1. Job Analysis and the Talent Management Process4
Job Analysis and the Talent Management Process
The main topics we’ll cover in this chapter include the talent management process, the basics of job analysis, methods for collecting job analysis information, writing job descriptions, and writing job specifications.
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2. Learning Objectives
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires and observation.
We want to explore what it takes to analyze jobs and manage employee talent effectively. So, we will do the following:
Explain why talent management is important.
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
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3. Learning Objectives
Write job descriptions, including summaries and job functions.
Write a job specification.
Explain competency-based job analysis, including what it means and how it’s done in practice.
You will also be able to:
Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
Write a job specification.
Explain competency-based job analysis, including what it means and how it’s done in practice.
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4. Job Analysis Organizations consist of jobs that have to be staffed.
Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people to hire them.
For this learning objective, we will look more closely at a variety of important considerations such as:
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5. Job Analysis Job analysis produces information for writing
job descriptions (a list of what the job entails) and
job spesifications (what kind of people to hire for the job).
For this learning objective, we will look more closely at a variety of important considerations such as:
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6. The Nature of 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.

7. The Basics of Job Analysis
Work activities
Behaviors
Machines, tools, equipment, and work aids
Performance standards
Job context
Human requirements
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8. Work activities Cleaning Selling Teaching Painting
How, why and when the activities are performed
Work activities. First, he or she collects 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.

9. Human behaviors Sensing Communicating Deciding Writing Job demands
Lifting weights
Walking long distances
Human behaviors. The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.

10. Machines, Tools, Equipment, Work Aids
Products made
Materials processed
Knowledge
Services
Machines, tools, equipment, and work aids. This category includes information regarding products made, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing).

11. Job Context Working conditions Schedule Organizational context
Social context
The number of people with whom the employee would normally interact.
Job context. Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context—for instance, the number of people with whom the employee would normally interact.
Information regarding incentives might also be included here.

12. Performance Standards
Job’s performance standards in terms of quantity or quality levels.

13. Human Requirements Job-related knowledge and skills
Education
Training
Work experience
Personal attributes
Aptitudes
Physical characteristics
Personality
Interests
Human requirements. This includes information regarding the job’s human requirements, such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality,
interests).

14. Uses of Job Analysis Information
Recruitment and selection
Performance appraisal
Compensation
Training
The information collected through a job analysis is used help manage all aspects of an effective HR program.
In terms of recruitment and selection information about what duties the job entails and what human characteristics are required helps in hiring decisions.
Job analysis is crucial for validating all major human resources practices, especially when it comes to legal compliance. You may recall from our earlier discussion of federal laws that care must be exercised in all areas related to employees such as hiring under the Americans with Disabilities Act (ADA).
A job analysis helps compare each employee’s actual performance with his or her duties and performance standards in performance appraisals.
Compensation often depends on the job’s required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.
The job description, which is created from a job analysis, lists the job’s specific duties and skills—and therefore the training—that the job requires.
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15. Uses of Job Analysis Information
Figure 4–1

16. Recruitment and Selection
Job analysis provides information about what the job entails and what human characteristics are required to perform these activities.
This information, in the form of job descriptions and specifications, helps management decide what sort of people to recruit and hire.
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Executive recruiting:
Electronic recruiting:
Monster:
International:
How to recruit:
Assessment and selection:
Recruitment and Selection Job analysis provides information about what the job
entails and what human characteristics are required to perform these activities.
This information, in the form of job descriptions and specifications, helps management
decide what sort of people to recruit and hire.

17. Compensation
Job analysis information is crucial for estimating the value of each.
Usually depends on the job’s required skill and education level, safety hazards, degree of responsibility, and all factors you can assess through job analysis.
Compensation Job analysis information is crucial for estimating the value of each
job and its appropriate compensation. Compensation (such as salary and bonus)
usually depends on the job’s required skill and education level, safety hazards,
degree of responsibility, and so on—all factors you can assess through job analysis. Furthermore, many employers group jobs into classes (say, secretary III and
IV). Job analysis provides the information to determine the relative worth of each
job—and thus its appropriate class.
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18. Performance Appraisal
Managers use job analysis to
determine the job’s specific activities and performance standards.
How to do it
Standards
Self-appraisal
The discussion
Setting goals
How to get a raise
Performance Appraisal A performance appraisal compares each employee’s actual
performance with his or her performance standards.

19. Training
The job description should show the activities and skills—and therefore the training—that the job requires.

20. Conducting a Job Analysis
How will information be used?
Background information (organization charts, process charts)
Conducting a job analysis requires multiple steps.
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.
Step 3: Select representative positions.
Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform 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. .
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21. 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.

