3_Job Analysis and Talent Management Process

Talent Management

Ø  describes the approach of understanding the personnel needs of a company and recruiting the right people, alongside developing, and retaining those skilled employees that an organisation needs to fulfil their strategy.

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

Ø  all the ways that organizations bring employees on board, keep them happy and productive, and help them continue to develop their skills over time.

Organizational Chart

Ø  is a diagram that visually conveys a company's internal structure by detailing the roles, responsibilities, and relationships between individuals within an entity.

Ø  shows the title of each supervisor’s position

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

Job Analysis

Ø  is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed.

Ø  involves gathering facts and details about a specific job to help you write job descriptions, hire the right people and train your teams.

Work activities

Types of Information in Job Analysis:

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

Ø  This refers to the specific tasks and responsibilities that make up the job. It includes the detailed steps involved in performing the tasks, the methods used, the purpose of the tasks, and the circumstances under which they are performed.

examples: Writing reports, conducting interviews, managing a team, analyzing data,

Human behavior

Types of Information in Job Analysis:

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

Ø  This category captures the physical and mental actions that a job requires. It encompasses both observable behaviors (e.g., walking, lifting) and cognitive or interpersonal actions (e.g., decision-making, communicating with others).

Examples: Negotiating with clients, making presentations, operating machinery, walking long distances within a facility

Machines, tools, equipment, and work aids

Types of Information in Job Analysis:

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

Ø  This involves identifying the physical tools and technology used in the job, as well as any materials or knowledge that are applied. It also includes any services that are provided as part of the job.

Ø  Examples: Computers, software programs, machinery, safety gear, technical manuals.

Performance standard

Types of Information in Job Analysis:

Ø  define the expected levels of performance for each duty or task. These standards can be quantitative (e.g., number of units produced per hour) or qualitative (e.g., customer satisfaction levels).

Ø  Examples: Achieving a 95% accuracy rate in data entry, completing tasks within a specified time frame, maintaining high customer service ratings.

Job context

Types of Information in Job Analysis:

Ø  refers to the broader environment in which the job is performed, including physical, social, and organizational aspects. It covers factors like working conditions, work schedule, job hazards, and the social environment.

Ø  Examples: Working outdoors in various weather conditions, working in a noisy factory, being part of a team of five employees, working night shifts.

Human requirements

Types of Information in Job Analysis:

Ø  knowledge or skills and required personal attributes

Ø  this covers the knowledge, skills, abilities (KSAs), and other characteristics (e.g., personality traits, physical abilities) that an individual must possess to perform the job successfully.

Examples: Proficiency in a specific programming language, ability to lift 50 pounds, excellent communication skills, attention to detail, customer-oriented attitude

Recruitment and Selection

Uses of Job Analysis Information:

Ø  helps managers decide what sort of people to recruit and hire

Ø  This information is used to create job descriptions and job specifications, which outline the essential criteria for candidates.

If a job analysis reveals that a position requires strong analytical skills and proficiency in a specific software, these criteria will be emphasized in the job advertisement and will guide the selection of candidates

EEO Compliance

Uses of Job Analysis Information:

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

Ø  Example: If a job requires physical lifting as an essential function, this requirement must be clearly stated in the job analysis. This way, selection tests that assess physical strength can be used legitimately without violating EEO laws.

Compensation

Uses of Job Analysis Information:

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

Ø  provides data on the job’s required skills, education, responsibilities, and working conditions. This information helps in determining appropriate pay levels and structures.

Ø  Example: A job analysis might reveal that a certain position requires advanced technical skills, operates in a hazardous environment, or carries significant responsibility. This would justify a higher pay rate compared to positions with less demanding requirements.

Training

Uses of Job Analysis Information:

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

Ø  Job analysis identifies the specific duties and tasks associated with a job, as well as the skills and knowledge required to perform them. This information is used to design training programs that address gaps in employees' abilities.

