1. Clarasia Monica Siera Zahra
Job analysis and the talent management process
Clarasia Monica
Siera Zahra

2. THE TALENT MANAGEMENT PROCESS
Traditional way to view staffing, training, appraisal, development, and compensation:
Decide what positions to fill, through job analysis, personnel planning, and forecasting.
Build a pool of job candidates, by recruiting internal or external candidates.
Have candidates complete application forms and perhaps undergo initial screening interviews.
Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates.
Decide to whom to make an offer.
Orient, train, and develop employees to provide them with the competencies they need to do their jobs.
Appraise employees to assess how they re doing.
Reward and compensate employees to maintain their motivation.

3. Talent management is ...
the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees

4. THE BASIC 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 jobs human requirements, that is, the requisite education, skills, personality, and so on another product of a job analysis.
Types of information:
Work activities
Human behaviors
Machines, tools, equipment, and work aids
Performance standards
Job context
Human requirements

5. Uses of job analysis informasion:
Compensation
Performance Appraisal
Training
Job Description and Job Specification
EEO Compliance
Recruiting and Selection Decisions

6. Conducting a job analysis
Step 1: Decide how you’ll use the information
Step 2: Review relevant background information such as organization charts, process charts, and job describtion
Step 3: Select representative positions
Step 4: Actually analyze the job
Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor
Step 6: Develop a job description and job specification

7. METHOD FOR COLLECTING JOB ANALYSIS INFORMATION
Interview
Questionnaires
Observation
Participant Diary/Logs
Quantitative Job Analysis Technique
Internet-Based Job Analysis

8. Writing Job Descriptions
A job description is a written statement of what the worker actually does, how he or she does it, and what the job s working conditions are.

9. Job identification

10. The job summary should summarize the essence of the job, and include only its major functions or activities.
Job Summary
Make it clear in the summary that the employer expects the employee to carry out his or her duties efficiently, attentively, and conscientiously.

11. Relationships
There may be a relationships statement (that shows the jobholder’s relationships with others inside and outside the organization. For a human resource manager, such a statement might look like this:
Reports to: Vice president of employee relations.
Supervises: Human resource clerk, test administrator, labor relations director, and one secretary.
Works with: All department managers and executive management.
Outside the company: Employment agencies, executive recruiting firms, union representatives, state and federal employment offices, and various vendors.

12. Responsibilities & Duties
It should present a list of the job’s significant responsibilities and duties
Responsibilities & Duties
This section may also define the limits of the jobholder s authority.

13. Standards of Performance and Working Conditions
A standards of performance section lists the standards the company expects the employee to achieve for each of the job descriptions main duties and responsibilities.
Duty: Accurately Posting Accounts Payable
The job description may also list the working conditions involved on the job. These might include things like noise level, hazardous conditions, or heat.

14. Using the internet for Writing Job Descriptions
O*NET
How to use O*NET
Decide on a Plan.
Develop an Organization Chart
Use a Job Analysis Questionnaire
Obtain Job Duties from O*NET
List the Job’s Human Requirements from O*NET
Finalize the Job Description

15. Writing Job Specifications
Specifications for Trained Vs Untrained Personnel
Specifications Based on Judgment
Job Specifications Based on Statistical Analysis
Using Task Statements

16. Profiles in talent management
Competencies and Competency-Based Job Analysis
Employers often use competency-based job analysis to create such profiles.
Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit.

17. How to write job competencies-based job descriptions
Defining the jobs competencies and writing them up is similar in most respects to traditional job analysis

18. Thank you