22. Conducting a Job Analysis
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
Conducting a job analysis requires multiple steps.
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.
Step 3: Select representative positions.
Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform 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. .
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23. Job Analysis Guidelines
Make the job analysis a joint effort by a human resources manager, the worker and the worker’s supervisor.
Make sure the questions and the process are both clear to the employees.
Finally, use several different job analysis tools. Do not rely just on a questionnaire, for instance, but supplement your survey with a short follow-up interview.
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24. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
We will discuss the most important and most often used methods of collecting information for use in job analysis procedures.
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25. Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Quantitative techniques
Internet-based
Job analysis interviews range from completely unstructured interviews to highly structured ones. We will discuss interviews in more detail on the next slide.
Having employees fill out questionnaires to describe their job-related duties and responsibilities is another popular way to obtain job analysis information.
Another method is to ask workers to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log.
Qualitative methods like interviews and questionnaires are not always suitable. You may need to say that, in effect, “Job A is twice as challenging as Job B, and so is worth twice the pay.” Now, of course, you must be able to prove such a claim quantitatively. The position analysis questionnaire (PAQ) is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items. The 194 items (such as “written materials”) each represent a basic element that may play a role in the job.
Experts at the U.S. Department of Labor (DOL) did much of the early work developing job analysis. The DOL method uses a set of standard basic activities called worker functions to describe what a worker must do with respect to data, people, and things.
For internet-based job analysis, the HR department can distribute standardized job analysis questionnaires to geographically disbursed employees. Such questionnaires may be sent via company intranets, and include instructions to complete the forms and return them by a particular date.
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26. Collecting Job Analysis Information – Interviews
The Interview
Typical questions
What is the job being performed?
What are the education, experience, skill, and certification and licensing requirements?
What are the job’s physical demands? The emotional and mental demands?
Structured interviews
Checklist format
Managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more supervisors who know the job. Some typical interview questions include the following:
And many others
Many managers use a structured format to guide the interview to ensure consistency and be certain key elements are not overlooked.
The interview’s wide use reflects its advantages. It’s a simple and quick way to collect information, including information that might not appear on a written form.
Distortion of information is the main problem—whether due to outright falsification or honest misunderstanding.
The basic interviewing guidelines include:
Quickly establish rapport.
Use a structured guide.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
Review the information with the worker’s immediate supervisor and with the interviewee.
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27. The Interview Information sources Advantages Disadvantages
Individual employees
Groups of employees
Supervisors with knowledge of the job
Advantages
Quick, direct way to find overlooked information.
Disadvantages
Distorted information
Interview formats
Structured (Checklist)
Unstructured

28. 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.

29. Sample Interview Questions
What is the job being performed?
What are the major duties of your position? What exactly do you do?
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?

30. Sample Interview Questions (continued)
What are the basic accountabilities or performance standards that typify your work?
What are your responsibilities? What are the environmental and working conditions involved?
What are the job’s physical demands? The emotional and mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?

31. Collecting Job Analysis Information
Questionnaires
Questionnaires also may be structured or unstructured, depending on the situation and job under review.
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32. Questionnaires Information source Advantages Disadvantages
Have employees fill out questionnaires to describe their job-related duties and responsibilities.
Questionnaire formats
Structured checklists
Opened-ended questions
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expense and time consumed in preparing and testing the questionnaire

33. Collecting Job Analysis Information
Observation
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.
Direct observation is especially useful when jobs consist mainly of observable physical activities—assembly-line worker and accounting clerk are examples.
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34. Observation Information source Advantages Disadvantages
Observing and noting the physical activities of employees as they go about their jobs.
Advantages
Provides first-hand information
Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental activity.

35. Participant Diary/Logs
Information source
Workers keep a chronological diary/ log of what they do and the time spent in each activity.
Advantages
Produces a more complete picture of the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees to accurately recall their activities

36. Sample Report Based on Department of Labor Job Analysis Technique

37. The most important product of job analysis is the job description.
Let’s discuss how a job description should be written.
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38. Job Description
The employer always uses the job analysis to (at least) produce a job description.
The 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.
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39. Writing Job Descriptions
Sections of a typical job description
Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
Job specifications

40. The Job Description Job identification Job summary
Job title: name of job
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

41. 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.

42. Relationships Statement for Human Resource Director
Works with employment agencies, recruiters, union reps, state and federal agencies, vendors
Works with all department managers and executive management
There is occasionally a relationships statement (not in the example), which shows
the jobholder’s relationships with others inside and outside the organization.

43. The Job Description (cont’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.

44. Responsibilities and Duties
Examples
Establishes marketing goals to ensure share of market
Maintaining balanced and controlled inventories
Defines the limits of job holder’s authority
Purchasing authority
Discipline
Interviewing and hiring
This section presents a list of the job’s major responsibilities and duties and lists each of the job’s major duties separately, and describe it in a few sentences.
You can use the Department of Labor’s
Dictionary of Occupational Titles here for itemizing
the job’s duties and responsibilities.
This section should also define the limits
of the jobholder’s authority, including his or
her decision-making authority, direct supervision
of other personnel, and budgetary limitations.

