JOB ANALYSIS AND TALENT MANAGEMENT PROCESS

Talent Management

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

Organization Chart

shows the title of each supervisor’s position

Organization Chart

This chart is made 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 Analysis

This produces information for writing the job description and job specifications

• Work activities

• Human behaviors

• Machine, tools, equipment, and work aids

• Performance standards

• Job Context

• Human requirements

What are the types of information that could be seen in a Job Analysis?

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

• EEO COmpliance

• Performance Appraisal

• Compensation

• Training

What are the five (5) uses of Job Analysis information?

Recruitment and Selection

helps managers decide what sort of people to recruit and hire

EEO Compliance

knowing if a selection test is a valid predictor of success on the job according to job duties and knowing essential job functions

Performance Appraisal

compares an employee’s actual performance with the job’s performance standards. Job analysis is important to determine what the standards are

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

1. Identify the Use

This step in conducting a job analysis determines the data collection method

2. Review Relevant Background Information About the Job

This step in conducting a job analysis helps understand job context

organization charts

This is a chart that shows the organizationwide division of work

process charts

This is a chart that provides a detailed picture of the workflow; shows inputs and outputs of a specific job

workflow analysis

detailed study of the flow of work from job to job in one identifiable work process; this analysis may lead to changing or reengineering the job

flow process chart

this chart is helpful to list in order each step of the work process; can be converted into a diagrammatic process chart which shows each step in the process with arrows and circles

Business Process Reengineering

redesigning the business processes

Business Process Reengineering

usually conducted by combining steps in order for small multifunction teams do jobs formerly done by a sequence of departments

• Job enlargement

• Job rotation

• Job enrichment

What are the (3) ways of Job Redesign?

Job enlargement

assigning workers additional same-level activities

Job rotation

systematically moving workers from one job to another

Job enrichment

giving the worker skills and authority to inspect the work instead of having supervisors do it instead

Job enrichment

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

3. Select Representative Positions

This step in conducting a job analysis refers to selecting a sample of job positions to do the job analysis to

• basic summary of the job

• job’s broad areas of responsibility

• specific duties or tasks within each area

What are the (3) important things to identify in (step #4) analyzing the job?

5. Verify the Job Analysis Information with the Worker and Immediate Supervisor

This step in conducting a job analysis helps confirm that the information is correct and complete

6. Develop a Job Description and Specification

This step in conducting a job analysis use the verified job analysis information as basis

Interview

What method is used in identifying job duties?

Position Analysis Questionnaire

What method is used in identifying job value?

• Individual interviews

• Group interviews

• Supervisor interviews

What are the (3) types of interviews?

to avoid efficiency evaluation

Why is it important for interviewees to understand the purpose of the interview?

Structured interviews

the use of questionnaires or interview guides during the interview

Group interview

this type of interview is used when a large number of employees are doing identical work

Structured checklists

This type of questionnaire has 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

This type of questionnaire requires the worker to describe the main functions related to their job

Position Analysis Questionnaire

This type of questionnaire contains 194 items and measures (5) basic activities or domains

• Having Decision-Making/Communication/Social Responsibilities

• Performing Skilled Activities

• Being Physically Active

• Operating Vehicles/Equipment

• Processing Information

five basic activities (domains) of Position Analysis Questionnaire

Position Analysis Questionnaire

used in assigning jobs to job classes for pay purposes

Observation

especially useful when jobs consist of observable physical activities

FALSE

Observation is NOT APPROPRIATE for jobs that entail a lot of mental activity

TRUE OR FALSE:

Observation is used for jobs that entail a lot of mental activity

TRUE

TRUE OR FALSE:

Observation is not useful if the employee only occassionally engages in important activities

reactivity

this is when workers are changing what they normally do because they are

being watched; main problem of observation

TRUE

TRUE OR FALSE:

combination of observation and interviews may be employed

Participant Diary/Logs

records the activity, along with the time, in a log

Job Description

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

Job specification

The information in job description is used to write ______

• Job Identification

• Job Summary

• Relationships

• Responsibilities and Duties

• Standards of Performance and Working Conditions

These are the (5) parts of Job Description:

Job Identification

This section contains the job title, date, who approved the job description, job’s location, supervisor’s title, salary scale, pay grade/level

Job Summary

summarizes the essence of job; includes major functions and activities

Relationships

This section shows who they report to, who they supervise, who they work with, and outside company relationships such as employment agencies, executive recruiting firms, etc.

Responsibilities and Duties

This section is the heart of the job description

Responsibilities and Duties

This section lists each of the job’s major duties separately and describes it in a few

sentences; detailed version of job summary

TRUE

TRUE OR FALSE:

The job analysis should reveal the job’s duties and responsibilities

Standards of Performance and Working Conditions

This section shows the standards the company expects the employee to achieve for each main duty and responsibility; must produce a usable set of performance standards

Job Specifications

lists human traits and experience that are required to do the job effectively

Job Specifications

shows what kind of person to recruit and for what qualities that person should be tested

Job Specifications

this may be a section of job description or a separate document

Trained Personnel

This specifications for this type of personnel are relatively straightforward; important to ask the length of previous service, quality of relevant training, and previous job performance

Untrained

This specifications for this type of personnel asks for physical traits, personality, interests, or sensory skills that imply some potential for trainability; filling out these positions must be with the intent to train them on the job

• Specifications Based on Judgement

• Specifications Based on Statistical Analysis

What are the two ways of identifying human requirements for a job?

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

this is more defensible than using only judgment, but is more difficult; uses predictive validation

predictive validation

determine the relationship between some predictor (human trait) and a criterion (indicator of job effectiveness); determine whether the trait predicts performance

Column 1: four or five main job duties

Column 2: task statements associated with each job duty

Column 3: relative importance of each main job duty

Column 4: time spent on each main job duty

Column 5: knowledge, skills, ability, and other human characteristics (KSAOs)

related to each main job duty

What are the five columns listed in Job-Requirements Matrix?

Competencies Models

list of knowledge, skills, and experience someone needs to do the job

Competencies Models

lists the competencies each employee must exhibit to get the job done

competency

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

FALSE

Job duties are specific whereas competency models or profiles are general

TRUE OR FALSE:

Job duties are general whereas competency models or profiles are specific

Competency model

this becomes a guidepost for recruiting, selecting, training, evaluating, and developing employees for each job

competency-based job analysis

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

TRUE

TRUE OR FALSE:

the aim of competency statement is to finish the statement: “In order to perform this job competently, the employee should be able to...”

• name and a brief description of competency

• description of observable behaviors

• proficiency levels (from low to high)

What are the (3) elements of competency statement?