1. Human Resources Management 12e Gary Dessler
Copyright © 2011 Pearson Education

2. HUMAN RESOURCE MANAGEMENT Global Edition 12e
Job Analysis and the Talent Management Process

3. Human Resources Management 12e Gary Dessler
LEARNING OUTCOMES
Define talent management and explain why it is important.
Discuss the process of job analysis, including why it is important.
Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
Explain how you would write a job description.
Explain how to write a job specification.
Explain job analysis in a ‘jobless’ world, including what it means and how it’s done in practice
Copyright © 2011 Pearson Education

4. Explain why talent management is important.
The usual process of talent management consists of the following steps: -Decide what positions to fill -Build a pool of job candidates -Application forms -Use selection tools -Make an offer -Orient, train, and develop -Appraise -Reward and compensate

5. What Is Talent Management?
We can define talent management as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.
Talent management means getting the right people (in terms of competencies) in the right jobs, at the right time, doing their jobs correctly.
Effectively managing talent means that managers:
- Tasks
- Goal-directed
- Uses the same “profile”
- Segments and manages employees
- Integrates/coordinates all talent management functions

6. Discuss the nature of job analysis, including what it is
and how it’s used.
For this learning objective, we will look more closely at a variety of important considerations such as:
What job analysis information typically is used for
How to conduct a job analysis
Job analysis guidelines
How to collect job analysis information

7. 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.

8. Types of Information Collected
Human Resources Management 12e Gary Dessler
Types of Information Collected
Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and work aids
Performance standards
Information Collected Via Job Analysis
Actual work activities of the job—how, why, and when the worker performs each activity.
Human behaviors the job requires: communicating, deciding, and writing, lifting weights or walking long distances.
Machines, tools, equipment, and work aids used on the job: tools used, materials processed, knowledge dealt with or applied, and services rendered.
Standards of expected employee job performance: quantity and\or quality output levels that can be used to appraise employees.
The organizational and social context in which the job exists: physical working conditions, work schedules, and incentives
The job’s human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).
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9. Actual work activities: of the job—how, why, and when the worker performs each activity.
Human behaviors the job requires: communicating, deciding, and writing, lifting weights or walking long distances.
Machines, tools, equipment, and work aids used on the job: tools used, materials processed, knowledge dealt with or applied, and services rendered.
Standards of expected employee job performance: quantity and\or quality output levels that can be used to appraise employees.
The organizational and social context in which the job exists: physical working conditions, work schedules, and incentives
The job’s human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

10. Uses of Job Analysis Information
Human Resources Management 12e Gary Dessler
Uses of Job Analysis Information
Recruitment and selection
Compensation
EEO compliance
Equal employment opportunity
Discovering unassigned duties
Performance appraisal
Training
Information Collected via Job Analysis
Job analysis provides the information required for other organizational activities that depend on and also support the job.
Job analysis provides required duties and desired human characteristics information needed to effectively Recruit and Select individuals for jobs.
Compensation factors such as skill and education level, safety hazards, degree of responsibility, and so on are assessed by job analysis.
Knowledge of specific duties and requisite skills of a job is required for proper Training of employees.
Correctly conducting a Performance Appraisal requires knowledge of the job’s duties and standard.
Job analysis is a method for Discovering Unassigned Duties that should become a formal part of a job.
Job analysis is required to validate essential job functions and other HRM for EEO Compliance under the Uniform Guidelines on Employee Selection.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

11. Uses of Job Analysis Information
1. Recruitment and Selection – Job descriptions and job specifications are formed from the information gathered from a job analysis, which help management decide what sort of people to recruit and hire.
2. Compensation – The estimated value and the appropriate compensation for each job is determined from the information gathered from a job analysis. 
3. Training – Based on the job analysis, the job description should show the job’s required activities and skills.
4. Performance Appraisal – Managers use job analysis to determine a job’s specific activities and performance standards.
5. Discovering Unassigned Duties – Job analysis can help reveal unassigned duties. 
6. EEO Compliance – The U.S. Federal Agencies’ Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial step in validating all major personnel activities.

