Chapter 4

Job Analysis and Talent Management

1.Define talent management and explain why it is important.

2.Discuss the process of job analysis, including why it is important.
3.Explain how to use at least three methods of collecting job analysis information, including
interviews, questionnaires, and observation.
4.Explain how you would write a job description.
5.Explain how to write a job specification.
6.List some human traits and behaviors you would want an employee to bring to a job if
employee engagement is important to doing the job well.
7.Explain how to write competency-based models.

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 The Talent Management Process

Talent Management

The holistic, integrated, and results and goal-oriented process of planning, recruiting, selecting,
developing, managing, and compensating employees.

Decide what Build a pool of job Obtain application

Use selection tools
positions to fill applicants forms

Decide to whom to Orient, train, and Appraise Compensate

make an offer develop employees employees employees

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 The Basics of Job Analysis

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 with whom.

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 Descriptions Job Specifications

A list of a job’s duties, responsibilities, reporting

A list of a job’s “human requirements,” that is, the
relationships, working conditions, and
requisite education, skills, personality, and so
supervisory responsibilities—one product of a
on—another product of a job analysis.
job analysis.

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 The Basics of Job Analysis

Uses of Job Analysis

1 Recruitment and Selection

2 EEO Compliance

3 Training
What does this
mean?
4 Performance Appraisal

5 Compensation

6 What else?

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 The Basics of Job Analysis

The Job Analysis Process

(Steps in Job Analysis)

Step 1 Decide how you’ll use the information.

Step 2 Review relevant background information.

a ◼Organizational chart b Process chart

c Workflow analysis d Business process reengineering

Job redesign (job enlargement – job

e rotation – job enrichment)
f Etc.

Step 3 Select representative positions.

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 The Basics of Job Analysis

The Job Analysis Process

(Steps in Job Analysis)

Step 4 Analyze the job.

Identify type of information for job Sources for job analysis

a analysis.
b information.

Methods for collecting job analysis

c information.

Step 5 Verify the job analysis information.

Step 6 Develop a job description and job specification.

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Type of Information for Job Analysis

Work activities

Human requirements Human behaviors

Type of Information
for Job Analysis

Machines, tools,
Job context equipment, and work
aids

Performance
standards

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Sources for Job Analysis Information

The employees

Etc. The supervisors

Sources for Job

Analysis Information

Consulting firms The internet

Other similar
organizations

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 Methods for Collecting Job Analysis
Information

The interview Questionnaires

Methods for Collecting

Observation Job Analysis Participants diary / log
Information

Quantitative job analysis

Electronic job analysis
methods (Position analysis
methods
questionnaire)

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 Writing Job Descriptions

Job Description

A written statement of what the worker actually does, how he or she does it, and what the job’s working
conditions are.

Job summary Relationships

Responsibilities and
Job identification
duties

Job Description Contents

Authority of incumbent Etc.

Standards of
Working conditions
performance

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 Writing Job Descriptions

Using the Internet for Writing Job Descriptions

◼(An example: O*NET)

◼How? Why?

Other examples for using the internet for writing job descriptions.
◼

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 Writing Job Specifications

Job Specification

Focus on traits like length of previous service, quality of relevant training, and previous job performance.

◼ Specifications for untrained

◼ Specifications for trained personnel
personnel

Focus on traits like length of previous service, Focus on physical traits, personality, interests, or
quality of relevant training, and previous job sensory skills that imply some potential for
performance. performing or for being trained to do the job.

◼ Specifications Based on Statistical

◼ Specifications Based on Judgment
Analysis

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 Writing Job Specifications

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.

Task Statement

Written item that shows what the worker does on one particular job task; how the worker does it; the
knowledge, skills, and aptitudes required to do it; and the purpose of the task.

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 Employee Engagement Guide for Managers

What is the relation between Job specifications and employee engagement?

What are the components of the employee engagement manager’s job description?

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 Using Competencies Models

Competency-Based Job Analysis

Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills,
and/or behaviors) that an employee doing that job must exhibit to do the job well.

Competencies

Demonstrable characteristics of a person that enable performance of a job.

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 Using Competencies Models

How to Write Competencies Statements? An Example BP’s Matrix

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 Using Competencies Models

How to Write Competencies Statements? An Example BP’s Matrix

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