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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 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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 What Is Job Analysis?
• Job Analysis – is the procedure through which
you determine the duties and skill requirements of
a job and the kind of person who should be hired
for it.

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 Uses of Job Analysis Information
• Recruitment
and selection
• EEO
compliance
• Performance
appraisal
• Compensation FIGURE 4-2 Uses of Job Analysis Information

• Training

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 Conducting a Job Analysis
1. How will information be used?
2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and 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, p.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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 Methods for Collecting Job Analysis
Information
1. Interviews
2. Quantitative
“position analysis”
questionnaire
3. Additional Things to
keep in mind

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 The Interview
1. Typical Questions
2. Structure Interviews
3. Pros and Cons
4. Interviewing Guidelines

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 The Interview (typical questions asked)
• What is the job being performed?
• What exactly are the major duties of your position?
• 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?
• 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?
• Other useful information that may be collected includes
details regarding the job context (physical working
conditions such as exposure to dust, heat, and toxic
substances; the indoor environment versus outdoor
environment; and so forth).

• Information may also be collected regarding the

organizational context and social context of the job. In
addition, details regarding work schedule, various financial
and nonfinancial incentives, and personal requirements
(job-related attributes such as specific skills, education, and
training; work experience and related jobs; physical
characteristics and aptitudes) are usually desirable pieces
of information
 Questionnaires

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 Observation
Direct observation is especially useful when jobs consist mainly
of observable physical activities assembly-line worker and
accounting clerk are examples.

On the other hand, observation is usually not appropriate when

the job entails a lot of mental activity (lawyer, design engineer).
Nor is it useful if the employee only occasionally engages in
important activities, such as a nurse who handles emergencies.
Reactivity - the worker’s changing what he or she
normally does because you are watching also can be a
problem.

Managers often use direct observation and

interviewing together.
 Participant Diary /Logs

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 Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire
2. Department of Labor (DOL) Procedure

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 Electronic Job Analysis Methods

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WRITING JOB DESCRIPTIONS

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 specification
 Job Identification

FIGURE 4-7 Sample Job Description, Pearson Education

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

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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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 Writing Job Specifications (2 of 2)
• Trained vs. untrained
• Judgment
• Statistical analysis
• Job Requirement
Matrix

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 Using Competencies Models

FIGURE 4-10 HR
Manager
Competency Model

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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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Human Resource Information System

– An integrated and increasingly automated system

for maintaining a database regarding the
employees in an organization.
Labor Force Trends and Issues

 Increasing workforce diversity

 Gradual increase in average age of the U. S. workforce
 Entry of more women into the workforce
 Changing ethnicities
 Global economic conditions
 Methods of Human Resource Planning

• Human resource planning requires thinking related

to future, which is full of uncertainty.

• To plan for future uncertainties, HR managers need

to use both qualitative (scenario planning, critical
incidence technique, Delphi method, and nominal
group technique) and quantitative techniques (time
study, work sampling, ratio analysis, Markov chain
analysis, and regression analysis).
Forecasting Personnel Needs (Labor Demands)

1. Trend Analysis
2. Ratio Analysis
3. Scatter Plot
Ratio Analysis
• For future manpower requirement in the year 2015, either the recent ratio
of 16.44 or average of all the calculated ratios 11.48 can be used to predict
the future manpower requirement, given the projected sales figure.
Regression Analysis
Scenario Planning
• Scenario planning, originally used by Shell more than
40 years ago, is a qualitative planning technique.

• In scenario planning with the help of critical uncertain

dimensions, some likely scenarios are built up.

• While theoretically the dimensions can be many, but

for ease of understanding generally two critical
dimensions are used to develop four likely scenarios.
Ideal
• At times scenario planning has been critiqued for its
ambiguity.

• If a key manager in the organization has a most favorite

pet scenario, then in order to make that scenario
emerge, the entire organizational resources may get
misdirected to support that.

• Advantage of scenario planning is that it aids an

organization to ponder over different possibilities and
opportunities which in the routine mundane way of
thinking may not emerge.
 Methods of Human Resource Planning

• Human resource planning requires thinking related

to future, which is full of uncertainty.

• To plan for future uncertainties, HR managers need

to use both qualitative (scenario planning, critical
incidence technique, Delphi method, and nominal
group technique) and quantitative techniques (time
study, work sampling, ratio analysis, Markov chain
analysis, and regression analysis).
Economic Conditions as a Source of
Information
• Unemployment Rates

• The national unemployment rate is, of course, relevant, but

the local unemployment rate is more closely linked to an
individual's choices.

• Most people who live in, say, Denver cannot just pack up
and move to Miami just because there are more jobs
available there. This lack of mobility means that people
respond more to local labor market conditions. There is
considerable evidence that turnover rates are better
predicted by unemployment statistics than by any other
variable
• Therefore, if unemployment is relatively high, then individuals
are less likely to leave their current jobs to look for
alternatives. As a result, firms may be able to find many
willing applicants among the unemployed but are unlikely to
be able to lure desirable employees from a different company.
Also, during times of high unemployment individuals who are
contemplating entering the labor market would be less likely
to do so because they would see their chances of finding a job
lower than they would prefer.
 Workforce Planning by Towers
Watson MAPS

Source: © Towers Watson 2012.

Used with permission.

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