Dessler Human Resource Management Chapter 4 Job Analysis and the Talent Management Process

Talent Management Process Step 1

Decide what positions to fill, through job analysis, personnel planning and forecasting

Talent Management Process Step 2

Build a pool of job candidates, by recruiting internal or external candidates

Talent Management Process Step 3

Have candidates complete application forms and perhaps undergo initial screening interviews

Talent Management Process Step 4

Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates

Talent Management Process Step 5

Decide to whom to make an offer

Talent Management Process Step 6

Orient, train, and develop employees to provide them with the competencies they need to do their jobs

Talent Management Process Step 7

Appraise employees to assess how they're doing

Talent Management Process Step 8

Reward and compensate employees to maintain their motivation

Talent Management

The goal-oriented and integrated process of planning , recruiting, developing, managing, and compensating employees

Job Analysis

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it

Job Descriptions

A list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities- one product of a job analysis

Job Specifications

A list of a job's "human requirements", that is, the requisite education, skills, personality, and so on- another product of a job analysis

Job Analysis Work Activities

Information about the job's actual work activities, such as cleaning, selling, teaching or painting. This list may also include how, why, and when the worker performs each activity.

Job Analysis Human Behaviors

Human Behaviors the job requires such as sensing, communicating, lifting weights, or walking long distances

Job Analysis Machines, tools, equipment and work aids

Information regarding tools used, materials processed, knowledge dealt with or applied(such as finance or law) and services rendered(such as counseling or repairing).

Job Analysis Performance Standards

Information about the job's performance standards(in terms of quantity or quality levels for each job duty, for instance).

Job Analysis Job Context

Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact

Job Analysis Human Requirements

Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests).

Uses of Job Analysis Information

Recruitment and Selection, EEO Compliance, Performance Appraisal, Compensation, and Training

Job Analysis Step 1

Decide How You'll Use The Information

Job Analysis Step 2

Review relevant background information such as organization charts, process charts, and job descriptions

Job Analysis Step 3

Select representative positions

Job Analysis Step 4

Actually analyze the job- by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job

Job Analysis Step 5

Verify the job analysis information with the worker performing the job and with his or her immediate supervisor

Job Analysis Step 6

Develop a job description and job specificaton

Organization Chart

A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom

Process Chart

A workflow chart that shows the flow of inputs to and outputs from a particular job

Workflow Analysis

A detailed study of the flow of work from job to job in a work process

Business Process Reengineering

Redesigning business processes, usually by combining steps, so that small multifunction process teams using information technology do the jobs formerly done by a sequence of departments

Business Process Reengineering Steps

1. Identify a business process to be redesigned(such as approving a mortgage application)

2. Measure the performance of the existing processes

3. Identify opportunities to improve these processes

4. Redesign and implement a new way of doing the work

5. Assign ownership of sets of formerly separate tasks to an individual or a team that use new computerized systems to support the new arrangement

Job Enlargement

Assigning workers additional same-level activities

Job Rotation

Systematically moving workers form one job to another

Job Enrichment

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

Psychologist Frederick Herzberg

Argued that the best way to motivate workers is through job enrichment

Methods for Collecting Job Analysis Information

Structured interviews, unstructured interviews, questionnaires,observation, participant diary/logs,quantitative job analysis, position analysis questionnaire(PAQ), Internet-based job analysis

Diary/log

Daily listings made by workers of every activity in which they engage along with the time each activity takes

Position Analysis Questionnaire (PAQ)

A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, questionnaire contains 194 items

5 Basic Position Analysis Questionnaire Basic Activities

1. Having decision making/communication/social respobsibilities

2. Performing skilled activities

3. Being physically active

4. Operating vehicles/equipment

5. Processing Information

Job Descriptions Cover

1. Job identification

2. Job summary

3. Responsibilities and duties

4. Authority of incumbent

5. Standards of performance

6. Working conditions

7. Job specifications

Standard Occupational classification (SOC)

Classifies all workers into one of 23 major groups of jobs that are subdivided into minor groups of jobs and detailed occupations

Competency-based job analysis

Describing the job in terms of measurable, observable, behavioral competencies(knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well