Human Resource

Management

Chapter 2
Job Analysis and the Talent Management
Process
 JOB ANALYSIS
CHAPTER OUTLINE:
•Talent Management Process
•Definition of Job Analysis
•Tangible Outcomes of Job Analysis
•Uses of Job Analysis Information
•Steps in Job Analysis
•Methods for collecting Job Analysis Information
•Writing Job Description
•Structured Job Analysis Techniques
•Writing Job Specification
 Talent Management
• Refers to the holistic, integrated and goal-oriented
process of planning, recruiting, selecting,
developing, managing, and compensating
employees.

• Managers traditionally view HR activities as a

series of steps:
1. Deicide what positions to fill, through job analysis
and HR planning
2. Attract a pool of job applicants, by recruiting internal
and external candidates.
 Talent Management
• Managers traditionally view HR activities as a
series of steps:
3. Obtain application forms.
4. Use selection tools like initial screening, tests,
interviews and background checks to identify viable
candidates.
5. Decide to whom to make job offer.
6. Orient, train, and develop employees.
7. Appraise employees to assess how they are doing.
8. Compensate employees to maintain their motivation.
 Talent Management
• This stepwise view makes sense.
• However, problem with the stepwise process is
twofold.
First, the HR process is not really stepwise.

Second, focusing just on steps sometimes may cause

managers to miss focus on results.

Therefore, rather than viewing the HR activities as

stepwise, it is best to view them holistically.
Because the HR activities interactively affect each
other and work together.
 Talent Management
• The manager who takes a talent management
approach tends to take actions such as –

1. He or she starts with results and asks, ‘What

recruiting, testing, training, or pay action
should I take to produce employee
competencies that will lead to the achievement
of organizational goals.

2. He or she treats HR activities as interrelated.

 Talent Management
• The manager who takes a talent management
approach tends to take actions such as -
3. Because talent management is holistic and
integrated, he or she will probably use the same
“profile” of required human knowledge, skill, and
behaviors for recruitment, selection, training,
appraisal, and compensation decisions.

4. He or she takes steps to actively

coordinate/integrate talent management
functions.
 Job Analysis
• A job analysis is a systematic
exploration of the activities within a
job.

• This is a procedure used to determine

duties and responsibilities of an
organization’s positions and the
characteristics of people to hire for
them.
 Definition of Job Analysis
• Job Analysis determines the duties,
responsibilities, working conditions of a job
and the knowledge, skills, abilities required
to perform the job successfully.
 Tangible Outcomes of Job Analysis

Job Analysis generates three tangible outcomes:

a) Job Description
b) Job Specification
c) Job Evaluation
 a) Job Description
• A job description is a written statement of what the
job holder does, how it is done, under what
conditions and why.

• It describes the duties, responsibilities, reporting

relationships and working conditions of a job.

• It should accurately portray job content,

environment, and conditions of employment.
 b) Job Specification

• The job specification states the minimum

acceptable qualifications that the job
holder must possess to perform the job
successfully.
• Job specification identifies knowledge,
skills, education, experience, certification,
and abilities necessary to perform a job.
 c) Job Evaluation
• Job evaluation specifies the relative
importance/worth/value of each job.

• This is quite important for compensation administration

of an organization.

• If an organization wants to have an equitable

compensation program, employee compensation should
be determined based on Job Evaluation. The jobs that
have similar worth in terms of skills, knowledge, and
abilities should be placed in common compensation
group.
 Uses of Job Analysis Information

Recruitment
and selection

Compensation

Discovering Information
unassigned duties Collected via
Job Analysis
Performance
appraisal

Training

4–14
 Uses of Job Analysis Information
1. Recruitment and Selection
•Job Analysis provides information on the duties,
responsibilities, working conditions of a job (called
Job Description) and the knowledge, skills, abilities
required to perform the job successfully (called Job
Specification).
•Such job description and specification information are
used to decide what sort of people to recruit and hire.
Uses of Job Analysis Information

2. Compensation

•Job analysis information is also essential for

estimating the relative value of each job and the
appropriate compensation for the job.
Uses of Job Analysis Information

• Compensation usually depends on the job’s

required skills, abilities, education, degree
of responsibilities, safety hazards, and so
on – all the factors are assessed through
Job Analysis.
Uses of Job Analysis Information

3. Performance Appraisal

A performance appraisal compares each

employee’s actual performance with his or
her performance standards. Job analysis,
more specifically, the job description serves
as the performance standards.
 Uses of Job Analysis Information

4. Training and Development

•The job description lists a job’s specific duties and
required skills — thus pinpointing what training the
job requires.
Uses of Job Analysis Information

5. Ensure Complete Assignment of

Duties:
The JA is also useful for ensuring that all the
duties that have to be done are properly
assigned to particular positions.

