4 Job Analysis and the Talent Management Process
4 Job Analysis and the Talent Management Process Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -1
Learning Objectives 1. Explain why talent management is important. 2. Discuss the nature of job analysis, including what it is and how it’s used. 3. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -2
Learning Objectives 4. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 5. Write a job specification. 6. Explain competency-based job analysis, including what it means and how it’s done in practice. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -3
Explain why talent management is important. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -4
The Talent Management Process • What Is Talent Management? o Tasks o Goal-directed o Uses the same “profile” o Segments and manages employees o Integrates/coordinates all talent management functions Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -5
Review • Thought of as linear process • Definition • Managing talent effectively Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -6
Discuss the nature of job analysis, including what it is and how it’s used. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -7
The Basics of Job Analysis • Work activities • Behaviors • Machines, tools, equipment, and work aids • Performance standards • Job context • Human requirements Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -8
Uses of Job Analysis Information • • • Recruitment and selection EEO compliance Performance appraisal Compensation – job evaluation Training Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -9
Conducting a Job Analysis 1. 2. 3. 4. 5. 6. How will information be used? Background information Representative positions Collect and analyze data Verify Job description and specification Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -10
Job Analysis Guidelines • A joint effort • Clarity of questions and process • Different job analysis tools Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -11
Review • • The basics of job analysis Uses of job analysis information Conducting a job analysis Job analysis guidelines Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -12
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -13
Collecting Job Analysis Information • • Interviews Questionnaires Internet-based Observation Diary/logs Quantitative techniques CIT Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -14
Collecting Job Analysis Information – Interviews • The Interview o Typical questions o Structured interviews o Pros and cons o Interviewing guidelines Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -15
Review • • • Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -16
Write job descriptions, including summaries and job functions, using the Internet and traditional methods. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -17
Writing Job Descriptions • Job summary • Relationships • Responsibilities and duties o Authority • Performance standards & working conditions • Job specifications Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -18
JD/Position Description • JD – description of tasks of the work to be done. • PD – flows from JD – is a statement of the knowledge, skills and attitudes required for effective performance (competencies). Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -19
Write a job specification. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -20
Writing Job Specifications • • Trained vs. untrained Judgment Statistical analysis Task statements Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -21
Review • Job descriptions o Identifying the job, summary, relationships o Responsibilities, duties, standards • Specifications Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -22
Explain competency-based job analysis, what it means, and how it’s done. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -23
Profiles in Talent Management • Competencies and competency-based job analysis • How to write competenciesbased job descriptions Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -24
Review • • Observation Measurement Example – work teams Job profiles Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -25
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 -26
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