Job Analysis and the Job Analysis and the TalentTalent

Management ProcessManagement Process

Chapter 4-1

4

4–2

1.1. Explain why talent management is important.Explain why talent management is important.

2.2. Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is and how it’s used.and how it’s used.

3.3. Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis information, including interviews, questionnaires, and information, including interviews, questionnaires, and observation.observation.

4.4. Write job descriptions, including summaries and job Write job descriptions, including summaries and job functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.

5.5. Write a job specification.Write a job specification.

6.6. Explain job analysis in a “worker-empowered” world, Explain job analysis in a “worker-empowered” world, including what it means and how it’s done in practice.including what it means and how it’s done in practice.

LEARNING OUTCOMESLEARNING OUTCOMES

The Talent Management The Talent Management

ProcessProcess•What Is Talent What Is Talent Management?Management?• TasksTasks (parts of one unified process) (parts of one unified process)

• Goal-directedGoal-directed

• Uses the same “profile”Uses the same “profile”

• Segments and manages employeesSegments and manages employees

• Integrates/coordinates all talent Integrates/coordinates all talent management functionsmanagement functions

Chapter 4-3

4–4

The Basics of Job Analysis: The Basics of Job Analysis: TermsTerms• Job AnalysisJob Analysis

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

• Job DescriptionJob Description A list of a job’s duties, responsibilities, reporting A list of a job’s duties, responsibilities, reporting

relationships, working conditions, and supervisory relationships, working conditions, and supervisory responsibilities—one product of a job analysis.responsibilities—one product of a job analysis.

• Job SpecificationsJob Specifications A list of a job’s “human requirements,” that is, the A list of a job’s “human requirements,” that is, the

requisite education, skills, personality, and so on—requisite education, skills, personality, and so on—another product of a job analysis.another product of a job analysis.

4–5

Types of Information CollectedTypes of Information Collected

Work activities

Human behaviors

Human requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected Via Job Analysis

4–6

Uses of Job Analysis InformationUses of Job Analysis Information

Recruitmentand selection

Compensation

Discovering unassigned

duties

Performance appraisalTraining

Information Collected via Job Analysis

4–7

Steps in Job AnalysisSteps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.

4–8

Organization Chart for Food Lion Grocery Chain

Board of DirectorsBoard of Directors

President & CEOChairperson

President & CEOChairperson

VP Human ResourcesVP Human Resources

Senior VPOperationsSenior VPOperations

VPMISVPMIS

VPFinance

VPFinance

VP Special Projects

VP Special Projects

VPMarketing

VPMarketing

VPAdvertising

VPAdvertising

VP Store PlanningVP Store Planning

Regional SupervisorsRegional

Supervisors

Area Supervisors

Area Supervisors

Regional OperationsRegional

Operations

Area Supervisors

Area Supervisors

Regional OperationsRegional

Operations

Area Supervisors

Area Supervisors

VP Grocery OperationsVP Grocery Operations

VP Perishable Operations

VP Perishable Operations

VP Bakery OperationsVP Bakery Operations

4–9

FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

4–10

Flow Chart of the Report Writing ProcessFlow Chart of the Report Writing ProcessFlow Chart of the Report Writing ProcessFlow Chart of the Report Writing Process

KeyboardInput

KeyboardInput

FirstHard Copy

FirstHard Copy

NextHard Copy

NextHard Copy

Style andSpelling

Style andSpelling

Style andSpelling

Style andSpelling

KeyboardInput/EditKeyboardInput/Edit

SubmitReportSubmitReport

EditEditEditEdit

Add?Add?

OK?OK? Yes

No

No

Yes

KeyboardInput/EditKeyboardInput/Edit

4–11

Steps in Job AnalysisSteps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.

4–12

Job Analysis GuidelinesJob Analysis Guidelines

• AA joint effortjoint effort

• Clarity of questions and Clarity of questions and processprocess

• Different job analysis Different job analysis toolstools

4–13

Collecting Job Analysis InformationCollecting Job Analysis Information

InterviewsQuestionnaire

sObservations

Methods for Collecting Job Analysis Information

Diaries/Logs

Quantitative techniques Internet-basedInternet-based

4–14

Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: The InterviewInformation: The Interview

• Information SourcesInformation Sources Individual employeesIndividual employees

Groups of employeesGroups of employees

Supervisors with Supervisors with knowledge of the jobknowledge of the job

• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find

overlooked informationoverlooked information

• DisadvantageDisadvantage Distorted informationDistorted information

• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)

UnstructuredUnstructured

4–15

Job Analysis: Interviewing Job Analysis: Interviewing GuidelinesGuidelines• The job analyst and supervisor should work together The job analyst and supervisor should work together

to identify the workers who know the job best.to identify the workers who know the job best.

• Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.

• Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.open-ended questions and provides space for answers.

• Ask the worker to list his or her duties in order Ask the worker to list his or her duties in order of importance and frequency of occurrence.of importance and frequency of occurrence.

• After completing the interview, review and verify After completing the interview, review and verify the data.the data.

