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Job Analysis and The Talent Management Process

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117 views32 pages

Job Analysis and The Talent Management Process

Uploaded by

Dima Al-azzeh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 32

4 Job Analysis and the

Talent Management
Human Resource
Process
Management
14th Edition, Global
Edition

4-

By Gary Dessler

Copyright © 2015 Pearson 4-1


Education Ltd.
Learning Objectives

1. Define talent management and explain


why it is important.
2. Discuss the process of job analysis,
including why it is4-important.
3. Explain how to use at least three
methods of collecting job analysis
information, including interviews,
questionnaires, and observation.

Copyright © 2015 Pearson


Education Ltd. 4-2
Learning Objectives

4. Explain how you would write a


job description.
5. Explain how to write a job
specification. 4-
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.

Copyright © 2015 Pearson


Education Ltd. 4-3
Define talent management
and explain why it is
important.
4-

Copyright © 2015 Pearson


Education Ltd. 4-4
The Talent Management
Process
• What Is Talent Management?
o Tasks
o Goal-directed
o Uses the same4-“profile”
o Segments and manages
employees
o Integrates/coordinates all talent
management functions

Copyright © 2015 Pearson


Education Ltd. 4-5
Review

• Thought of as
linear process
• Definition
4-
• Managing talent
effectively

Copyright © 2015 Pearson


Education Ltd. 4-6
Discuss the process of
job analysis, including
why it is important.
4-

Copyright © 2015 Pearson


Education Ltd. 4-7
The Basics of Job Analysis
• Work activities
• Behaviors
• Machines, tools,
equipment, and
work aids
4-
• Performance
standards
• Job context
• Human
requirements

Copyright © 2015 Pearson


Education Ltd. 4-8
Uses of Job Analysis
Information
• Recruitment and
selection
• EEO compliance
4-
• Performance
appraisal
• Compensation
• Training

Copyright © 2015 Pearson


Education Ltd. 4-9
Conducting a Job
Analysis
1. How will information be used?
2. Background information
3. Representative positions
4-
4. Collect and analyze data
5. Verify
6. Job description and specification

Copyright © 2015 Pearson


Education Ltd. 4-10
IMPROVING PEFORMANCE:
HR as a Profit Center
• Boosting Productivity Through
Work Redesign
o Workflow analysis prompted
4-
several performance-boosting
redesigns
o Firm reduced from four to one
the number of people opening
mail Copyright © 2015 Pearson
Education Ltd. 4-11
Job Analysis Guidelines

• A joint effort
• Clarity of questions
and process 4-

• Different job analysis


methods

Copyright © 2015 Pearson


Education Ltd. 4-12
Review

• The basics of job analysis


• Uses of job analysis information
4-
• Conducting a job analysis
• Job analysis guidelines

Copyright © 2015 Pearson


Education Ltd. 4-13
Explain how to use at least three
methods of collecting job analysis
4-
information, including interviews,
questionnaires, and observation.

Copyright © 2015 Pearson


Education Ltd. 4-14
Methods for Collecting Job Analysis
Information
• Interviews
• Questionnaires
• Observation
4-
• Diary/logs
• Quantitative
techniques
• Internet-based
Copyright © 2015 Pearson 4-15
Education Ltd.
Collecting Job Analysis
Information – Interviews

• The Interview
o Typical questions
o Structured interviews
4-
o Pros and cons
o Interviewing guidelines

Copyright © 2015 Pearson


Education Ltd. 4-16
Review
• Interviews
• Questionnaires
• Observation
• Diary/logs 4-

• Quantitative
techniques
• Internet-based

Copyright © 2015 Pearson


Education Ltd. 4-17
Explain how you
would write a job
description.
4-

Copyright © 2015 Pearson


Education Ltd. 4-18
Writing Job Descriptions

• Job identification
• Job summary
• Relationships
• Responsibilities and 4-
duties
o Authority
• Performance standards &
working conditions
• Job specifications

Copyright © 2015 Pearson


Education Ltd. 4-19
IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
• O*NET
o The U.S. Department of Labor’s online
4-
occupational information network
o O*NET lists the specific duties
associated with numerous
occupations

Copyright © 2015 Pearson 4-20


Education Ltd.
Review
• Job descriptions
o Identifying the job,
summary, relationships
4-
o Responsibilities, duties,
standards
• Specifications

Copyright © 2015 Pearson


Education Ltd. 4-21
Explain how to write a
job specification.
4-

Copyright © 2015 Pearson 4-22


Education Ltd.
Write a job specification.
4-

Copyright © 2015 Pearson


Education Ltd. 4-23
Writing job specifications

• Trained vs. untrained


• Judgment
4-
• Statistical analysis
• Task statements

Copyright © 2015 Pearson


Education Ltd. 4-24
Review

4-

Copyright © 2015 Pearson


Education Ltd. 4-25
Explain competency-based job
analysis, including what it means
and how it’s done in practice.
4-

Copyright © 2015 Pearson


Education Ltd. 4-26
Profiles in Talent Management
• Competencies and
competency-based job
analysis
• How to write competencies-
4-
based job descriptions

Copyright © 2015 Pearson


Education Ltd. 4-27
IMPROVING PERFORMANCE:
HR Practices Around the Globe
• Daimler Alabama emphasizes
o Just-in-time inventory
o Work teams 4-

o Continuous improvement
• Stressing competencies rather than duties

Copyright © 2015 Pearson


Education Ltd. 4-28
Review

4-

Copyright © 2015 Pearson


Education Ltd. 4-29
Translating Strategy into HR
Policies & Practices: Improving
Performance at the Hotel Paris

• Based on the hotel’s stated strategy, list at


least four more important employee
behaviors important4-for the Hotel Paris’s
staff to exhibit.

• If time permits, spend some time prior to


class observing the front-desk clerk at a
local hotel. In any case, create a job
description for a Hotel Paris front-desk clerk.
Copyright © 2015 Pearson
Education Ltd. 4-30
Hotel Paris
Strategy
Chapter 4

4-

Copyright © 2015 Pearson


Education Ltd. 4-31
4-

Copyright © 2015 Pearson


4-32
Education Ltd.

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