Job Analysis and the Job Analysis and the TalentTalent
Management ProcessManagement Process
Chapter 4-1
4
4–2
1.1. Explain why talent management is important.Explain why talent management is important.
2.2. Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is and how it’s used.and how it’s used.
3.3. Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis information, including interviews, questionnaires, and information, including interviews, questionnaires, and observation.observation.
4.4. Write job descriptions, including summaries and job Write job descriptions, including summaries and job functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.
5.5. Write a job specification.Write a job specification.
6.6. Explain job analysis in a “worker-empowered” world, Explain job analysis in a “worker-empowered” world, including what it means and how it’s done in practice.including what it means and how it’s done in practice.
LEARNING OUTCOMESLEARNING OUTCOMES
The Talent Management The Talent Management
ProcessProcess•What Is Talent What Is Talent Management?Management?• TasksTasks (parts of one unified process) (parts of one unified process)
• Goal-directedGoal-directed
• Uses the same “profile”Uses the same “profile”
• Segments and manages employeesSegments and manages employees
• Integrates/coordinates all talent Integrates/coordinates all talent management functionsmanagement functions
Chapter 4-3
4–4
The Basics of Job Analysis: The Basics of Job Analysis: TermsTerms• Job AnalysisJob Analysis
The procedure for determining the duties and skill The procedure for determining the duties and skill requirements of a job and the kind of person who requirements of a job and the kind of person who should be hired for it.should be hired for it.
• Job DescriptionJob Description A list of a job’s duties, responsibilities, reporting A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory relationships, working conditions, and supervisory responsibilities—one product of a job analysis.responsibilities—one product of a job analysis.
• Job SpecificationsJob Specifications A list of a job’s “human requirements,” that is, the A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—requisite education, skills, personality, and so on—another product of a job analysis.another product of a job analysis.
4–5
Types of Information CollectedTypes of Information Collected
Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and
work aids
Performance standards
Information Collected Via Job Analysis
4–6
Uses of Job Analysis InformationUses of Job Analysis Information
Recruitmentand selection
Compensation
Discovering unassigned
duties
Performance appraisalTraining
Information Collected via Job Analysis
4–7
Steps in Job AnalysisSteps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.
4–8
Organization Chart for Food Lion Grocery Chain
Board of DirectorsBoard of Directors
President & CEOChairperson
President & CEOChairperson
VP Human ResourcesVP Human Resources
Senior VPOperationsSenior VPOperations
VPMISVPMIS
VPFinance
VPFinance
VP Special Projects
VP Special Projects
VPMarketing
VPMarketing
VPAdvertising
VPAdvertising
VP Store PlanningVP Store Planning
Regional SupervisorsRegional
Supervisors
Area Supervisors
Area Supervisors
Regional OperationsRegional
Operations
Area Supervisors
Area Supervisors
Regional OperationsRegional
Operations
Area Supervisors
Area Supervisors
VP Grocery OperationsVP Grocery Operations
VP Perishable Operations
VP Perishable Operations
VP Bakery OperationsVP Bakery Operations
4–9
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
4–10
Flow Chart of the Report Writing ProcessFlow Chart of the Report Writing ProcessFlow Chart of the Report Writing ProcessFlow Chart of the Report Writing Process
KeyboardInput
KeyboardInput
FirstHard Copy
FirstHard Copy
NextHard Copy
NextHard Copy
Style andSpelling
Style andSpelling
Style andSpelling
Style andSpelling
KeyboardInput/EditKeyboardInput/Edit
SubmitReportSubmitReport
EditEditEditEdit
Add?Add?
OK?OK? Yes
No
No
Yes
KeyboardInput/EditKeyboardInput/Edit
4–11
Steps in Job AnalysisSteps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.
4–12
Job Analysis GuidelinesJob Analysis Guidelines
• AA joint effortjoint effort
• Clarity of questions and Clarity of questions and processprocess
• Different job analysis Different job analysis toolstools
4–13
Collecting Job Analysis InformationCollecting Job Analysis Information
InterviewsQuestionnaire
sObservations
Methods for Collecting Job Analysis Information
Diaries/Logs
Quantitative techniques Internet-basedInternet-based
4–14
Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: The InterviewInformation: The Interview
• Information SourcesInformation Sources Individual employeesIndividual employees
Groups of employeesGroups of employees
Supervisors with Supervisors with knowledge of the jobknowledge of the job
• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find
overlooked informationoverlooked information
• DisadvantageDisadvantage Distorted informationDistorted information
• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)
UnstructuredUnstructured
4–15
Job Analysis: Interviewing Job Analysis: Interviewing GuidelinesGuidelines• The job analyst and supervisor should work together The job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
• Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in order Ask the worker to list his or her duties in order of importance and frequency of occurrence.of importance and frequency of occurrence.
• After completing the interview, review and verify After completing the interview, review and verify the data.the data.
