Chapter 4

Job Analysis and

Talent Management Process

© 2009 Pearson Education South Asia. All rights reserved. 4–1

 LEARNING OBJECTIVES

1. Explain why talent management is important.

2. Discuss the nature of job analysis, including what it is and how
its used.
3. Use at least three methods of collecting job analysis information,
including interviews, questionnaires, and observation.
4. Write job descriptions, including summaries and job functions,
using the Internet and traditional methods.
5. Write a job specification.
6. Explain competency-based job analysis, including what it means
and how it s done in practice.

© 2009 Pearson Education South Asia. All rights reserved. 4–2

 Introduction
 The main topics
• the talent management process,
• the basics of job Analysis,
• methods for collecting job analysis information,
• writing job descriptions, and
• writing job specifications.

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 THE TALENT MANAGEMENT PROCESS

 The traditional way to view staffing, training, appraisal,

development, and compensation is as a series of steps:
1. Decide what positions to fill, through job analysis, personnel
planning, and forecasting.
2. Build a pool of job candidates, by recruiting internal or external
candidates.
3. Have candidates complete application forms and perhaps undergo
initial screening interviews.

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 THE TALENT MANAGEMENT PROCESS

4. Use selection tools like tests, interviews, background checks,

and physical exams to identify viable candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees to provide them with the
competencies they need to do their jobs.
7. Appraise employees to assess how they re doing.
8. Reward and compensate employees to maintain their
motivation.

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 Important of Talent Management
 Employer often view all the staff-train-reward activities as part of
a single integrated talent management process.
 Talent management –
• goals oriented and integrated process of
– planning,
– recruiting,
– developing,
– managing and
– compensating employees.
© 2009 Pearson Education South Asia. All rights reserved. 4–6
 Talent Management Perspective

1. Understands that the talent management tasks (such as

recruiting, training, and paying employees) are parts of a single
interrelated talent management process.
2. Makes sure talent management decisions such as staffing,
training, and pay are goal-directed.
3. Consistently uses the same profile of competencies, traits,
knowledge, and experience for formulating recruitment plans for
a job as for making selection, training, appraisal, and payment
decisions for it.
4. Actively segments and proactively manages employees.
5. Integrates/coordinates all the talent management functions.
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 THE BASICS OF JOB ANALYSIS

 Need for understanding job analysis

 Job analysis- procedure through the determine the duties of the
positions and the characteristics of the people to hire for them.
 Job analysis produces information for writing job descriptions
job (or person ) specifications
 Job descriptions - a list of what the job entails,
 job specifications- identify what kind of people to hire for the
job.

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 The Nature of Job Analysis
 Type of information collected:
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements
 Managers use job analysis information in
recruitment and selection,
compensation,
training, and performance appraisal.
© 2009 Pearson Education South Asia. All rights reserved. 4–9
 The Nature of Job Analysis

Figure 4.1
Information Collected by HR Specialists
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 Uses of Job Analysis
Information

Figure 4.2
Uses of Job Analysis Information
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 Uses of Job Analysis Information

 Recruitment and selection

– Selection of people to recruit based on job requirements
and human characteristics needed to perform these jobs

 Performance appraisal
– Compares employees’ performance with standards
which are derived from job analysis

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 Uses of Job Analysis Information
 Job evaluation / compensation
– Estimate value of each job and its appropriate
compensation based on job’s required skill, education
level, safety hazard, level of responsibility etc.
– Relative worth of job determined to group jobs into
different classes
 Training requirements
– Training requirements based on job and required skills
which are listed in the job description
© 2009 Pearson Education South Asia. All rights reserved. 4–13
 Steps in Job Analysis
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background
information – organization chart/job description
Step 3: Select representative positions.
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and job
specification.

© 2009 Pearson Education South Asia. All rights reserved. 4–14

 Methods of Collecting
Job Analysis Information

Figure 4.3
Methods of Collecting Information
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 Methods of Collecting Job Analysis
Information: The Interview
 Interview formats
 Information sources
 Structured (Checklist)
 Individual employees
 Unstructured
 Groups of employees
 Advantages
with same job
 Quick, direct way to
 Supervisors with
find overlooked
knowledge of the job
information.
 Disadvantages
 Distorted information
© 2009 Pearson Education South Asia. All rights reserved. 4–16
 Methods of Collecting Job Analysis
Information: The Interview
 Interview Guidelines
 The job analyst and supervisor should work together to
identify the workers who know the job best.
 Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists open-
ended 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.
© 2009 Pearson Education South Asia. All rights reserved. 4–17
 Methods of Collecting Job Analysis
Information: Questionnaires

 Information source  Advantages

 Have employees fill out  Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities. employees
 Questionnaire formats  Disadvantages
 Structured checklists  Expense and time
 Opened-ended questions consumed in preparing and
testing the questionnaire

© 2009 Pearson Education South Asia. All rights reserved. 4–18

 Methods of Collecting Job Analysis
Information: Observation
 Advantages
 Information source
 Provides first-hand
 Observing and noting the
information
physical activities of  Reduces distortion of
employees as they go
information
about their jobs  Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job involves
a high level of mental
© 2009 Pearson Education South Asia. All rights reserved.
activity 4–19
 Methods of Collecting Job Analysis
Information: Participant Diary
 Information source  Advantages
– Workers keep a – Produces a more
chronological diary/ complete picture of the
log of what they do job
and the time spent in – Employee participation
each activity  Disadvantages
– Distortion of information
– Depends upon
employees to accurately
recall their activities

© 2009 Pearson Education South Asia. All rights reserved. 4–20

 Writing Job Descriptions

 A 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.

