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Talent Management Process
A holistic, integrated, and results-oriented process of planning, recruiting, selecting, developing, managing, and compensating employees.
Traditional steps managers do:
Decide what positions to fill through job analysis, workforce planning, and forecasting.
Build a pool of job applicants by recruiting internal or external candidates.
Obtain application forms and perhaps have initial screening interviews.
Use selection tools like tests, interviews, background checks, and legally permissible physical exams to identify viable candidates.
Decide to whom to make an offer.
Orient, train, and develop employees so they have the competencies to do their jobs.
Appraise employees to assess how they’re doing.
Compensate employees to maintain their motivation.
Talent management Steps:
They start with the results and ask, “What recruiting, testing, training, or pay action should I take to produce the employee competencies we need to achieve our company’s goals?”
They treat activities such as recruiting and training as interrelated.
Because talent management is holistic and integrated, they will probably use the same “profile” of required human skills, knowledge, and behaviours (“competencies”) for formulating a job’s recruitment plans as for making selection, training, appraisal, and compensation decisions for it.
And, to ensure the activities are all focused on the same ends, the manager will take steps to coordinate the talent management functions (recruiting and training, for example). Doing so often involves using talent management software
Talent Management Software
Employers use talent management software to help ensure that their talent management activities are aimed in a coordinated way to achieve the company’s H R aims.
Software may offer applicant tracking, onboarding, performance management, and compensation support.
It helps the manager “recruit, manage, and retain your best employees.”
Job Analysis
The procedure for determining the tasks, duties, and responsibilities of each job, along with the human attributes required to perform it.
Job
A group of related activities and duties, held by a single employee or a number of incumbents.
Position
The collection of tasks and responsibilities performed by one person.
Incumbent
The individual currently holding a position.
6 Steps in Job Analysis
Relevant organizational information is reviewed.
Jobs are selected to be analyzed.
Using one or more job analysis techniques, data are collected on job activities.
The information collected in Step 3 is then verified and modified, if required.
Job descriptions and specifications are developed based on the verified information.
The information is then communicated and updated on an as-needed basis.
Step 1: Relevant organizational information is reviewed.
Org chart and structure
Process chart: A diagram showing the flow of the inputs to and the outputs for the job under study
Step 2 Jobs are selected to be analyzed.
Job design: The process of systematically organizing work into tasks that are required to perform a specific job.
Changes to modern work:
More cognitively complex, team-based, collaborative, dependent on social skills and technological competence.
More time pressured and mobile; less dependent on geography.
Step 3: Using one or more job analysis techniques, data are collected on job activities.
Interviews, Position analysis questionaire, Functional Job analysis, observation, participant diary/log, National occupational classification
Job Design
The process of systematically organizing work into tasks required to perform a specific job.
The National Occupational Classification (N O C):
A reference tool for writing job descriptions and job specifications. Compiled by the federal government, it contains comprehensive, standardized
Participant diary/log:
Daily listings made by employees of every activity in which they engage, along with the time each activity takes.
Observation
Watch employees perform their work.
Record frequency of behaviours.
Can be structured or unstructured.
Beneficial when job consists mainly of observable physical activities.
Less useful for jobs with substantial mental activity.
PIPTDEA must ensure privacy
Functional job analysis (F J A) questionnaire:
A quantitative method for classifying jobs based on amounts of responsibility for data, people, and things. Performance standards and training requirements are also identified
Position analysis questionnaire (P A Q):
A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.
Provides quantitative score on six basic dimensions
Step 4: The information collected in Step 3 is then verified and modified, if required.
Information should be factually correct and complete.
Increases validity and reliability.
Verify with any worker performing the job and with immediate supervisor
Competency
Demonstrable characteristics of a person that enable performance of a job.
Job Description
A written statement of what the jobholder actually does, how they do it, and under what conditions the job is performed. It includes the duties, responsibilities, reporting relationships, human qualifications, and working conditions of a job—one product of a job analysis.
No standard format.
Include: Job identification, Job summary, relationships, duties and responsibilities, Authority, Performance standards or indicators , working conditions and physical description
Job Specification
A list of requisite knowledge, skills, and abilities needed to perform a job.
Step 6: The information is then communicated and updated on an as-needed basis.
Once a system is developed to collect data, an organization may choose to:
regularly update the data collected in a proactive manner,
develop systems to collect data on an ongoing basis,
or
adjust job analysis activities in a reactive manner after a significant organizational change is initiated.
Work Simplification
Work Simplification is an approach to job design that involves assigning most of the administrative aspects of work (such as planning and organizing) to supervisors and managers, while giving lower-level employees narrowly defined tasks to perform according to methods established and specified by management
Industrial Engineering
a field of study concerned with analyzing work methods; making work cycles more efficient by modifying, combining, rearranging, or eliminating tasks; and establishing time standards
Business Process Reengineering
redesigning business processes, usually by combining steps, so that small multifunction teams using information technology do the jobs formerly done by a sequence of departments.
Job Enrichment
Redesigning jobs to make them more rewarding or satisfying by increasing opportunities for responsibility, achievement, growth, and recognition.
Applicant Tracking
A talent management software feature that helps organizations manage the recruitment process.
Performance Management
The process of assessing employee performance and providing feedback, often involving appraisals.
Onboarding
The process of integrating new employees into an organization.
Workforce Planning
Deciding what positions to fill through job analysis and forecasting.
Job Enlargement
Assigning workers additional tasks at the same level of responsibility to relieve monotony.
Job Rotation
Systematically moving employees from one job to another to relieve monotony.
Job enrichment
any effort that redesigns jobs to make an employee’s job more rewarding or satisfying by increasing the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition
Quantitative Methods
Techniques used in job analysis to collect numerical data about job activities.
Qualitative Methods
Techniques used to collect descriptive data about job activities.
Performance Standards
Measures of quality and quantity required for job performance.
Job Context
The physical and social environment where work is performed.
Work Simplification
An approach to job design that assigns administrative aspects of work to supervisors, while lower-level employees perform narrowly defined tasks.
Competency-Based Job Analysis
Describing a job in terms of the measurable, observable behavioral competencies required for job success.
3 elements of competency statements
Proficiency Level 1. Identifies project risks and dependencies and communicates routinely to stakeholders.
Proficiency Level 2. Develops systems to monitor risks and dependencies and report changes.
Proficiency Level 3. Anticipates changing conditions and impact to risks and dependencies and takes preventive action