4–16
Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: QuestionnairesInformation: Questionnaires
• Information SourceInformation Source Have employees fill out Have employees fill out
questionnaires to describe questionnaires to describe their job-related duties and their job-related duties and responsibilitiesresponsibilities
• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists
Open-ended questions Open-ended questions
• AdvantagesAdvantages Quick and efficient way Quick and efficient way
to gather information to gather information from large numbers of from large numbers of employeesemployees
• DisadvantagesDisadvantages Expense and time Expense and time
consumed in preparing and consumed in preparing and testing the questionnairetesting the questionnaire
4–17
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
4–18
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
4–19
FIGURE 4–4 Example of Position/Job Description Intended for Use Online
4–20
FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)
4–21
Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: ObservationInformation: Observation
• Information SourceInformation Source Observing and noting the Observing and noting the
physical activities of physical activities of employees as they go employees as they go about their jobs by about their jobs by managers.managers.
• AdvantagesAdvantages Provides first-hand Provides first-hand
informationinformation Reduces distortion Reduces distortion
of informationof information
• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response distorts Reactivity response distorts
employee behavioremployee behavior Difficulty in capturing Difficulty in capturing
entire job cycleentire job cycle Of little use if job involves a Of little use if job involves a
high level of mental activityhigh level of mental activity
4–22
Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: Participant Information: Participant Diaries/LogsDiaries/Logs• Information SourceInformation Source
Workers keep a Workers keep a chronological diary or log chronological diary or log of what they do and the of what they do and the time spent on each activitytime spent on each activity
• AdvantagesAdvantages Produces a more complete Produces a more complete
picture of the jobpicture of the job Employee participationEmployee participation
• DisadvantagesDisadvantages Distortion of informationDistortion of information Depends upon employees Depends upon employees
to accurately recall their to accurately recall their activitiesactivities
4–23
Quantitative Job Analysis Quantitative Job Analysis TechniquesTechniques
Position Analysis Questionnaire
Functional Job Analysis
Quantitative Job Analysis
Department of Labor (DOL) Procedure
4–24
FIGURE 4–4 Portion of a Completed Page from the Position Analysis Questionnaire
The 194 PAQ elements are grouped into six dimensions. This exhibit lists 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.
4–25
TABLE 4–1 Basic Department of Labor Worker Functions
4–26
FIGURE 4–5 Sample Report Based on Department of Labor Job Analysis Technique
4–27
Internet-Based Job AnalysisInternet-Based Job Analysis• AdvantagesAdvantages
Collects information in a standardized format from Collects information in a standardized format from geographically dispersed employeesgeographically dispersed employees
Requires less time than face-to-face interviewsRequires less time than face-to-face interviews Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance
4–28
Writing Job DescriptionsWriting Job Descriptions
Jobidentification
Jobsummary
Responsibilities and duties
Authority of the incumbent
Standards of performance
Working conditions
Jobspecifications
Sections of a Typical Job Description
4–29
The Job DescriptionThe Job Description• Job IdentificationJob Identification
Job titleJob title Preparation datePreparation date PreparerPreparer
• Job SummaryJob Summary General nature of the jobGeneral nature of the job Major functions/activitiesMajor functions/activities
• Relationships Relationships Reports to:Reports to: Supervises:Supervises: Works with: Works with: Outside the company:Outside the company:
• Responsibilities and DutiesResponsibilities and Duties Major responsibilities and Major responsibilities and
duties (essential functions)duties (essential functions) Decision-making authorityDecision-making authority Direct supervisionDirect supervision Budgetary limitationsBudgetary limitations
• Standards of Performance Standards of Performance and Working Conditionsand Working Conditions What it takes to do the job What it takes to do the job
successfullysuccessfully
4–30
FIGURE 4–8 Sample Job Description, Pearson Education
4–31
FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)
4–32
Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)
Step 1.Step 1. Decide on a PlanDecide on a Plan
Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart
Step 3.Step 3. Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire
Step 4.Step 4. Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET
Step 5.Step 5. ListList the Job’s Human Requirements the Job’s Human Requirements from O*NETfrom O*NET
Step 6.Step 6. Finalize the Job DescriptionFinalize the Job Description
4–33
Writing Job SpecificationsWriting Job Specifications
Job specificationsfor trained versus
untrained personnel
Job specifications based on statistical analysis
“What human traits and experience are required
to do this job well?”
Job specifications based on judgment
Using task statementsUsing task statements
4–34
Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)
• Steps in the Statistical ApproachSteps in the Statistical Approach
1.1. Analyze the job and decide how to measure job Analyze the job and decide how to measure job performance.performance.
2.2. Select personal traits that you believe should Select personal traits that you believe should predict successful performance.predict successful performance.
3.3. Test candidates for these traits.Test candidates for these traits.
4.4. Measure the candidates’ subsequent job Measure the candidates’ subsequent job performance.performance.
5.5. Statistically analyze the relationship between the Statistically analyze the relationship between the human traits and job performance.human traits and job performance.
Profiles in Talent Profiles in Talent
ManagementManagement
• Competencies and Competencies and competency-based job competency-based job analysisanalysis
• How to write How to write competencies-based job competencies-based job descriptionsdescriptions
Chapter 4-35
4–36
K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis