CHRA: Job analysis and the talent management process

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 description and job specification

Job analysis produces information for writing?

Job descriptions

A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities

Job specifications

A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on

Information seen in job analysis

• Work activities

• Human behaviors

• Machines, tools, equipment, and work aids

• Performance standards

• Job context

• Human requirements

Work activities

Information in job analysis about the job’s actual work activities

Human behaviors

Information in job analysis about human behaviors the job requires

Machines, tools, equipment, and work aids

Information in job analysis regarding tools used, materials processed, knowledge dealt with or applied and services rendered

Performance standards

Information in job analysis about the job’s performance standards

Job context

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

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 appraisals

• Compensation

• Training

Steps in conducting a job analysis

1. Identify the use to which information will pe but

2. Review relevant background information about the job

3. Select representative positions

4. Actually analyze the job

5. Verify the job analysis information with the worker performing the job and with his/her immediate supervisor

6. Develop a job description and job specification

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

Job enlargement, job rotation, job enrichment

Three ways to redesign specialized job

Job enlargement

assigning workers additional same-level activities

Job rotation

Systematically moving workers from 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

Methods of collecting job analysis information

• Interview

• Questionnaires

• Observation

• Participant daily/log

• Quantitative job analysis techniques

• Online job analysis methods

Advantage of interview

• simple and quick way to collect information

• Skilled interviewers can also unearth important activities that occur occasionally, or informal contacts not on the organization chart

• The employee can also vent frustrations that might otherwise go unnoticed

Disadvantage of interview

• Distortion of information is the main problem

• Job analysis often precedes changing a job’s pay rate

• There may be a tendency for people to inflate their job’s importance when abilities are involved, to impress the perceptions of others

Advantage of questionnaires

• Quick and efficient way to obtain information from a large number of employees

• Less costly than interviewing dozens of workers

Disadvantage of questionnaires

• Developing and testing it can be time-consuming

• Employees may distort their answers

Direct observation

especially useful when jobs consist of observable physical activities

Reactivity

Main problem in observation

Diary/log

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

Position Analysis Questionnaire

Very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items, each represent a basic element that may play a role in the job

Five PAQ basic activities

• Having decision-making/Communication/Social responsibilities

• Performing skilled activities

• Being physically active

• Operating vehicles/equipments

• Processing information

Department of Labor (DOL) Procedure

uses a set of standard activities called worker functions to describe what a worker must do with respect to data, people, and things

Job description

The most important product of job analysis

Job description

Written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are.

Components of job description

1. Job identification

2. Job summary

3. Responsibilities and duties

4. Authority of incumbent

5. Standards of performance

6. Working conditions

7. Job specification

Job identification

Contains several types of information such as job title and date

Job title

specified the name of the job

Job summary

Summarize the essence of the job, and should include only its major functions or activities

Relationships

shows the jobholder’s relationships with others inside and outside the organization

Responsibilities and duties

Heart of the job description

Job specifications

Takes the job description and answers the question, “What human traits and experience are required to do this job effectively?” It shows what kind of person to recruit and for what qualities you should test that person

Straightforward

Writing job specifications for trained and experienced employees is relatively _______

Complex

Writing job specifications for utrained people are more ______

Job specifications based on statistical analysis

The aim is to determine statistically the relationship between (1) some predictor and (2) some indicator or criterion of job effectiveness

Predictive validation

The basic procedure of job specifications based on statistical analysis

Job-requirements matrix

A more complete description of what the worker does and how and why he or she does it; it clarifies each task’s purpose and each duty’s required knowledge, skills, abilities, and other characteristics.

Task statements

The main step in creating a job-requirements matrix involves writing the _______

Task statements

Written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task.

Competency models

List the competencies employees must be able to exhibit to get their jobs done

Competency

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.

A good competency statement includes three elements

1. Name and brief description of competencies

2. Description of the observable behaviors that represent proficiency in the competency

3. Proficiency levels