Ø  Example: If a job analysis indicates that a position requires knowledge of new software or regulatory requirements, a training program can be developed to ensure employees are proficient in these areas.

organization charts

Ø  shows the organizationwide division of work process charts

Ø  These charts provide a visual representation of the division of work across the organization. They help to clarify reporting relationships, the hierarchy of positions, and the place of the job in question within the organizational structure.

Process charts

Ø  provides a detailed picture of the workflow

Ø  shows inputs and outputs of a specific job

Ø  offer a detailed picture of the workflow, illustrating how work is processed through various stages and identifying the inputs and outputs associated with specific jobs.

Existing job description

Ø  Reviewing current job descriptions can provide a starting point for analysis. It allows for the identification of any changes that might have occurred in the job over time, offering a basis for updating and revising the job description.

workflow

Ø  is a system for managing repetitive processes and tasks which occur in a particular order. They are the mechanism by which people and enterprises accomplish their work, whether manufacturing a product, providing a service, processing information or any other value-generating activity.

Business Process Reengineering

o   redesigning the business processes

o   usually by combining steps in order for small multifunction teams do jobs

o   formerly done by a sequence of departments

o   is the radical redesign of business processes to achieve dramatic improvements in productivity, cycle times, quality, and employee and customer satisfaction

Business Process Reengineering

o   process: Identify a business process to be redesigned; Measure the performance of existing processes; Identify opportunities to improve processes; Redesign and implement a new way of doing the work; Assign ownership of sets of formerly separate tasks

o   example: in a shipping center, there are usually different people who put on tags and sort packages according to general location. Upon reengineering, the same people in a small multifunction team will now attach a tag to a parcel and proceed to sort them afterwards

Job enlargement

Ø  assigning workers additional same-level activities

Ø  ex: people who previously only printed tags must now attach the tags to parcels as well

Ø  increasing the scope of a job through extending the range of its job duties and responsibilities generally within the same level and periphery.

involves combining various activities at the same level in the organization and adding them to the existing job.

Job rotation

Ø  systematically moving workers from one job to another Ø  is the practice of moving employees between jobs in an organization. Ø  are predominantly lateral, meaning that they happen between jobs on the same level and are not considered promotions. Ø  They are also often temporary with people moving back to their original job after a certain time.

Job enrichment

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

Ø  does so by empowering the worker through (for instance) giving the worker skills and authority to inspect the work instead of having supervisors do it instead

is a strategy used to motivate employees by giving them increased responsibility and variety in their jobs. The idea is to allow employees to have more control over their work

Select Representative Positions

Ø  select a sample of job positions to do the job analysis to

Actually Analyze the Job

Ø  process: greet each job holder;  explain the job analysis process and participants’ roles;  interview employee to get a basic summary of the job identify the job’s broad areas of responsibility; identify specific duties or tasks within each area

Verify the Job Analysis Information with the Worker and Immediate Supervisor

Ø  helps confirm that the information is correct and complete

Develop a Job Description and Specification

Ø  use the verified job analysis information as basis

individual interviews

Ø  typically between one interviewer and one candidate, and the interview usually lasts anywhere from 30 minutes to an hour. This type of interview can take place in person, via a video conference, or by phone.

group interview

Ø  groups of employees who have the same job

Ø  used when a large number of employees are doing identical work

immediate supervisor attends the group session; if not, interview them separately

Structured interviews

Ø  is a systematic approach to interviewing where you ask the same predetermined questions to all candidates in the same order and you rate them with a standardized scoring system.

Ø  the use of questionnaires or interview guides during the interview

Ø  Pros: simple and quick way to obtain information; can unearth important activities that occur occasionally; employee can vent frustrations

Ø  Cons: distortion of information inflation of job importance to impress

Ø  Interviewing guidelines: establish rapport; use a structured guide that lists questions; don’t overlook crucial but infrequently performed activities; review the information with the worker and their supervisor

structured checklists

Ø  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

Ø  are questions that cannot be answered with a simple 'yes' or 'no', and instead require the respondent to elaborate on their points

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

Ø  Pros: quick and efficient for obtaining information from a large group of employees; less costly than interviewing

Cons: development and testing is time-consuming; information distortion to impress

Position Analysis Questionnaire

Ø  is a structured job analysis questionnaire that evaluates the skill level and basic characteristics required of workers to successfully execute the tasks, duties, and responsibilities of a job.