?
Uses of Job Analysis Information

Finally, JA is extremely important to the

organization. It influences every aspect of
human resource functions.
 Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–22
 Steps in Job Analysis
1) Decide how you’ll use the information
Some JA data collection techniques (e.g., Interview
Method) are good for writing job description.
Other JA techniques like Position Analysis
Questionnaire provide numerical ratings for each job,
which can be used to compare jobs with one another for
compensation purpose.
 Steps in Job Analysis
2) Review Relevant Background Information
Review relevant background information such as
Organizational charts (shows organization-wide
distribution of work, how the job relates to other jobs).
Process charts (provides a detailed understanding of
work flow from job to job).
Job Description (can provide a starting point for
building a revised job description)
 Steps in Job Analysis
3) Select Representative Positions

Select representative positions to be analyzed.

This is done when many similar jobs (such as the
jobs of all assembly workers) are to be analyzed.
Because it is too time-consuming to analyze all
jobs.
 Steps in Job Analysis
4) Actually Analyze the Job

Decide data collection technique(s) to be used.

Analyze the job by collecting data on job

activities, required employee behaviors,
working conditions, and human traits and
abilities needed to perform the job.
 Steps in Job Analysis
5) Review the Information
The JA information should be reviewed and
verified with the concerned employees as well
as his/her immediate supervisor.

6) Develop a Job Description and Job

Specification
A JD and a JS are usually two concrete
products of the JA.
 Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

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 Methods for Collecting Job
Analysis Information
1. Interviews

a. Individual Interview Method – a team of

job incumbents is selected and extensively
interviewed separately.

b. Group Interview Method – a number of

job incumbents are interviewed
simultaneously.
 Interviewing Guidelines
• The job analyst and supervisor should work together
to identify the workers who know the job best.
• Quickly establish rapport with the interviewee.
• Use a structured guide that lists questions and provides
space for answers.
• Ask the worker to list his or her duties in order
of importance and frequency of occurrence.
• After completing the interview, review and verify
the data.
Interviewing : Information Source, Formats
Advantages and Disadvantages
• Information Sources • Interview Formats
 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured (employees
 Supervisors with describe major duties of
knowledge of the job their job)

• Advantages
 Simple and quick way to
collect information
• Disadvantage
 Distorted information

4–31
 Methods for Collecting Job
Analysis Information

2. Questionnaires
Having employees to fill out questionnaires
to describe their duties and responsibilities
is another good way to obtain JA
information.
 Questionnaires: Information Source,
Formats Advantages and Disadvantages
• Information Source • Advantages
 Employees are required to  Quick and efficient way
fill out questionnaires to to gather information
describe their job-related from large numbers of
duties and responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing and
testing the questionnaire

4–33
 Methods for Collecting Job
Analysis Information
3. Observation
• Job analyst watches employees directly
or reviews film of workers on the job.

• Useful when a job consists mainly of

observable physical activities –
assembly-line worker and accounting
clerk are examples.
Observation: Information Source, Formats
Advantages and Disadvantages
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they go  Reduces distortion
about their jobs. of information
• Disadvantages
 Time consuming
 Reactivity response distorts
employee behavior
 Of little use if job involves a
high level of mental activity

4–35
 Methods for Collecting Job
Analysis Information
4. Technical Conference
A job analysis technique that uses
supervisors, human resource
analysts and other individuals who
have expertise and extensive
knowledge of the job and know the job
requirements.

‘Conference’ means a meeting for the

exchange of views and opinions.
 Technical Conference Method

4. Technical Conference
A job analysis technique that uses
supervisors, human resource
analysts and other individuals who
have expertise and extensive
knowledge of the job and know the job
requirements.

‘Conference’ means a meeting for the

exchange of views and opinions.
Technical Conference: Information Source,
Formats Advantages and Disadvantages
• Information Source • Advantages
 Meeting of supervisors or  Information is collected
job experts. from those who have
extensive knowledge on
the job.
• Disadvantages
 Sometimes, it lacks
accuracy and authenticity
as the JA information is not
collected from actual job
holders.

4–38
 Methods for Collecting Job
Analysis Information
5. Diary
Job incumbents are given diaries in which
they record their daily activities.
Dairy: Information Source, Formats
Advantages and Disadvantages
• Information Source • Advantages
 Employees keep a  Produces a more complete
chronological diary or log picture of the job
of what they do and the  Employee participation
time spent on each activity

• Disadvantages
 Distortion of information

The best results are usually achieved with some combination of methods.
4–40
 Writing Job Description
There is no standard format in writing a JD, but
most JD contains the following sections:
1. Job Identification
2. Job Summary
3. Relationships
4. Responsibilities, and duties
5. Authority of incumbent
6. Standards of performance
7. Working Conditions
 Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

4–42
 1. Job Identification
• The job identification section contains
several types of information, such as
Job Title (specifies the name of the job)
Job Status (exempt or nonexempt status of the
job)
Job Code
Department/ Division/ Section/Plant
Grade/Level
 1. Job Identification
Immediate Supervisor’s Title
Pay Range
Date (the date the JD was actually written)
Written by
Approved by
 2. Job Summary
• The job summary should describe the
general nature of the job, listing only its
major functions or activities.

