1. 4- Copyright © 2015 Pearson Education, Inc. 4-14 Job Analysis and the Talent Management Process

2. 4- Copyright © 2015 Pearson Education, Inc. 4-2 Define talent management and explain why it is important.

3. 4- Copyright © 2015 Pearson Education, Inc. 4-3 The Talent Management Process What Is Talent Management? We can define talent management as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.

4. 4- Copyright © 2015 Pearson Education, Inc. 4-4 Effectively managing talent means that managers: 1.Understand that talent management tasks are parts of one combined process. 2.Ensure talent management decisions such as staffing, training, and pay are goal-directed. 3.Consistently use the same “profile” of competencies, traits, knowledge, and experience for potential employees. 4.The approach requires that employers proactively manage recruitment, selection, development, and rewards. 5.Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.

5. 4- Copyright © 2015 Pearson Education, Inc. 4-5 Review

6. 4- Copyright © 2015 Pearson Education, Inc. 4-6 Discuss the process of job analysis, including why it is important.

7. 4- Copyright © 2015 Pearson Education, Inc. 4-7 Talent management Talent management begins with understanding what jobs need to be filled, and the human traits and competencies employees need. Job analysis is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them.

8. 4- Copyright © 2015 Pearson Education, Inc. 4-8 The Basics of Job Analysis Work activities Behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements

9. 4- Copyright © 2015 Pearson Education, Inc. 4-9 Uses of Job Analysis Information Recruitment and selection EEO compliance ( the job become validated: Kanunen uygun hale getirmek ) Performance appraisal Compensation Training

10. 4- Copyright © 2015 Pearson Education, Inc. 4-10 Conducting a Job Analysis 1.How will information be used? 2.Background information -such as organizationl charts, process flows 3.Representative positions 4.Collect and analyze data 5.Verify 6.Job description and specification

11. 4- Copyright © 2015 Pearson Education, Inc. 4-11 Job analysis may involve these processes: Workflow analysis Business Process Reengineering (Redesigning) Business process reengineering means redesigning business processes, Job redesign Researches proposed redesigning jobs using methods such as job enlargement, job rotation, and job enrichment. Job enlargement means assigning workers additional same-level activities. Job rotation means systematically moving workers from one job to another. Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition— and therefore more motivation. It does this by empowering the worker—for instance, by giving the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees would do their jobs well because they wanted to, and quality and productivity would rise. That philosophy, in one form or another, is the theoretical basis for the team-based self-managing jobs in many companies around the world today.

12. 4- Copyright © 2015 Pearson Education, Inc. 4-12 IMPROVING PEFORMANCE: IMPROVING PEFORMANCE: HR as a Profit Center Boosting Productivity Through Work Redesign o Workflow analysis prompted several performance-boosting redesigns o Firm reduced from four to one the number of people opening mail

13. 4- Copyright © 2015 Pearson Education, Inc. 4-13 The basics of job analysis Uses of job analysis information Conducting a job analysis Job analysis guidelines Review

14. 4- Copyright © 2015 Pearson Education, Inc. 4-14 Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

15. 4- Copyright © 2015 Pearson Education, Inc. 4-15 Methods for Collecting Job Analysis Information Interviews Questionnaires Observation Diary/logs(keep Diaries) Quantitative techniques Internet-based

16. 4- Copyright © 2015 Pearson Education, Inc. 4-16 Collecting Job Analysis Information – Interviews The Interview o Typical questions o Structured interviews o Pros and cons o Interviewing guidelines

17. 4- Copyright © 2015 Pearson Education, Inc. 4-17 Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based Review

18. 4- Copyright © 2015 Pearson Education, Inc. 4-18 Explain how you would write a job description.

19. 4- Copyright © 2015 Pearson Education, Inc. 4-19 Product of Job Analysis: Job Descriptions Job identification Job summary Relationships Responsibilities and duties o Authority Performance standards & working conditions Job specifications

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21. 4- Copyright © 2015 Pearson Education, Inc. 4-21 Review Job descriptions o Identifying the job, summary, relationships o Responsibilities, duties, standards Specifications

22. 4- Copyright © 2015 Pearson Education, Inc. 4-22 Explain how to write a job specification.

23. 4- Copyright © 2015 Pearson Education, Inc. 4-23 Writing job specifications: « What human tarits and experiences required to do this job effectively» Trained vs. untrained personal Judgment Statistical analysis Task statements

24. 4- Copyright © 2015 Pearson Education, Inc. 4-24 Explain competency-based job analysis, including what it means and how it’s done in practice.

25. 4- Copyright © 2015 Pearson Education, Inc. 4-25 Profiles in Talent Management Competencies and competency-based job analysis How to write competencies- based job descriptions

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27. 4- Copyright © 2015 Pearson Education, Inc. 4-27 HOMEWORK Deadline: 14TH Of March,2016