Ø  contains 194 items

Ø  five basic activities (domains): Having Decision-Making/Communication/Social Responsibilities; Performing Skilled; Being Physically Active Operating Vehicles/Equipment; Processing Information

Ø  scores on each item range from 1 to 5 depending on how the item applies to the job being analyzed

Ø  final PAQ score reflects rating on EACH of the five activities (domains)

strength is assigning jobs to job classes for pay purposes

Observation

Ø  is a unique type of interview technique where the candidate is observed performing certain tasks or activities that are relevant

Ø  especially useful when jobs consist of observable physical activities

Ø  not appropriate for jobs that entail a lot of mental activity

Ø  not useful if the employee only occassionally engages in important activities main problem is reactivity - workers changing what they normally do because they are being watched

Ø   combination of observation and interviews may be employed

 observe the worker on the job and clarify open points and other activities during the interview

Participant Diary/Logs

Ø  a data collection method in which research participants record their own thoughts and behaviors related to a research topic

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

Job Description

Ø  is a written explanation that outlines the essential responsibilities and requirements for a vacant position.

Ø  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

  is the process of determining where a job is positioned based on its relationships within the organization

contains job title (name of the job); date (date the job description was approved); may be space to indicate who approved the job description; job’s location; supervisor’s title information regarding pay or salary scale; pay grade/level (if applicable)

Job Summary

Ø  provides an overview of the company and the expectations that comes with the job. It summarizes the main point of the job description which may include key responsibilities, functions, and duties; education and experience requirements and other important information.

Ø  should not include “cop-out clause” since it leaves open the nature of the job

Ø  phrases such as “other duties, as assigned”

state that the employee is expected to carry out their duties efficiently, attentively, and conscientiously

Relationships

Ø  shows the worker’s relationships with others inside and outside the organization

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

Ø  heart of the job description; lists each of the job’s major duties separately and describes it in a few sentences

Ø  detailed version of job summary

Ø  may also define the jobholder’s authority limits

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

Standards of Performance and Working Conditions

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

must produce a usable set of performance standard

·       Writing Job Specifications

Ø  should include the minimum qualifications employees need to meet. This could include education, experience, required skills and more. Consider breaking out your job qualifications into a list of must-haves vs. nice-to-haves to attract a wider range of candidates.

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

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

may be a section of job description or a separate document

Specifications Based on Judgement

·       Two ways of identifying human requirements for a job:

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

Specifications Based on Statistical Analysis

·       Two ways of identifying human requirements for a job:

Ø  determines the statistical relationship to predict the human traits and criteria related to job effectiveness and rate the performance. It is the defensible approach that determines the job competencies and performing the job with the specification.

Ø  more defensible than using only judgment, but is more difficult

Ø  determine the relationship between some predictor (human trait) and a criterion (indicator of job effectiveness). In short, the basic procedure for Job Analysis and Talent Management Process 10 this is predictive validation

Ø  Five steps: analyze the job and decide how to measure job performance; select personal traits that should predict job performance; test candidates for said traits; measure the candidates’ subsequent job performance; statistically analyze the relationship between predictor and criterion

the main goal is to determine whether the trait predicts performance

·       Job-Requirements Matrix

is a tool that helps you identify and prioritize the knowledge, skills, abilities, and other characteristics (KSAOs) that are essential for a specific job. A JRM can help you improve your personnel selection process by aligning your hiring criteria with the actual job demands

Column 1

four or five main job duties

column 2

Ø  task statements associated with each job duty

Ø  this is the main step

task statements describe what the worker does a task in a major job duty and how they do it

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

Ø  Competencies Models

Ø  is a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that define the skills and abilities that enable successful job performance.

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

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

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