Sushanta Kr Sarma 1

▪ The goal-oriented and integrated process of planning, recruiting, developing,

managing, and compensating employees.
▪ Effectively managing talent means that managers:
1. Understand that talent management tasks are parts of one unified process.
2. Ensure talent management decisions such as staffing, training, and pay are goal-
directed.
3. Consistently use the same “profile” of competencies, traits, knowledge, and
experience for potential employees.
4. The approach requires that employers proactively manage recruitment, selection,
development, and rewards.
5. Realize an effective talent management process integrates all underlying talent
management activities such as recruiting, developing, and compensating
employees.

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Talent management is a goal-oriented and integrated process of planning, recruiting, developing,
managing, and compensating employees 3
▪ Go to https://medha.org.in/about/
▪ You are required to hire a candidate for the following position -
▪ Assistant Vice President, Program Implementation
▪ Describe what the position is required to do?
▪ How will you describe the desirable candidate?

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▪ Planning, strategizing & monitoring
Goal setting & target allocation across the clusters
Monitoring the implementation of core programs across the clusters and problem solving
Annual operational budgeting, analysis & control
Identifying new growth opportunities

• Process & systems

Standardizing documentation and reporting at all the levels – area, cluster, and head-office
Improving processes and systems for effective core program implementation
Analyzing operational data and ensuring data-backed decision making

• Partnerships
Collaborating with stakeholders on the ground for core programs
Area & cluster-level networking & ecosystem partnerships
Driving micro-innovation on the ground and collating ideas, feedback, and learnings from the field
Managing key academic & employer partners
Improving program design & execution through interdepartmental collaboration

• People
Acquiring talent & motivating the field team
Identifying learning & development needs for the team at various levels of the program team
Assessing performance and recommending internal growth for the program team
Executing an effective reward & recognition system
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▪ Ability to plan, strategize, analyze & manage programs
▪ Ability to effectively communicate with both field team and management
▪ Understands data flow, structures, processes & control measures
▪ Understands the target segment, needs and the sector well
▪ Understands innovation and program designs
▪ Has a strong business acumen with a keen eye on the market
▪ Is not only outcome but also “impact” oriented

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▪ Job analysis is the procedure through which you determine the duties of the positions
and the characteristics of the people to hire for them.

• Information collected through job analysis are -

• Work activities
• Behaviors
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
• Human requirements

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▪ 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.
▪ Job description : A list of a job’s duties, responsibilities, reporting relationship,
working conditions, and supervisory responsibilities
▪ Job specification: A list of a job’s ‘human requirements’ that is, the requisite
education, skills, personality and so on..

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▪ 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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▪ Job analysis interviews range from completely unstructured interviews to highly structured
ones.

▪ 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.

▪ 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.
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▪ 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:
• 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?

▪ 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:

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

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▪ Job Summary
▪ The person will lead, implement, and execute the e-commerce business for agri-
inputs. Improves the customer experience, manages the customer order fulfilment,
and maintains the technology plans. Generates data-driven market insights and
manages relationships with partners. Works in a fast-paced digital environment and
manages the end-to-end operations of the e-commerce business. The person must be
a collaborative and results-oriented team leader. Must be technology-savvy with
strong business knowledge and able to manage multiple projects.

▪ Develop a job description for this summary – you can be imaginative about the
company

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• Trained vs. untrained

• Judgment

• Statistical analysis

• Task statements

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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.

▪ Finally, the job analyst compiles all this information in a job requirements matrix for this job.
▪ This matrix would list the following information, in 5 columns:
▪ Column 1: Each of the four or five main job duties;
▪ Column 2: The task statements associated with each main job duty;
▪ Column 3: The relative importance of each main job duty;
▪ Column 4: The time spent on each main job duty; and
▪ Column 5: The knowledge, skills, ability, and other human characteristics related to each main job duty.

▪ Such a job requirements matrix provides a more complete picture of what the worker does on the job
and how and why he or she does it than does a job description. (For instance, it specifies each task’s
purpose.) And, the list of each duty’s required knowledge, skills, abilities, and other characteristics is
useful for selection, training, and appraisal decisions.

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▪ Communication Skills

▪ Gave oral presentation to my class on my group solar cooperative assignment

▪ Spoke to Anand Municipal Corporation during Anand Run

▪ Achieved first prize in business plan presentation at XYZ

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