HRM 2022 Ch04

Human Resource Management
Chapter 4
Job Analysis & Talent Management

Process
By Dr. Chen Ho @ IBT/MCU
October 6, 2022
After studying this chapter,
you should be able to:
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 descriptions.
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.
HR Planning
The recruitment and selection process is a series of hurdles aimed at selecting the
best candidate for the job.
 Talent management
 The end-to-end process of planning, recruiting,
developing, managing, and compensating employees
throughout an organizations
Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 10

Personnel Selecting Training & Performance Developing
Planning Employees Developing Management Compensation
and Employees & Appraisal Plans
Recruiting
Job Analysis
 The procedure for determining the duties and
skill requirements of jobs and the kinds of
persons who should be hired for it.
 Work activities
 Behaviors
 Machines, tools, equipment, and
work aids
 Performance standards
 Job context
 Human requirements
 A list of a job’s duties,  A list of a job’s “human
responsibilities, reporting requirements,” that is, the
relationships, working conditions, requisite education, skills,
and supervisory responsibilities— personality, and so on—
one product of a job analysis. another product of a job
analysis.
1. Identify the use of the information and how to
collect it
2. Review relevant background information about
the job
3. Select a sample of positions to focus on
4. Analyze the job
5. Verify information with worker and supervisor
6. Develop a job description and job specification
Changed kitchen structure:
Kitchen area from 70% to 30%
Customer area from 30% to 70%
Doubling the seating capacity
A redesigned operational system
Source: https://medium.com/@coletteaubertin/how-process-
improvement-can-save-your-business-the-taco-bell-use-
case-c81318222072
Job Redesign
Job Rotation: periodically moving
workers from one specialized job to
another
Job Enlargement: increasing the
number of tasks performed by a worker
Job Enrichment: adding more tasks
and authority to an employee’s job
Current Job  Job Enlargement  Job Enrichment
 Most widely used method  Interview formats
 Structured
 Let workers report
 Unstructured
activities and behavior
that might not otherwise  Typical questions: (p. 118)
 What is the job being performed?
surface
 What are the major duties of your
position?
 What physical locations do you work in?
 What are your responsibilities?
 Advantages: Quick, direct

 Disadvantages: Distorted
information
 Information source  Advantages
 Have employees fill out  Quick and efficient way to
questionnaires to describe their
job-related duties and gather information from large
responsibilities. numbers of employees
 Questionnaire formats  Disadvantages
 Structured checklists  Expense and time consumed
 Opened-ended questions in preparing and testing the
questionnaire
 Observing and noting the  Provides first-hand
physical activities of employees information
as they go about their jobs  Useful when jobs consist
mainly of observable
physical activity
 Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job involves
a high level of mental
activity
 Workers keep a  Produces a more complete
chronological diary/ log of picture of the job
what they do and the time  Employee participation
spent in each activity
 Disadvantages
 Distortion of information
 Depends upon employees to
accurately recall their
activities
A job description
 Written statement of what Job
the jobholder does, how identification
he or she does it, and
under what conditions the Job Job
job is performed. specifications summary
Sections of a
Typical Job
Working Description Responsibilities and
conditions duties
Standards of Authority of
performance the incumbent
 Job identification section
 Contains the job title
 Job summary
 Describes the general nature of the job, listing only
its major functions or activities
 Responsibilities and Duties
 Lists and describes each of the job’s major duties
 Authority
 Defines the limits of the jobholder’s authority
 Relationships (Chain of Command):
 Reports to: employee’s immediate
supervisor
 Supervises: employees that the job
incumbent directly supervises
 Works with: others with whom the job
holder will be expected to work and come
into contact with internally.
 Outside: others with whom the job holder
is expected to work and come into contact
with externally.
 Standards of performance
 States the standards the employee is expected to achieve in each of the job
description’s main duties and responsibilities
 Working conditions and physical environment

 Can include noise level, hazardous conditions, heat, and other conditions
• College professor: Talk in other people’s sleep
• Student: Copy and paste the Internet
• Housewife: Try not to kill the baby
• Pilot: Spend most of the day looking out of the
window
• Pizza delivery boy: Go to strange people’s houses and take
their money
• Lifeguard: Ensure that stupid people stay in the gene
pool
• Antique dealer: Mange waste recycling, promotion & sales
29
 Store Manager -- Partnership Mission
 Store managers are responsible for ensuring that
 the Starbucks “Service Experience” is consistently provided
for all customers
 quality store operations are maintained
 store partners are lead and empowered in a positive manner
 and financial contribution is maximized.
 Store Manager -- Partnership Mission
 This position requires customary and regular exercise
of independent judgment and discretionary powers
in the day-to-day performance of job duties, and
ensures the Company’s policies are implemented and
maintained in a consistent manner.
 Store Manager – Job Description
1. Financial Contribution
 Store profitability
 Maintains financial reports.
 Cash handling and cash register
 Manages materials, supplies and merchandise
2. Develops Partners
 Trains and develops partners
 Performs staffing requirements including recruitment,
hiring, & scheduling
 Manages partner performance appraisals & compensations
 Store Manager – Job Description
3. Maintains Quality Store Operations
 Communicates all company policies, store standards and
procedures to partners
 Provides consistent “Service Experience” for all our
customers
 Maintain store appearance and equipment area
 Maintains consistent speed of service to the customer
 Demonstrates the ‘Just Say Yes” behavior by taking care
of all customer requirements
The job specification
 answers the question, “What human traits and
experience are required to do this job well?”
 shows what kind of person to recruit and the qualities
for which that person should be tested.
 either listed in a section of job description or in a
separate document.
 Specifications
 For trained v.s. untrained personnel
 Based on judgment
 Common sense
 YES!!:
YES!! Industriousness, thoroughness,
schedule-flexibility, attendance
 NO!!:
NO!! Off-task behavior, unruliness, theft,
drug misuse
 Ex: Aries in on-line game production company
 Ex: Blood Type O for selection of commander
 Specifications
– Based on statistical analysis
Predictor Criterion
 Human traits  Job effectiveness
 Heights  Job performance
 Intelligence
 Finger dexterity
 ………..
Using Competencies Models
In many situations today, workers don't

have single jobs but changing jobs daily
with their teammates.
 Former technology business executive.
Former presidential candidate. Currently
chairs Good360, a non-profit organization.
 Began business career at AT&T in 1980 as
a management trainee, became head of
AT&T’s North America operations.
 In 1995, led AT&T's equipment and
technology spin-off, Lucent Technologies.
 As CEO of Hewlett-Packard from 1999 to
2005, was the first woman to lead a Top-20
Company (Fortune Magazine).
 In 2002, oversaw the largest technology
sector merger in history, in which HP
acquired PC maker, Compaq.
 February 9, 2005, the HP Board of Directors
forced Fiorina to resign.
 In 2010, won the Republican nomination for
the United States Senate in California.
Elena John
Gonzalez Shapiro
Next week (October 13)
 Preview Chapter 5
 Reading: “We googled you”
 Keep working on your projects:
o X-Culture: Review challenges & choose one.
Fill out peer evaluations and surveys on time.
o Hult Prize: Register your team, match-making,
read the challenge pdf, brainstorm an idea,
attend workshops.
o Other Off-Campus Competitions: Register
soon and inform teacher about your progress.

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Human Resource Management

Job Analysis & Talent Management

Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 10

 Advantages: Quick, direct

 Working conditions and physical environment

In many situations today, workers don't

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