TALENT ACQUISITION

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 4 Job Analysis and the
Talent Management
Human Resource
Process
Management
14th Edition, Global Edition

4-

By Gary Dessler

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 Human Resources

1. Recruitment and selection

Hiring and keeping the most suitable
people for your business.
2. Training and development
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3. Performance management
4. Compensation and benefits
5- Payroll
6-Personnel

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 Talent management

1. Talent Acquisition. (Hiring and Keeping

the most suitable people for your
business)
2. Talent development4-
3. Performance management
4. Compensation and benefits
5- Payroll and Personnel

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 Talent Acquisition

1. Job Analysis.
2. Job design
3. Employer branding
4. Workforce Planning.
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5. Recruitment.
6. Interviewing.
7. Orientation – on-boarding.

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 Learning Objectives

1. Define talent management and explain

why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

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 Learning Objectives

4. Explain how you would write a

job description.
5. Explain how to write a job
specification. 4-
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.

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Define talent management
and explain why it is
important.
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 The Talent Management
Process
What Is Talent Management?
the goal-oriented and integrated process of
planning, recruiting, developing, managing, and
compensating employees.
o Tasks (unified process)
o Goal-directed 4-
o Uses the same competencies “profile”
o Segments and manages employees with
leadership alignment
o Integrates/coordinates all talent management
functions

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 Staffing manager and Line
Manager

1. Staffing Manager ( Job Analysis -

Recruitment, Training ,
Performance Management, Salary
4-
Structure) – HR Manager
2. Line Manager – Department
Manager.
3. Awareness Sessions

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Job Analysis
1- Job Description
2- Job Specification

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 The Basics of Job Analysis
1. Work activities
2. Behaviors
3. Machines, tools,
equipment, and
work aids
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4. Performance
standards
5. Job context
6. Human
requirements

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 Uses of Job Analysis
Information
• Recruitment and
selection
• Performance
4-
appraisal
• Compensation
• Training

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 Conducting a Job
Analysis
1. How will information be used?
2. Background information (org
chart-workflow analysis-
4-
reengineering)
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
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 IMPROVING PEFORMANCE:
HR as a Profit Center
• Boosting Productivity Through
Work Redesign
o Workflow analysis prompted
4-
several performance-boosting
redesigns
o Firm reduced from four to one
the number of people opening
mail
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➢ Job enlargement – Job rotation – Job Enrichment

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Business Process Reengineering Business process reengineering
means redesigning business processes, usually by combining steps, so
that small multifunction teams, often using information technology,
do the jobs formerly done by a sequence of departments.
The basic reengineering approach is to:
• 1. Identify a business process to be redesigned (such as processing an insurance claim)
• 2. Measure the performance of the existing processes
• 3. Identify opportunities to improve these processes
• 4. Redesign and implement a new way of doing the work
• 5. Assign ownership of sets of formerly separate tasks to an individual or a team who use
new
• computerized systems to support the new 4- arrangement

Job enlargement means assigning workers additional same-level activities. Thus, the worker
who previously only bolted the seat to the legs might attach the back too.
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.

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 Job Analysis Guidelines

• A joint effort between

HR, the worker and
supervisor 4-

• Clarity of questions
and process
• Different job analysis
methods and jointly

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Methods for Collecting Job Analysis
Information
• Interviews
job holder
candidate
4-
• Questionnaires
• Observation

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 4-

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 Task / duty / responsibility
Statement
Action Verb Object of the verb Why the work is done How the work is done
(What the worker (To whom or what it is (Expected Output) (Procedures, tools, equipment, work aids)
does) done)

Sort correspondence and to facilitate filing them alphabetically.

reports

Job Specifications ksa

4-
Knowledge
Skills hard and soft
Abilities
Competencies
Capabilities
As is
Should be

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 EXAMPLES OF ACTION VERBS

◼ Provides ◼ Reports
◼ Reviews ◼ Creates
◼ Designs ◼ Enters
◼ Schedules ◼ Directs
◼ Manages ◼ Counsels
◼ Develops ◼ Maintains
◼ Writes

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 Examples of Action Verbs

◼ Provides ◼ Reports
◼ Reviews ◼ Creates
◼ Assists ◼ Enters
◼ Designs 4- ◼ Directs
◼ Schedules ◼ Counsels
◼ Prepares ◼ Coordinate
◼ Manages s
◼ Develops ◼ Maintains
◼ Writes
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THE JOB CHARACTERISTICS MODEL

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 Collecting Job Analysis
Information – Interviews

o Typical questions
o Structured interviews
o Pros and cons
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. 4-
Distortion of information is the main problem—whether due to outright
falsification or honest misunderstanding.

o Interviewing guidelines
1. Quickly establish rapport.
2. Use a structured guide.
3. Ask the worker to list his or her duties in order of importance and
frequency of occurrence.
4. Review the information with the worker’s immediate supervisor and
with the interviewee.

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 Writing Job Descriptions

• Job identification
• Job summary
• Relationships
• Responsibilities and 4-
duties
o Authority
• Performance standards &
working conditions
• Job specifications

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 4-

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 IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
• O*NET
o The U.S. Department of Labor’s
4-
online occupational information
network
o O*NET lists the specific duties
associated with numerous
occupations
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Write a job specification.
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 Writing job specifications

• Trained vs. untrained

• Judgment 4-

• Statistical analysis
• Task statements

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 Review

4-

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 Profiles in Talent Management
• Competencies and
competency-based job
analysis
• How to write competencies-
4-
based job descriptions

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 IMPROVING PERFORMANCE:
HR Practices Around the Globe

• Daimler Alabama emphasizes

o Just-in-time inventory
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o Work teams
o Continuous improvement
• Stressing competencies rather than duties

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 Review

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 HOW TO WRITE COMPETENCIES
STATEMENTS
• You should complete the following statement ‘in
order to complete this job completely, the
employee should be able to……’
• It includes three elements:
1- brief description of the competency ex. Project
management; the art of creating effective and
accurate schedules
2- description of the observable behaviours; manage
project tasks, accountable for execution
outcomes…etc.
3- proficiency level; depending on the management
level
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 Translating Strategy into HR Policies &
Practices: Improving Performance at
the Hotel Paris

• Based on the hotel’s stated strategy, list at

least four more important employee
behaviors important4-for the Hotel Paris’s
staff to exhibit.

• If time permits, spend some time prior to

class observing the front-desk clerk at a
local hotel. In any case, create a job
description for a Hotel Paris front-desk clerk.
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Hotel Paris
Strategy
Chapter 4

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