45. The Job Description (cont’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.
Working conditions include the location, tools, environment (hot, cold, etc.) and the like.

46. Standards of Performance - Example
Duty: Meeting Daily Production Schedule
Work group produces no fewer than 426 units per working day
Next workstation rejects no more than an average of 2% of units
Weekly overtime does not exceed an average of 5%
Some job descriptions contain a standards of performance section. This lists the
standards the employee is expected to achieve under each of the job description’s
main duties and responsibilities.
One straightforward way of setting standards is to finish the statement: “I will be
completely satisfied with your work when . . .” This sentence, if completed for
each duty listed in the job description, should result in a usable set of performance
standards.

47. Sample Job Description, Pearson Education

48. Sample Job Description, Pearson Education

49. Writing Job Specifications
What human traits and experience are required to do this job effectively?
It shows what kind of person to recruit and for what qualities you should test that person.
Writing job specifications for trained employees is relatively straightforward. Here your job specifications might focus mostly on traits like length of previous service, quality of relevant training, and previous job performance. The problems are more complex when you’re filling jobs with untrained people. Here you must specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.
When writing specifications based on judgment, one basic question must be answered. The question is, “What does it take in terms of education, intelligence, training, and the like to do this job well?”
Basing job specifications on statistical analysis is the more defensible approach, but it’s also more difficult. The aim here is to determine statistically the relationship between (1) some predictor, and (2) some indicator or criterion of job effectiveness. Predictors include items such as a human trait – height, intelligence, or finger dexterity. Indicators include items such as performance as rated by the supervisor.
Finally, each of a job’s task statements shows what the worker does on one particular job task, how the worker does it, and for what purpose.

50. 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.

51. Job Analysis in a “Jobless” World
From specialized to enlarged jobs
Empowerment

52. 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.

53. 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.

54. Rapid product and technological changes
Trends and De-Jobbing
Rapid product and technological changes
Competition
Dejobbing—broadening the responsibilities of the company’s jobs, and
encouraging employees not to limit themselves to what’s on their job descriptions
—is a result of the changes taking place in business today. Organizations
need to grapple with trends like rapid product and technological change, global
competition, deregulation, political instability, demographic changes, and a shift
to a service economy. This has increased the need for firms to be responsive, flexible,
and generally more competitive. In turn, the organizational methods managers
use to accomplish this have helped weaken the meaning of job as a well-defined
and clearly delineated set of responsibilities.
Global Changes
Demographics

55. Traditional Organization Chart

56. Flatter Organizations
Flatter Organizations Instead of traditional pyramid-shaped organizations with
seven or more management layers, flat organizations with just three or four levels
are becoming more prevalent.
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57. How Organizations are Responding
The boundaryless organization
Re-engineering
“Broadbanding” job descriptions
Performance-based job descriptions
Empowered employees
Skills matrices
The Boundaryless Organization In a boundaryless organization the widespread
use of teams and similar structural mechanisms reduces and makes more
permeable the boundaries that typically separate departments (like sales and production)
and hierarchical levels.
Reengineering is “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.”
Work Teams Managers increasingly organize tasks around teams and processes rather than around specialized functions.

58. Flat and Boundaryless Organizations
General
Electric
WAL MART
NOTE: Check out some of the links about people, success stories and values of these organizations.
GE:
IKEA:
Procter & Gamble:
Wal-Mart:
I K E A
Procter & Gamble

59. Apollo Hospital has been growing in size as it offers quality, prompt-caring services to the patients. Dr. Chandrashekar the Administrator is a person with good medical knowledge but lacks knowledge and skills involved in human resources management. The hospital has large quantities of medicine, equipment, spare parts of important machines installed in the hospital. As usual, the Hospital has employed a “storekeeper” with no previous experience of Hospital Stores.
Mr. Ramakant the storekeeper was working earlier in an engineering firm and had sufficient knowledge of such stores. Ramakant reports to the purchase Executive whose job is to order requisite materials for requirements of the entire Hospital. Dr. Chandrashekhar has been receiving various complaints from the staff and doctors of non-availability of medicines, drugs, spares of equipment and other consumables required in the Hospital having 500 beds.
Since the hospital so far did not employ a qualified Personnel Manager, the administrators are not aware of the job analysis procedures, nor do they have job description and job specification of any of the jobs being performed.
Questions:
(1) Write down the job analysis, job description and job specification of a storekeeper’s job.
(2) What specific standards and specification would you include in the job description and job specification.
(3) Which are the staff members from whom you would collect useful information and requirements of this job?