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Copyright © 2017 Pearson Education, Inc.
Part Two
Recruitment, Placement, and Talent Management
Chapter 4
Job Analysis and the Talent Management Process
Lecture Outline:
The Talent Management Process
Improving Performance Through HRIS: Talent Management Software
The Basics of Job Analysis
What is Job Analysis?
Use of Job Analysis Information
Conducting a Job Analysis
Improving Performance: HR as a Profit Center
Methods for Collecting Job Analysis Information
The Interview
Questionnaires
Observation
Participant Diary/Logs
Quantitative Job Analysis Techniques
Electronic Job Analysis Methods
Writing Job Descriptions
Diversity Counts
Job Identification
Job Summary
Relationships
Responsibilities and Duties
Trends Shaping HR: Digital and Social Media
Know Your Employment Law
Standards of Performance and Working Conditions
Improving Performance: HR Tools for Line Managers and Small Businesses
O*Net
Writing Job Specifications
Specifications for Trained versus Untrained Personnel
Specifications Based on Judgment
Job Specifications Based on Statistical Analysis
The Job Requirements Matrix
Employee Engagement Guide for Managers
Using Competencies Models
Improving Performance: The Strategic Context
How to Write Competencies Statements
Chapter Review
Chapter 4: Job Analysis and the Talent Management Process 4-2
Copyright © 2017 Pearson Education, Inc.
Where Are We Now…
The main purpose of this chapter is to show you how to analyze jobs and write job descriptions.
We discuss several techniques for analyzing jobs, and explain how to write job descriptions and
job specifications. The main topics we address include the talent management process, the
basics of job analysis, methods of collecting job analysis information, writing job descriptions,
writing job specifications, employee engagement and job analysis, and using models and profiles
in talent management.
Interesting Issues:
When Daimler opened its Mercedes-Benz assembly plant in Alabama, its managers had a
dilemma. Their strategy was to create a high-performance plant, one Daimler could then extend
to its other plants in America, South Africa, Brazil, and Germany. The dilemma was that plant
managers could not hire, train, or pay their employees unless they knew what each employee was
expected to do. But in this plant, self-managing teams would assemble the vehicles, so team-
members’ jobs might change every day. How do you hire-people when their job duties are
always changing? We’ll see what they did.
Learning Objectives:
4-1. Define talent management and explain why it is important.
4-2. Discuss the process of job analysis, including why it is important.
4-3. Explain how to use at least three methods of collecting job analysis information,
including interviews, questionnaires, and observation.
4-4. Explain how you would write a job description.
4-5. Explain how to write a job specification.
4-6. List some human traits and behaviors you would want an employee to bring to
a job if employee engagement is important to doing the job well.
4-7. Explain competency-based job analysis, including what it means and how it's done in
practice.
Annotated Outline:
I. The Talent Management Process – a holistic, integrated, and results and goal-oriented
process of planning recruiting, selecting, developing, managing, and compensating
employees.
A. Improving Performance Through HRIS: Talent Management Software – because
talent management is holistic and interdependent, many employers use talent
management software systems to coordinate their talent-related activities.
II. The Basics of Job Analysis
A. What is Job Analysis? – it is the procedure through which you determine the duties of
the company’s positions and the characteristics of the people to hire for them.
Chapter 4: Job Analysis and the Talent Management Process 4-3
Copyright © 2017 Pearson Education, Inc.
B. The Use of Job Analysis Information
1. Recruitment and Selection – information about what duties the job entails and
what human characteristics are required to perform these activities helps
managers to decide what sort of people to recruit and hire.
2. EEO Compliance – job analysis is a crucial step in validating all major human
resources practices.
3. Performance Appraisal – compares each employee’s actual performance with
his or her duties and performance standard. Managers use job analysis to learn
what these duties and standards are.
4. Compensation – (such as salary and bonus) usually depends on the job’s
required skill and education level, safety hazards, degree of responsibility, and
so on—all factors you assess through job analysis.
5. Training – the job description lists the job’s specific duties and requisite
skills—thus pinpointing what training the job requires.