4–16

Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: QuestionnairesInformation: Questionnaires

• Information SourceInformation Source Have employees fill out Have employees fill out

questionnaires to describe questionnaires to describe their job-related duties and their job-related duties and responsibilitiesresponsibilities

• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists

Open-ended questions Open-ended questions

• AdvantagesAdvantages Quick and efficient way Quick and efficient way

to gather information to gather information from large numbers of from large numbers of employeesemployees

• DisadvantagesDisadvantages Expense and time Expense and time

consumed in preparing and consumed in preparing and testing the questionnairetesting the questionnaire

4–17

FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

4–18

FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

4–19

FIGURE 4–4 Example of Position/Job Description Intended for Use Online

4–20

FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)

4–21

Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: ObservationInformation: Observation

• Information SourceInformation Source Observing and noting the Observing and noting the

physical activities of physical activities of employees as they go employees as they go about their jobs by about their jobs by managers.managers.

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion Reduces distortion

of informationof information

• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response distorts Reactivity response distorts

employee behavioremployee behavior Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job involves a Of little use if job involves a

high level of mental activityhigh level of mental activity

4–22

Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: Participant Information: Participant Diaries/LogsDiaries/Logs• Information SourceInformation Source

Workers keep a Workers keep a chronological diary or log chronological diary or log of what they do and the of what they do and the time spent on each activitytime spent on each activity

• AdvantagesAdvantages Produces a more complete Produces a more complete

picture of the jobpicture of the job Employee participationEmployee participation

• DisadvantagesDisadvantages Distortion of informationDistortion of information Depends upon employees Depends upon employees

to accurately recall their to accurately recall their activitiesactivities

4–23

Quantitative Job Analysis Quantitative Job Analysis TechniquesTechniques

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure

4–24

FIGURE 4–4 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are grouped into six dimensions. This exhibit lists 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.

4–25

TABLE 4–1 Basic Department of Labor Worker Functions

4–26

FIGURE 4–5 Sample Report Based on Department of Labor Job Analysis Technique

4–27

Internet-Based Job AnalysisInternet-Based Job Analysis• AdvantagesAdvantages

Collects information in a standardized format from Collects information in a standardized format from geographically dispersed employeesgeographically dispersed employees

Requires less time than face-to-face interviewsRequires less time than face-to-face interviews Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance

4–28

Writing Job DescriptionsWriting Job Descriptions

Jobidentification

Jobsummary

Responsibilities and duties

Authority of the incumbent

Standards of performance

Working conditions

Jobspecifications

Sections of a Typical Job Description

4–29

The Job DescriptionThe Job Description• Job IdentificationJob Identification

Job titleJob title Preparation datePreparation date PreparerPreparer

• Job SummaryJob Summary General nature of the jobGeneral nature of the job Major functions/activitiesMajor functions/activities

• Relationships Relationships Reports to:Reports to: Supervises:Supervises: Works with: Works with: Outside the company:Outside the company:

• Responsibilities and DutiesResponsibilities and Duties Major responsibilities and Major responsibilities and

duties (essential functions)duties (essential functions) Decision-making authorityDecision-making authority Direct supervisionDirect supervision Budgetary limitationsBudgetary limitations

• Standards of Performance Standards of Performance and Working Conditionsand Working Conditions What it takes to do the job What it takes to do the job

successfullysuccessfully

4–30

FIGURE 4–8 Sample Job Description, Pearson Education

4–31

FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

4–32

Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)

Step 1.Step 1. Decide on a PlanDecide on a Plan

Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart

Step 3.Step 3. Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire

Step 4.Step 4. Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET

Step 5.Step 5. ListList the Job’s Human Requirements the Job’s Human Requirements from O*NETfrom O*NET

Step 6.Step 6. Finalize the Job DescriptionFinalize the Job Description

4–33

Writing Job SpecificationsWriting Job Specifications

Job specificationsfor trained versus

untrained personnel

Job specifications based on statistical analysis

“What human traits and experience are required

to do this job well?”

Job specifications based on judgment

Using task statementsUsing task statements

4–34

Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)

• Steps in the Statistical ApproachSteps in the Statistical Approach

1.1. Analyze the job and decide how to measure job Analyze the job and decide how to measure job performance.performance.

2.2. Select personal traits that you believe should Select personal traits that you believe should predict successful performance.predict successful performance.

3.3. Test candidates for these traits.Test candidates for these traits.

4.4. Measure the candidates’ subsequent job Measure the candidates’ subsequent job performance.performance.

5.5. Statistically analyze the relationship between the Statistically analyze the relationship between the human traits and job performance.human traits and job performance.

Profiles in Talent Profiles in Talent

ManagementManagement

• Competencies and Competencies and competency-based job competency-based job analysisanalysis

• How to write How to write competencies-based job competencies-based job descriptionsdescriptions

Chapter 4-35

4–36

K E Y T E R M S

job analysis

job description

job specifications

organization chart

process chart

diary/log

position analysis questionnaire (PAQ)

Standard Occupational Classification (SOC)

job enlargement

job rotation

job enrichment

competency-based job analysis