The document discusses job analysis and its critical role in the talent management process, emphasizing the importance of defining job duties and required competencies. It outlines various methods for collecting job analysis information, including interviews, questionnaires, and observations, while also detailing how to write effective job descriptions and specifications. Additionally, it highlights the significance of job redesign and analysis in enhancing employee satisfaction and organizational efficiency.
Download as PPTX, PDF, TXT or read online on Scribd
0 ratings0% found this document useful (0 votes)
2 views
Job Analysis and the Talent Management Process
The document discusses job analysis and its critical role in the talent management process, emphasizing the importance of defining job duties and required competencies. It outlines various methods for collecting job analysis information, including interviews, questionnaires, and observations, while also detailing how to write effective job descriptions and specifications. Additionally, it highlights the significance of job redesign and analysis in enhancing employee satisfaction and organizational efficiency.
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 31
Job Analysis
and the Talent
Management Process
Dr. Wafaa Hashem
Gary Dessler. 16th edition LEARNING OBJECTIVES: • When you finish studying this chapter, you should be able to: • Define talent management, and explain what talent management-oriented managers do. • Discuss the process of job analysis, including why it is important. • Explain and use at least three methods of collecting job analysis information. • Explain how you would write a job description, and what sources you would use. • Explain how to write a job specification. • Give examples of competency-based job analysis. Talent management: • The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. • The manager who takes a talent management approach tends to take actions such as asks,: “What recruiting, testing, training, or pay action should I take to produce the employee competencies we need to achieve our company’s goals?” • Knows that having employees with the right skills depends as much on recruiting and training. The organization chart: • A chart that shows the organization wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom. The Organization Chart: • A hierarchical organizational structure: is characterized by a clear chain of command where authority flows from the top down. It’s the most traditional and commonly used structure. (e.g., Walmart). • Functional Structure: Best for specialization and innovation (e.g., Apple). • Matrix Structure: Ideal for collaboration and multitasking (e.g., Amazon). • Geographic Structure: Crucial for tailoring to local markets (e.g., Unilever). • Flat Structure: Enables speed and empowerment (e.g., Tesla). • Divisional Structure: Focuses on specific products or markets (e.g., P&G). • Job analysis: • Is the procedure through which you determine the duties of the company’s positions and the characteristics of the people to hire for them. Job analysis produces information for writing job descriptions. • Job descriptions: • A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. • Job specifications: • A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on—another product of a job analysis. HR types of information collected via the job analysis: ● Work activities: Information about the job’s actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity. ● Human behaviors: Information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances. ● Machines, tools, equipment, and work aids. Information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing). HR types of information collected via the job analysis: ● Performance standards: Information about the job’s performance standards (in terms of quantity or quality levels for each job duty). ● Job context: Information about such matters as physical working conditions, work schedule, incentives, and for instance, the number of people with whom the employee would normally interact. ● Human requirements: Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests). Uses of Job Analysis Information: • RECRUITMENT AND SELECTION Information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire. • PERFORMANCE APPRAISAL A performance appraisal compares an employee’s actual performance of his or her duties with the job's performance standards. Managers use job analysis to learn what these duties and standards are. • 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. • TRAINING The job analysis lists the job’s specific duties and requisite skills—thus pinpointing what training the job requires. Conducting a Job Analysis: • Steps in doing a job analysis of a job: • STEP 1: Identify the use to which the information will be put because this will determine how you collect the information. Some data collection techniques—like interviewing the employee—are good for writing job descriptions. Other techniques, like the position analysis questionnaire provide numerical ratings for each job; these can be used to compare jobs for compensation purposes. • STEP 2: Review Relevant Background Information About the Job, Such as Organization Charts and Process Charts It is important to understand the job’s context. For example, organization charts show the organization wide division of work, and where the job fits in the overall organization. A process chart provides a detailed picture Conducting a Job Analysis: • Steps in doing a job analysis of a job, as follows: • STEP 3: Verify the Job Analysis Information with the Worker Performing the Job and with His or Her Immediate Supervisor This will help confirm that the information (for instance, on the job’s duties) is correct and complete and help to gain their acceptance. • STEP 4: Develop a Job Description and Job Specification The job description lists the duties, activities, and responsibilities of the job, as well as its important features, such as working conditions. The job specification summarizes the personal qualities, traits, skills, and background required for getting the job done. Workflow Analysis: • Reviewing the organization chart, process chart, and job description helps the manager identify what a job’s duties and demands are now. . However, it does not answer questions like “Does this job relates to other jobs make sense?” or “Should this job even exist?” To answer such questions, the manager may conduct a workflow analysis. • Workflow analysis is a detailed study of the flow of work from job to job in one identifiable work process. In turn, this analysis may lead to changing or “reengineering” the job. The following HR as a Profit Center feature illustrates workflow analysis. Business Process Reengineering: • Means redesigning business processes, usually by combining steps so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments. • The basic reengineering approach is to: 1. Identify a business process to be redesigned. 