• Job Summary of Mailroom Supervisor:

‘the mailroom supervisor receives, sorts, and
delivers all incoming mails properly, and he or
she handles all outgoing mails including the
accurate and timely posting of such mails’.
 3. Relationships
• This part shows the jobholder’s relationships
with others inside and outside the organization.
Reports to:
Supervises:
Works with:
Outside the company:
 4. Duties and Responsibilities

• This section presents a detailed list of the

job’s actual duties and responsibilities.

• The section describes each

duty/responsibility in a few sentences.
 5. Authority
• This section should define the limits of the
jobholder’s authority, including his or her decision-
making authority, supervisory authority, and
budgetary limitations. For example,

 Authority to approve purchase requests up to Tk. 10,000.

 Giving orders to subordinates
 Grant time off or leave of absence
 Recommend salary increases
 Discipline departmental personnel
 Interview and hire new employees
 6. Standards of Performance
• Some JD contains a section for standards of
performance. For example,
Duty: Accurately Posting Accounts Payable
All invoices received are posted within same
working day.
Route all invoices to the proper department managers
for approval on the same day.
An average of no more than three posting errors
occurs per month.
 7. Working Conditions and
Physical Environment
• The job description should also list the
general working conditions involved on the
job.
• These might include the things like
Noise level
Hazardous conditions
Heat Level
Social and physical environmental setting
 Structured Job Analysis Techniques

There are two notable Structured Job

Analysis Techniques:

1. Position Analysis Questionnaire Method

2. Department of Labor’s O*NET Content Model

 1. Position Analysis Questionnaire (PAQ)

• PAQ is an alternative to the O*NET Content Model

and was developed at Purdue University.

• This is a Job Analysis Technique that rates Jobs on

194 elements under six major divisions.
The divisions are as follows:

1. Information Input: Where and how does the

employee get the information s/he uses on the job?

2. Mental Processes: What decision making and

planning are involved in the job?
 1. Position Analysis Questionnaire (PAQ)

3. Work Output: What physical activities does the

employee perform and what tools or equipment are
used?

4. Relationship with other People: What relationships

with other people are required in the job?

5. Job Context: In what physical or social contexts is

the job performed?

6. Other Job Characteristics: What special attributes

are required on the job ( e.g., schedule, responsibility,
etc.)?
2. Department of Labor’s O*NET Content
Model
 ‘O*Net’ stands for Occupational
Information Network.

 The heart of O*Net is the Content

Model.

 The ‘O*Net’ replaced the popular

Dictionary of Occupational Titles
(DOT) in 1998.
2. Department of Labor’s O*NET Content
Model
 The O*Net Content Model provides a
detailed description of the knowledge,
skills, and abilities necessary as well as
the activities and tasks performed in a
job. These are categorized into six
parts:
1. Worker Characteristics
2. Worker Requirements
3. Experience Requirements
2. Department of Labor’s O*NET Content
Model
These are categorized into six parts:

4. Occupational Requirements
5. Occupation-Specific Information
6. Workforce Characteristics
 2. Department of Labor’s O*NET Content
Model
1. Worker Characteristics
Enduring characteristics that may influence both
performance and the capacity to acquire knowledge and
skills required for effective work performance. This part
includes
 abilities,
 occupational interests (i.e., preferences for work
environments based on Holland's model of personality
types),
 work values (i.e., specific needs that are important to a
person's satisfaction), and
 work styles (i.e., personal characteristics that can affect
how well someone performs a job).
 Holland’s
Holland’s
Typology
Typology
(classification)
(classification)
of
ofPersonality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

EXHIBIT 4-3

4–58
 2. Department of Labor’s O*NET Content
Model

2. Worker Requirements
refer to work-related attributes acquired through
experience and education. This part explains
 basic skills
 cross-functional skills
 knowledge
 education

3. Experience Requirements
This part includes required experience, training,
licensing or certificates, etc.
2. Department of Labor’s O*NET Content
Model

6. Occupational Requirements
This part provides a detailed occupational
requirements such as
 detailed work activities
 organizational context (i.e. Characteristics of the
organization that influence how people do their
work, e.g., Organizational Structure, Decision
Making System, and HRM Practices, etc.)
 work context (both physical and social)
2. Department of Labor’s O*NET Content
Model

5. Occupation-Specific Information
This part describes
 Title
 Alternate titles
 occupation-specific tasks
 necessary tools and technology

6. Workforce Characteristics
This part describes the labor market, salaries,
and future employment opportunities, etc.
Using O*Net for Writing Job Descriptions

Copyright © 2011 Pearson Education 4–62

Using O*Net for Writing Job Descriptions (cont’d)

Copyright © 2011 Pearson Education 4–63

 Writing Job Specifications

“What human traits and

experience are required to
do this job well?”

Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis

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Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should
predict successful performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job
performance.
5. Statistically analyze the relationship between the
human traits and job performance.

4–65
THANK YOU