12. Uses of Job Analysis Information
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Relations Employee &Labor
Legal Considerations
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Knowledge
Skills
Abilities

13. Steps in Job Analysis Explain how you would conduct a job analysis
Human Resources Management 12e Gary Dessler
Steps in Job Analysis Explain how you would conduct a job analysis
Steps in doing a job analysis: 1 3 2
Decide how you’ll use the information. 4
Review relevant background information. 5
Select representative positions. 6
Actually analyze the job.
Verify the job analysis information.
Develop a job description and job specification.
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14. Steps in Job Analysis
1. Decide how the information will be used because that will determine what data will be collected and how it should be collected.
2. Review relevant background information, such as organization charts, process charts, and job descriptions.
3. Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all.
4. Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.
5. Verify the job analysis information with job incumbents and supervisors to confirm that it is factually correct and complete.
6. Develop a job description and job specification from the information. Increasingly, these steps are being streamlined through the use of collaboration software.

15. Charting the Organization
Organization chart
A chart that shows the organization wide 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.

16. Human Resources Management 12e Gary Dessler
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
A process chart provides a detailed picture of a job’s work flow. In its simplest form, a process chart shows the flow of inputs to and outputs from the job you’re analyzing.
In this figure, a quality control clerk is expected to review components from suppliers, check components going to the plant managers, and give information regarding components’ quality to these managers.
An existing job description, if there is one, usually provides a starting point for building the revised job description.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

17. Job Analysis Guidelines
Make the job analysis a joint effort by a human resources specialist, the worker and the worker’s supervisor. 
If there are several employees doing the same job in different departments, collect job analysis information from employees in different departments, not just one. 
Make sure the questions and process are clear to the employees. 
Use several different tools for job analysis.

18. Methods for Collecting Job Analysis Information
Interviews
Questionnaires
Observation
Diary/logs
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.
Direct observation is especially useful when jobs consist mainly of observable physical activities—assembly-line worker and accounting clerk are examples.
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.

19. Methods of Collecting Job Analysis Information: The Interview
Information sources
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

20. 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.

21. Methods of Collecting Job Analysis Information: Questionnaires
Information source
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

22. Methods of Collecting Job Analysis Information: Observation
Information source
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.

23. Methods of Collecting Job Analysis Information: 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

24. Human Resources Management 12e Gary Dessler
Methods of Collecting Job Analysis Information: Quantitative Techniques
1- Position Analysis Questionnaire
3- Functional Job Analysis
Quantitative Job Analysis
2- Department of Labor (DOL) Procedure
Qualitative methods like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, a mere listing of duties may not suffice.
You may need to say that, in effect, “Job A is twice as challenging as Job B, and so is worth twice the pay.” To do this, it helps to have quantitative ratings for each job. The position analysis questionnaire and the Department of Labor approach are quantitative methods for doing this.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

25. Quantitative Job Analysis Techniques
1-The position analysis questionnaire (PAQ)
Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, (see Figure 4-4) on five basic activities:
1) having decision-making/communication/social responsibilities,
2) performing skilled activities,
3) being physically active,
4) operating vehicles/equipment, and
5) processing information.

26. -3- Functional job analysis
2- Department of Labor Procedure (DOL)
is a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things. Table 4-1 shows a set of basic activities, and Figure 4-6 gives a sample summary.
-3- Functional job analysis
Takes into account the extent to which instructions, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks.

27. Human Resources Management 12e Gary Dessler
Methods of Collecting Job Analysis Information: Internet-Based Job Analysis
Standardized questionnaires are frequently distributed, with instructions, via the Internet or intranet. The danger is that important points may be missed or misunderstood, clouding results. The Department of Labor’s O*NET method can help overcome these difficulties. Figure 4-7 shows selected general work activities.
Methods such as questionnaires and interviews present some drawbacks. For example, face-to-face interviews and observations can be time consuming. And collecting the information from geographically dispersed employees can be challenging.
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28. Internet-Based Job Analysis

29. Writing Job Descriptions Sections of a typical job description
Human Resources Management 12e Gary Dessler
Writing Job Descriptions Sections of a typical job description
Job identification
Job summary
Responsibilities and duties
Authority of the incumbent
Standards of performance
Working conditions
Job specifications
Sections of a Typical Job Description
There is no standard format for writing a job description. However, most descriptions contain sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specifications
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30. The Job Description Job identification Job summary
Job title: name of job
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

31. 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.