C. Conducting a Job Analysis – There are six steps in doing a job analysis:
1. Step One: Decide How You Will Use the Information
2. Step Two: Review Relevant Background Information About the Job, Such as
Organizational Charts and Process Charts
a. Workflow Analysis
b. Improving Performance: HR as a Profit Center
c. Business Process Reengineering
d. Job Redesign
3. Step Three: Select Representative Positions
4. Step Four: Actually Analyze the Job
5. Step Five: Verify the Job Analysis Information with the Worker Performing
the Job and with His or Her Immediate Supervisor
6. Step Six: Develop a Job Description and Job Specification
III. Methods for Collecting Job Analysis Information – there are many ways (interviews or
questionnaires, for instance) to collect job information. The basic rule is to use those that
best fit your purpose.
A. The Interview – the three types of interviews managers use to collect job analysis data
are: individual (to get the employee’s perspective on the job’s duties and
responsibilities, group (when large numbers of employees perform the same job), and
supervisor (to get his/her perspective on the job’s duties and responsibilities).
1. Typical Questions – “What is the job being performed?” “In what
activities do you participate?” “What are the health and safety conditions?”
2. Structured Interviews – many managers use questionnaires to guide the
interview. Figure 4-4 presents one example.
3. Pros and Cons – interviews are simple, quick, and more comprehensive
because the interviewer can unearth activities that may never appear in written
form. The main problem is distortion, which may arise from the jobholder’s
need to impress the perceptions of others.
4. Interviewing Guidelines – several techniques to keep in mind when
conducting interviews are discussed.
Chapter 4: Job Analysis and the Talent Management Process 4-4
Copyright © 2017 Pearson Education, Inc.
B. Questionnaires – structured or unstructured questionnaires may be used to obtain job
analysis information. Questionnaires can be a quick, efficient way of gathering
information from a large number of employees. But, developing and testing a
questionnaire can be expensive and time consuming.
C. Observation – direct observations are useful when jobs consist of mainly observable
physical activity as opposed to mental activity. A potential problem with direct
observations is reactivity, which is where workers change what they normally do
because they are being watched. Managers often use direct observation and
interviewing together.
D. Participant Diary/Logs – in a diary or log, the employee records every activity he/she
engages in, along with the amount of time needed to perform each activity, in order to
produce a complete picture of the job. Pocket dictating machines can help remind the
worker to enter data at specific times and eliminate the challenge of trying to
remember at a later time what was done.
E. Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire (PAQ) –a questionnaire containing 194
items used to collect quantifiable data representing, five basic elements:
1) having decision-making/communication/social responsibilities, 2)
performing skilled activities, 3) being physically active, 4) operating
vehicles/equipment, and 5) processing information.
2. Department of Labor Procedure (DOL) –a standardized method for rating,
classifying, and comparing virtually every kind of job based on data,
people, and things. Table 4-1 shows the DOL method.
F. Electronic Job Analysis Methods – employers increasingly rely on electronic or Web-
based job analysis methods. Then, rather than collecting information about the job
though direct interviews and questionnaires, the analysts use online systems to send
questionnaires to job experts in remote locations. Of course instruction should be
clear and the process should be tested first.
IV. Writing Job Descriptions
A. Diversity Counts – Figures 4-7 and 4-8 present two sample forms.
B. Job Identification – contains the job title, the Fair Labor Standards Act
(FLSA) status, date, and possible space to indicate who approved the
description, the location of the job, the immediate supervisor’s title, salary,
and/or pay scale.
C. Job Summary – should summarize the essence of the job and include only its major
functions or activities.
D. Relationships – occasionally a relationships statement is included. It shows the
jobholders’ relationships with others inside and outside the organization.
E. Responsibilities and Duties – this is the heart of the job description. It should present
a list of the job’s significant responsibilities and duties.
F. Trends Shaping HR: Digital and Social Media
G. Know Your Employment Law
1. Writing Job Descriptions That Comply with the ADA
Chapter 4: Job Analysis and the Talent Management Process 4-5
Copyright © 2017 Pearson Education, Inc.
