Analysis Method
• Advantages
➢ Collects information in a standardized format from
geographically dispersed employees
➢ Requires less time than face-to-face interviews
➢ Collects information with minimal intervention or guidance

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 FIGURE 4–6 Selected O*NET General Work Activities Categories

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 Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

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The Job Description
• Job Identification • Responsibilities and Duties
➢ Job title ➢ Major responsibilities and
➢ FLSA status section duties (essential functions)
➢ Preparation date ➢ Decision-making authority

➢ Preparer ➢ Direct supervision

➢ Budgetary limitations
• Job Summary
➢ General nature of the job • Standards of Performance
➢ Major functions/activities and Working Conditions
➢ What it takes to do the job
• Relationships successfully
➢ Reports to:
➢ Supervises:
➢ Works with:
➢ Outside the company:

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 FIGURE 4–7 Sample Job Description, Pearson Education

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 FIGURE 4–7 Sample Job Description, Pearson Education (cont’d)

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 FIGURE 4–8 Marketing Manager Description from
Standard Occupational Classification

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Using the Internet for Writing Job Descriptions

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 TABLE 4–2 SOC Major Groups of Jobs

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Writing Job Descriptions (cont’d)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Simplified Job Analysis Questionnaire
Step 4. Obtain List of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements
from O*NET
Step 6. Finalize the Job Description

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 FIGURE 4–9 Simple Job Description Questionnaire

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Using O*Net for Writing Job Descriptions

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Using O*Net for Writing Job Descriptions (cont’d)

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Using O*Net for Writing Job Descriptions (cont’d)

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 Writing Job Specifications

“What human traits and

experience are required to
do this job well?”

Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis

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Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should
predict successful performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job
performance.
5. Statistically analyze the relationship between the
human traits and job performance.

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 Job Analysis in a Worker-Empowered
World

Job Design:
From Specialized
to Enriched Jobs

Job Job Job

Enlargement Rotation Enrichment

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 Other Changes at Work

Changing the
Organization and
Its Structure

Flattening the Using self-managed Reengineering

organization work teams business processes

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Competency-Based Job Analysis
• Competencies
➢ Demonstrable characteristics of a person that enable
performance of a job.
• Reasons for Competency-Based Job Analysis
➢ To support a high-performance work system (HPWS).
➢ To create strategically-focused job descriptions.
➢ To support the performance management process in
fostering, measuring, and rewarding:
❖ General competencies
❖ Leadership competencies
❖ Technical competencies
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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.
• Use off-the-shelf competencies databanks

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 FIGURE 4–11 The Skills Matrix for One Job at BP

Note:​​ This is an example of​a skills matrix for technical/ engineering

product development​employees. The blue numbered boxes
show the level required for​each skill for
these​product​development​employees.

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