32. 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.

33. 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.

34. The Job Description Job Identification Job title Preparation date
Preparer
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:
Responsibilities and Duties
Major responsibilities and duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of Performance and Working Conditions
What it takes to do the job successfully 34

35. Using the Internet for Writing Job Descriptions O*NET
Human Resources Management 12e Gary Dessler
Using the Internet for Writing Job Descriptions O*NET
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
We’ll focus here on the steps in writing a job description using job information gathered from the Bureau of Labor’s O*NET site.
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36. Writing Job Specifications
Human Resources Management 12e Gary Dessler
Writing Job Specifications
Job specifications for trained versus untrained personnel
Job specifications based on statistical analysis
“What human traits and experience are required to do this job well?”
Job specifications based on judgment
The job specification focuses on the person in answering the question, “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. The job specification may be a section of the job description, or a separate document.
Job specifications for trained employees focus on traits like length of previous service, quality of relevant training, and previous job performance.
Job specifications can be based on the best judgments of the common-sense experiences of supervisors and human resource managers. The basic procedure here is to ask, “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 more defensible than the judgmental approach because equal rights legislation forbids using traits that can’t be proved to distinguish between high and low job performers.
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37. 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.
Specifications Based on Judgment
Self-created judgments (common sense)
List of competencies in Web-based job descriptions (e.g.,
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

38. Steps in the Statistical Approach
Analyze the job and decide how to measure job performance
Select personal traits (like finger dexterity) that you believe should predict successful performance
Test candidates for these traits
Measure these candidates’ subsequent job performance
Statistically analyze relationship between the human trait (finger dexterity) and job performance

39. problems associated with Job analysis?
Top management support is missing .
Weak participating of the supervisor & jobholders in job analysis.
No training of motivation of job holders
Employees are not allowed sufficient time to complete the analysis.
Activities may be distorted.

40. Job Analysis in a “Jobless” World
Generally defined as “a set of closely related activities carried out for pay.”

41. Job Analysis in a Worker-Empowered World
Human Resources Management 12e Gary Dessler
Job Analysis in a Worker-Empowered World
Job Enlargement
Job Enrichment
Job Design: From Specialized to Enriched Jobs
Job Rotation
Job enlargement attempts to make work more motivating by assigning workers additional same-level activities.
Job rotation involves systematically moving workers from one job to another.
Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
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42. Job enlargement Job enrichment
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.
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

43. Human Resources Management 12e Gary Dessler
Other Changes at Work
Flattening the organization
Reengineering business processes
Changing the Organization and Its Structure
Using self-managed work teams
Changes in how work is organized is evidenced by flattening of the organization, the rise of self-managed teams, and the constant focus on improving productivity through reengineering.
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44. Flatter organizations :Flatter organizations with three or four levels of management are becoming more prevalent than the traditional pyramid-shaped organizations with seven or more layers of management. Self-managed work teams: Self-managed work teams, where tasks are organized around teams and processes rather than around specialized functions, are being used increasingly more by organizations Reengineering :refers to fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance measures.

45. Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable the performance of a job
Reasons for Competency-Based Job Analysis
To support a high-performance work system
To create strategically-focused job descriptions
To support the performance management process in fostering, measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies

46. Competency-Based Job Analysis (cont)
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.

47. FIGURE 4-8 The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.

48. FIGURE 4-9 HR Scorecard for KAMCO: Recruitment and Placement
Source: Prepared by Dr. Dmytro Roman Kulchitsky, Ph.D., the American University of Kuwait.

49. Key Terms job analysis job description job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
U.S. Department of Labor (DOL)
job analysis procedure
functional job analysis
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
dejobbing
boundaryless organization
reengineering
competencies
competency-based job analysis
performance management