Human Resource Management
Seventeenth Edition, Global Edition
Chapter 4
Job Analysis and the
Talent Management
Process
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Learning Objectives (1 of 2)
4.1 Define talent management and explain what talent
management-oriented managers do.
4.2 Discuss the process of job analysis, including why it is
important.
4.3 Explain and use at least three methods of collecting job
analysis information.
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Learning Objectives (2 of 2)
4.4 Explain how you would write a job description, and
what sources you would use.
4.5 Explain how to write a job specification.
4.6 Give examples of competency-based job analysis.
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Learning Objective 4.1: Define Talent
Management, and Explain What Talent
Management-Oriented Managers Do.
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What Is Talent Management?
• Talent management—is the integrated and results and
goal-oriented process of recruiting, selecting, developing,
motivating, and retaining employees.
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Steps in the Talent Management Process
• Decide what positions to fill
• Build a pool of job candidates
• Obtain application forms
• Use selection tools
• Decide to whom to make an offer
• Orient, train, and develop employees
• Appraise employees
• Compensate employees to maintain their motivation
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Talent Management Software
• Automates many of the talent management steps.
• Helps coordinate the results of activities.
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Learning Objective 4.2: Discuss
the Process of Job Analysis,
Including Why It Is Important.
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What Is Job Analysis?
• Job Analysis—is the procedure for determining the
duties and skill requirements of a job and the kind of
person who should be hired for it.
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The Basics of Job Analysis
• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements
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Uses of Job Analysis Information
• Recruitment and selection
• EEO compliance
• Performance appraisal Figure 4-2 Uses of Job Analysis Information
• Compensation
• Training
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Conducting a Job Analysis
1. Identify the use to which information will be put
2. Review relevant background information
3. Select representative positions
4. Actually analyze the job
5. Verify the job analysis information
6. Develop job description and job specification
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Processes Involved in Job Analysis
• Workflow Analysis
Figure 4-3 Process Chart for Analyzing a Job’s Workflow
Source: Henderson, Richard I., Compensation Management in a Knowledge-Based
World, 9th Ed., © 2003, page 137. Reprinted and Electronically reproduced by
permission of Pearson Education, Inc., Upper Saddle River, New Jersey.
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Other Processes Involved in Job
Analysis
• Business process reengineering
– Job redesign
– Job enlargement
– Job rotation
– Job enrichment
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HR as a Profit Center
Boosting Productivity through Work Redesign
Let’s talk about it…
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Learning Objective 4.3: Explain and
Use at Least Three Methods of
Collecting Job Analysis Information.
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Collecting Job Analysis Information
• Interviews
• Questionnaires
• Observation
• Things to keep in mind
– A joint effort
– Clear questions and process
– Several methods
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The Interview
1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines
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Questionnaires
• Structured checklists
• “Describe the major duties”
• Pros and cons
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Observations
• Useful with observable physical activities
• Not appropriate when the job entails a lot of mental
activity
• Reactivity
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Participant Diary/Logs
• Record of an activity
• Pocket dictating machines
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Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire
2. Department of Labor (DOL) Procedure
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Online Job Analysis Methods
• Standardized job analysis questionnaires
• Geographically disbursed employees
• May utilize online job experts
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Learning Objective 4.4: Explain How
You Would Write a Job Description,
and What Sources You Would Use.
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Job Description Sections
• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specification
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Job Identification
Figure 4-6 Sample Job Description, Pearson Education
Job Title: Telesales Respresentative Job Code: 100001
Recommended Salary Grade: Exempt/NonExempt Status: Nonexempt
Job Family: Sales EEOC: Sales Workers
Division: Higher Education Reports To: District Sales Manager
Department: In-House Sales Location: Boston
Blank
Date: April 2013
Source: Reprinted and electronically reproduced by permission of Pearson Education,
Inc., Upper Saddle River, New Jersey.
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Job Summary
Summary (Write a brief summary of job.)
The person in this position is responsible for selling college
textbooks, software, and multimedia products to
professors, via incoming and outgoing telephone calls, and
to carry out selling strategies to meet sales goals in
assigned territories of smaller colleges and universities. In
addition, the individual in this position will be responsible
for generating a designated amount of editorial leads and
communicating to the publishing groups product feedback
and market trends observed in the assigned territory.
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Relationships
• Inside and outside the organization
– Reports to
– Supervises
– Works with
– Outside the company
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Responsibilities and Duties (1 of 6)
Primary Responsibilities (List in order of importance and
list amount of time spent on task.)
Driving Sales (60%)
• Achieve quantitative sales goal for assigned territory of
smaller colleges and universities.