H. Standards of Performance and Working Conditions – states the standards the
employee is expected to achieve under each of the job description’s main duties and
responsibilities.
I. Improving Performance: HR Tools for Line Managers and Small Businesses – the
U.S. Department of Labor’s online occupational information network that is free to
use is O*NET (http://online.onecenter.org ) The steps in using O*NET to facilitate
writing a job description is:
1. Review your Plan.
2. Develop an Organization Chart.
3. Use a Job Analysis Questionnaire.
4. Obtain Job Duties from O*NET.
5. List the Job’s Human Requirements from O*NET.
6. Finalize the Job Description.
V. Writing Job Specifications – takes the job description and answers the question, “what
human traits and experience are required to do this job effectively?”
A. Specifications for Trained versus Untrained Personnel – writing job
specifications for trained employees is relatively straightforward because
they are likely to focus on traits like length of previous service, quality of
relevant training, and previous job performance. Writing job
specifications for untrained employees is more complex because they are
more likely to specify qualities such as physical traits, personality,
interests, or sensory skills that imply some potential for performing or
being trained to perform on the job.
B. Specifications Based on Judgment – job specifications may come from educated
guesses or judgments, or from competencies listed in Web-based job descriptions like
those listed at www.jobdescription.com or O*Net online
(http://online.onetcenter.org).
C. Job Specifications Based on Statistical Analysis
1. Basing job specifications on statistical analysis is more defensible, but it is a more
difficult approach than the judgmental approach.
2. The aim of the statistical approach is to determine statistically the relationship
between 1) some predictor or human trait, such as height, intelligence, or finger
dexterity, and 2) some indicator or criterion of job effectiveness.
3. The five steps in statistical analysis are: a) analyze the job and decide how to
measure job performance; b) select personal traits like finger dexterity that you
believe should predict successful performance; c) test candidates for these traits;
d) measure these candidates’ subsequent job performance; and e) statistically
analyze the relationship between the human trait and job performance.
D. The Job Requirements Matrix –a popular way to use job descriptions and
specifications. The job matrix lists the information in five columns: main job duties,
task statements, importance of each main job duty, time spent on each, and the
knowledge skills and abilities and other human characteristics (KSAO) related to
each main job duty.
VI. Employee Engagement Guide for Managers
Chapter 4: Job Analysis and the Talent Management Process 4-6
Copyright © 2017 Pearson Education, Inc.
VII. Using Competencies Models – profiles giving the knowledge, skills, and experience
someone needs to do the job. Such models or profiles (see Figure 4-10) list the
competencies employees must be able to exhibit to get their jobs done.
A. Improving Performance: The Strategic Context
B. How to Write Competency Statements – the idea competency statement
will include three elements: the name of a brief description, description
of the observable behaviors, and proficiency levels.
Chapter Review
Chapter Section Summaries:
4-1: Employers today often view all the staff-train-reward activities as part of a single integrated
talent management process.
4-2: All managers should be familiar with the basics of job analysis.
4-3: There are various methods for collecting job analysis information.
4-4: Managers should know how to write job descriptions.
4-5: In writing job specifications, it’s important to distinguish between specifications for
trained verses untrained personnel.
4-6: There are human traits and behaviors that may predict the job candidate’s likelihood to be
engaged and the manager might therefore want to include these in the job specification.
4-7: Employers are using competencies models and profiles in talent management.
Discussion Questions:
4-1: Why, in summary, should managers think of staffing-training-appraising and paying
employees as a talent management process?
Students’ answers may vary but all answers should include something related to the
importance of maintaining and fostering quality employees. These different HR areas can
be used to select employees with high performing potential and continuously grow and
develop them.
4-2: What items are typically included in the job description?
This item can be assigned as a Discussion Question in MyManagementLab. Student
responses will vary.
4-3: We discussed several methods for collecting job analysis data—questionnaires, the
position analysis questionnaire, and so on. Compare and contrast these methods,
explaining what each is useful for and listing the pros and cons of each.