© 2009 Pearson Education South Asia. All rights reserved. 4–21

 Writing Job Descriptions

 Sections of a typical job description

– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
– Working conditions
– Job specifications

© 2009 Pearson Education South Asia. All rights reserved. 4–22

 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR Department,

Pearson Education.

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 Sample Job
Description,
Pearson
Education
(cont’d)

Source: Courtesy of HR
Department, Pearson
Education.

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 The Job Description

 Job identification
– Job title: name of job
– Date: when the description was written
– Prepared by: who wrote the description

 Job summary
– Describes the general nature of the job
– Lists the major functions or activities

© 2009 Pearson Education South Asia. All rights reserved. 4–25

 The Job Description

 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 the company: others with whom the job holder is
expected to work and come into contact with externally.

© 2009 Pearson Education South Asia. All rights reserved. 4–26

 The Job Description

 Responsibilities and duties

 A listing of the job’s major responsibilities and duties

(essential functions)

 Defines limits of jobholder’s decision-making

authority, direct supervision, and budgetary limitations.

© 2009 Pearson Education South Asia. All rights reserved. 4–27

 The Job Description

 Standards of Performance and Working Conditions

– Lists standards the employee is expected to achieve under
each of the job description’s main duties
– Standards must be specific Examples:

© 2009 Pearson Education South Asia. All rights reserved. 4–28

 Writing Job Descriptions

 There is no standard format, most descriptions contain sections

 job identification,
 a job summary,
 a listing of responsibilities and duties,
 the job incumbent s authority, and
 performance standards.
 information regarding the job s working conditions, and
 the job specifications.
 Many employers use Internet sources such as to facilitate writing
job descriptions.

© 2009 Pearson Education South Asia. All rights reserved. 4–29

 Writing Job Specifications
 To show
 what kind of person to recruit and
 for what qualities that person should be tested
on
 Either listed
 in a section of job description
 or in a separate document

© 2009 Pearson Education South Asia. All rights reserved. 4–30

 Writing Job Specifications
 Specifications Based on Judgment
 Self-created judgments (common sense)
 Basic question: What does it take in terms of education,
intelligence and training to do this job well?

 Specifications Based on Statistical Analysis

 Attempts to determine statistically the relationship between a
predictor or human trait and an indicator or criterion of job
effectiveness.
 Five-step procedure:
© 2009 Pearson Education South Asia. All rights reserved. 4–31
 Writing Job Specifications

Analyze
Analyze the
the job
job and
and decide
decide how
how to
to measure
measure job
job
performance
performance

Select
Select personal
personal traits
traits (like
(like finger
finger dexterity)
dexterity) that
that you
you
believe
believe should
should predict
predict successful
successful performance
performance
Figure 4.8
Test
Test candidates
candidates for
for these
these traits
traits
Determining Job
Specifications Measure
Measure these
these candidates’
candidates’subsequent
subsequent job
job performance
performance
Through Statistical
Analysis
Statistically
Statistically analyze
analyze relationship
relationship between
between the
the human
human
trait
trait (finger
(finger dexterity)
dexterity) and
and job
job performance
performance

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 Writing Job Specifications
 It s important to distinguish between specifications for trained
versus untrained personnel.
 For trained employees,
– the process is relatively straightforward,
– because of looking primarily for traits like experience.
 For untrained personnel,
– it s necessary to identify traits
– that might predict success on the job.
 Most job specifications come from the educated guesses of
people like supervisors, and are based mostly on judgment.
 Some employers use statistical analyses to identify predictors or
human traits that are related to success on the job.
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 Profile of Talent Management
 Aim of creating profiles - to create detailed descriptions of
 what is required for exceptional performance in a given role
or job,
 in terms of required
 competencies,
 personal attributes,
 knowledge, and experience.
 Each job s profile then becomes the anchor for creating
 recruitment, selection,
 training, and
 evaluation and development plans for each job.
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 Competency-based job analysis

 Describing the job in terms of

 measurable,
 observable,
 behavioral competencies (such as specific skills) that
 an employee doing the job must exhibit to do the job well.
 With the job of, say,
 a team member possibly changing daily,
 one should identify the skills the employee may need to
move among jobs.
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 THANKS

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