• Determine sales priorities and strategies for territory and
develop a plan for implementing those strategies.
• Conduct 15–20 professor interviews per day during the
academic sales year that accomplishes those priorities.
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Responsibilities and Duties (2 of 6)
• Conduct product presentations (including texts, software,
and Web site); effectively articulate author’s central vision
of key titles; conduct sales interviews using the PSS
model; conduct walk-through of books and technology.
• Employ telephone selling techniques and strategies.
• Sample products to appropriate faculty, making strategic
use of assigned sampling budgets.
• Close class test adoptions for first edition products.
• Negotiate custom publishing and special packaging
agreements within company guidelines.
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Responsibilities and Duties (3 of 6)
• Initiate and conduct in-person faculty presentations and
selling trips as appropriate to maximize sales with the
strategic use of travel budget. Also use internal resources
to support the territory sales goals.
• Plan and execute in-territory special selling events and
book-fairs.
• Develop and implement in-territory promotional campaigns
and targeted email campaigns.
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Responsibilities and Duties (4 of 6)
Publishing (editorial/marketing) 25%
• Report, track, and sign editorial projects.
• Gather and communicate significant market feedback
and information to publishing groups.
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Responsibilities and Duties (5 of 6)
Territory Management 15%
• Track and report all pending and closed business in
assigned database.
• Maintain records of customer sales interviews and
adoption situations in assigned database.
• Manage operating budget strategically.
• Submit territory itineraries, sales plans, and sales
forecasts as assigned.
• Provide superior customer service and maintain
professional bookstore relations in assigned territory.
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Responsibilities and Duties (6 of 6)
Decision-Making Responsibilities for This Position:
Determine the strategic use of assigned sampling budget to
most effectively generate sales revenue to exceed sales
goals.
Determine the priority of customer and account contacts to
achieve maximum sales potential.
Determine where in-person presentations and special
selling events would be most effective to generate the most
sales.
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Standards of Performance and Working
Conditions
• Lists the standards the company expects the employee
to achieve for each of the job description’s main duties
and responsibilities.
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Trends Shaping HR: Digital and Social
Media
Social Media helping to democratize HR
Let’s take a look…
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Know Your Employment Law
Writing Job Descriptions That Comply with the ADA
Let’s take a look…
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HR Tools for Line Managers and Small
Businesses
Using O*NET
Let’s talk about it…
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Steps in Using O*NET to Write Job
Descriptions
Step 1. Review Your Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis Questionnaire
Step 4. Obtain Job Duties from O*NET
Step 5. List the Job’s Human Requirements from O*NET
Step 6. Finalize the Job Description
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The New Normal
When Jobs Change, Change the Descriptions
Let’s talk about it…
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Learning Objective 4.5: Explain
How to Write a Job Specification.
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Writing Job Specifications
• “What are the qualifications for this job, in terms of things
like education, experience, required skills, and
personality traits?”
• Lists the human traits and experience required to do the
job effectively.
• Shows what kind of person to recruit and what qualities
you should test that person for.
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Specifications for Trained versus
Untrained Personnel
• Trained/experienced people
– Length of service
– Quality of relevant training
– Previous job performance
• Untrained people
– Specify qualities
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Specifications Based on Judgment
• Educated guesses
• “What does it take in terms of education, intelligence,
training, and the like to do this job well?”
• Use common sense
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Diversity Counts
Getting the Job Specification Right
Let’s talk about it…
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HR and the Gig Economy: Do Gig
Workers Need Job Specifications?
• Job descriptions and job specifications are still important.
• Employer must still ensure that the workers at least fit
certain minimum requirements.
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Job Specifications Based on Statistical
Analysis
• Predictor
• Criterion
• Five-Step Procedure
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The Job-Requirements Matrix
• A more complete description of what the worker does
and how and why he or she does it; it clarifies each
task’s purpose and each duty’s required knowledge,
skills, abilities, and other characteristics.
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Employee Engagement Guide for
Managers
• Development Dimensions International conducted study
– identified several personal characteristics that
seemed to predict the likelihood someone would be
engaged
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Learning Objective 4.6: Give Examples
of Competency-Based Job Analysis.
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Competencies Models
Figure 4-9 H R Manager Competency Model
Source: The S H R M Body of Competency and Knowledge. © 2018, Society for Human Resource Management,
Alexandria, V A. Used with permission. All rights reserved.
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The Strategic Context
Apple’s Leadership Competencies
Let’s talk about it…
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How to Write Competencies Statements
1. Name and brief description
2. Description of the observable behaviors
3. Proficiency Level
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Chapter 4 Review
What you should now know…
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