Job Analysis and Talent Management Process (HREAP, Desser)

Talent Management

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

Organization Chart

shows the title of each supervisor's position

- by means of connecting lines, accountability for departments, authority systems, and communication lines

Job Analysis

procedure through which the duties for specific jobs and characteristics of people to hire

are determined

- job description and job specifications

Work activities

actual work tasks including the how, why, and when of performing the tasks

Human behaviors

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

Machines, tools, equipment, and work aids

tools used, materials process,
knowledge dealt with or applied, and services rendered in a job

Performance standards

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

Job context

physical working conditions, work schedule, incentives, number of people with whom the employee would be working with

Human requirements

knowledge or skills and required personal attributes

Recruitment and Selection

Recruitment and Selection

EEO Compliance

compares an employee's actual performance with the job's performance standards.

Compensation

depends on information such as required skill, education, safety
hazards, degree of responsibility, and other information gained from job analysis

Training

given the duties and responsibilities given by job analysis, this would
help pinpoint what training is required for the job

organization charts

shows the organizationwide division of work

workflow analysis

detailed study of the flow of work from job to job in one identifiable workprocess

Business Process Reengineering

- redesigning the business processes
- usually by combining steps in order for small multifunction teams do jobs formerly done by a sequence of departments

Job enlargement

assigning workers additional same-level activities

Job enrichment

redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement,
growth, and recognition

interview

job duties

position analysis questionnaire

job value

group interview with groups of employees who have the same job

used when a large number of employees are doing identical work

structured interviews

use of questionnaires or interview guides during the interview

Structured checklists

- inventory of hundreds of specific tasks and duties
- worker must indicate if they perform each task and if so, how much time is normally spent on them

Open-ended questions

requires the worker to describe the main functions related to their job

Position Analysis Questionnaire

especially useful when jobs consist of observable physical activities

Job Description

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

- information are used to write a job specification

Job Identification

- job title
- date
- lcoation
- supervisor title
- pay or salary scale
- pay/grade level
- who approved the job description

Job Summary

- summarizes the essence of the job
- includes major functions and activities
- should not include "cop-out clause" since it leaves open the nature of the job
> phrases such as "other duties, as assigned"

Relationships

shows the worker's relationships with others inside and outside the
organization

Responsibilities and Duties

heart of the job description
- lists each of the job's major duties separately and describes it in a few
sentences

Standards of Performance and Working Conditions

standards the company expects the employee to achieve for each main duty
and responsibility

- usable set

trained personnel

relatively straightforward
- length of previous service, quality of relevant training, and previous job
performance

Untrained personnel

filling out these positions must be with the intent to train them on the job
- physical traits, personality, interests, or sensory skills that imply some potential for
trainability

Specifications Based on Judgement

review the job duties and deduce from those the human traits and skills the job requires

Specifications Based on Statistical Analysis

more defensible than using only judgment, but is more difficult

- predictive validation

main goal is to determine whether the trait predicts performance

Job-Requirements Matrix

- 4 or 5 main job duties
- task statements
- relative importance of job
- time spent
- KSAOs

Competencies Models

- list of knowledge, skills, and experience someone needs to do the job
- lists the competencies each employee must exhibit to get the job done

specific

Job duties are

general

competency models or profiles are

competency

cluster of highly interrelated attributes (critical thinking skills, deductive reasoning
abilities, etc.)

competency-based job analysis

describing the job in terms of measureable, observable, behavioral competencies