Job Analysis and Talent Management Process

Talent Management

The holistic process of planning, recruiting, selecting, developing, managing, and compensating employees.

Organization Chart

A chart that shows the title of each supervisor's position and, by means of connecting lines, accountability for departments, authority systems, and communication lines.

Job Analysis

The procedure through which the duties for specific jobs and the characteristics of people to hire are determined; it produces information used for writing job descriptions and job specifications.

Work Activities

Actual work tasks including the how, why, and when of performing tasks.

Human Behaviors

Behaviors the job requires (e.g., communicating, walking long distances).

Machines, Tools, Equipment, and Work Aids

Tools used, materials processed, knowledge dealt with or applied, and services rendered in a job.

Performance Standards

The job's performance standards in terms of quantity or quality levels for each job duty.

Job Context

Physical working conditions, work schedule, incentives, and the number of people the employee works with.

Human Requirements

Knowledge, skills, and required personal attributes.

Recruitment and Selection

Helps managers decide what sort of people to recruit and hire.

EEO Compliance

Helps determine if a selection test is a valid predictor of success based on job duties and essential job functions.

Performance Appraisal

Compares an employee's actual performance with job performance standards determined by job analysis.

Compensation

Relies on job analysis info such as required skill, education, safety hazards, and degree of responsibility.

Training

Pinpoints what training is required for a job based on its duties and responsibilities.

Organization Charts

Show the organization-wide division of work.

Process Charts

Provide a detailed picture of workflow, showing inputs and outputs of a specific job.

Workflow Analysis

A detailed study of the flow of work from job to job in one identifiable work process, which may lead to changing or reengineering the job.

Flow Process Chart

A chart listing each step of a process in order; can be converted into a diagrammatic process chart using arrows and circles.

Business Process Reengineering

Redesigning business processes, usually by combining steps so small multifunctional teams can do jobs formerly done by a sequence of departments.

Job Enlargement

Assigning workers additional same-level activities (e.g., people who previously only printed tags must now attach them as well).

Job Rotation

Systematically moving workers from one job to another.

Job Enrichment

Redesigning jobs to increase worker opportunities for responsibility, achievement, growth, and recognition by empowering them (e.g., giving workers authority to inspect their own work).

Rule of Thumb for Collection Methods

Choose the method that best serves the purpose (e.g., interviews for job duties; Position Analysis Questionnaire for job value/compensation).

Individual Interviews

Interviews conducted with each individual employee.

Group Interviews

Interviews with groups of employees doing identical work (used for large numbers of identical jobs; immediate supervisor attends or is interviewed separately).

Supervisor Interviews

Interviews conducted with one or more supervisors.

Structured Interviews

Interviews utilizing questionnaires or interview guides; simple, quick, uncover occasional activities, and let employees vent, but carry risks of info distortion or inflated job importance.

Structured Checklists / Questionnaires

Inventories of hundreds of specific tasks/duties where workers indicate if they perform them and how much time is spent; quick and cost-effective for large groups, though time-consuming to develop and test.

Open-Ended Questions

Questionnaires requiring workers to describe the main functions of their job.

Position Analysis Questionnaire (PAQ)

A structured questionnaire containing 194 items across 5 basic activities/domains

Observation

Useful for observable physical activities; not appropriate for mental work or occasional tasks. Main problem is reactivity (workers changing normal behavior because they are watched).

Participant Diary/Logs

Records where workers log their activities along with the exact time.

Job Description

A written statement of what the worker actually does, how they do it, and the working conditions.

Job Identification

Contains job title, approval date, approval signatures (optional), job location, supervisor's title, and pay grade/level (e.g., Teacher I, Teacher II). J

Job Summary

Summarizes the essence of the job, including major functions and activities. Must not include "cop-out clauses" like "other duties, as assigned".

Relationships

Shows worker relationships inside and outside the organization (who they report to, supervise, work with, and external contacts like agencies or recruiters).

Responsibilities and Duties

The heart of the job description; lists each major duty separately, describes it in a few sentences, and defines authority limits.

Standards of Performance and Working Conditions

Outlines the performance standards the company expects the employee to achieve for each main duty.

Job Specifications

A list of human traits and experience required to do the job effectively; shows what kind of person to recruit and what qualities to test for.

Specifications for Trained Personnel

Relatively straightforward; focuses on length of previous service, quality of relevant training, and previous job performance.

Specifications for Untrained Personnel

Focuses on physical traits, personality, interests, or sensory skills that imply potential for trainability on the job.

Specifications Based on Judgment

Reviewing job duties and logically deducing the human traits and skills required.

Specifications Based on Statistical Analysis (Predictive Validation)

A more defensible statistical method determining the relationship between a predictor (human trait) and a criterion (job performance indicator).

Competence / Competency

A cluster of highly interrelated attributes (such as critical thinking skills or deductive reasoning abilities) needed to get a job done.

Competency Model

A general list of the knowledge, skills, and experience someone needs to do a job, serving as a guidepost for recruiting, selecting, training, evaluating, and developing employees (contrast

Competency-Based Job Analysis

Describing a job in terms of measurable, observable, behavioral competencies by answering