2. Measure the performance of the existing processes 3. Identify opportunities to improve these processes 4. Redesign and implement a new way of doing the work Job Redesign: • Early economists enthusiastically described why specialized jobs were more efficient (as in, “practice makes perfect”). • Today, most agree that specialized jobs can backfire, for instance by sapping morale. Experts typically suggest three ways to redesign specialized jobs to make them more challenging. Job Redesign: • Job enlargement: • means assigning workers additional same-level activities. • EX: Volvo’s Assembly Line Redesign • Action: Volvo expanded the scope of assembly line workers’ tasks by giving them responsibility for assembling entire vehicle components (e.g., dashboards) instead of just repetitive small parts. • Outcome: Improved product quality, enhanced job satisfaction, Workers became more engaged and motivated and reduced absenteeism. • Job rotation: • means systematically moving workers from one job to another. • EX: Procter & Gamble (P&G) Leadership Development • Action: P&G implemented a job rotation program for employees in management tracks, allowing them to rotate across functions such as marketing, supply chain, and finance for a while. • Outcome: Increased retention of high-potential talent and Job enrichment • Psychologist Frederick Herzberg argued that the best way to motivate workers is through job enrichment. • Job Enrichment: • means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. • It does this by empowering the worker, by giving the worker skills & authority to inspect the work, instead of having supervisors do that. • EX: AT&T’s Call Center Redesign • Action: AT&T enriched call center agents’ jobs by adding decision-making authority, giving them autonomy to resolve customer issues without manager approval, and involving them in process improvement discussions. • Outcome: Improved employee morale and reduced turnover. The employees felt more valued and motivated, while increasing customer loyalty. Methods for Collecting Job Analysis Information: • The Interview: • Job analysis interviews range from unstructured (“Tell me about your job”) to highly structured ones with hundreds of specific items to check off. • Managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more knowledgeable supervisors. • The interviewee should understand the reason for the interview. Methods for Collecting Job Analysis Information: • The Interview Method PROS AND CONS: • It’s a simple and quick way to collect information. • Skilled interviewers can also unearth important activities that occur occasionally, or informal contacts not on the organization chart. • Distortion of information is the main problem. • Job analysis often precedes changing a job’s pay rate. Employees therefore often view it as pay- related, and exaggerate some responsibilities while minimizing others. Collecting Job Analysis Information Questionnaires: • Having employees fill out questionnaires to describe their job duties and responsibilities is another popular job analysis approach. Some questionnaires are structured checklists. Job Analysis QUESTIONNAIRE.pdf
• Pros and cons:
• This is a quick and efficient way to obtain information from a large number of employees. • It’s less costly than interviewing dozens of workers. • Developing and testing it (perhaps by making sure the workers understand the questions) can be time- consuming. • And as with interviews, employees may distort their answers. Collecting Job Analysis Information Observation: • Direct observation is especially useful when jobs consist of observable physical activities. • It’s usually not appropriate when the job entails a lot of mental activity (lawyer, design engineer). • Managers often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work cycle. (The cycle is the time it takes to complete the job.) Here you take notes of all the job activities. Then, ask the person to clarify open points and to explain what other activities he or she performs. Collecting Job Analysis Information Observation: • Pros and cons: • It is useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies. • Reactivity—the worker’s changing what he or she normally does because you are watching— is another problem. Collecting Job Analysis Information Participant Diary/Logs: • Another method is to ask workers to keep a diary/log; here for every activity engaged in, the employee records the activity (along with the time) in a log. Some firms give employees pocket dictating machines and pagers. Then randomly during the day, they page the workers, who dictate what they are doing at that time. Applying Job Analysis Techniques: • Applying job analysis and job descriptions has led to measurable success in many companies by improving efficiency and employee satisfaction. Here are some notable examples: • Google: Enhancing Hiring and Performance • Action: Google used data-driven job analysis to define key roles, establish required skills, and create detailed job descriptions. • Outcome: Improved talent acquisition, increased productivity, and enhanced team performance. • Southwest Airlines: Aligning Culture and Roles • Action: Southwest Airlines integrated job analysis to define roles that aligned with their customer-centric culture, focusing on soft skills such as friendliness and teamwork in their job descriptions. • Outcome: Employees better fit the company’s values and expectations, Higher customer satisfaction and lower Applying Job Analysis Techniques: • EX. McDonald’s: Defining Roles for Better Training • Action: McDonald’s used job analysis to define every position in detail, which became the foundation for their global training programs. • Outcome: Clear job descriptions enabled the company to standardize tasks and provide consistent training worldwide. Faster onboarding, improved service quality, and scalability of operations. • EX. General Electric (GE): Redesigning Jobs for Efficiency • Action: GE used job analysis to understand the overlap in roles in manufacturing and engineering divisions. Writing Job Descriptions: • The most important product of job analysis is the job description. • A job description: is a written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. • You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily. Writing Job Descriptions: • There is no standard format for writing a job description. However, most descriptions contain sections that cover: 1. Job identification 2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working conditions 7. Job specification Writing Job Descriptions: • Job identification: • The job identification section (on top) contains the job title specifies the name of the job, Showing the job’s location in terms of facility/division and department. This section might also include the supervisor’s title and information regarding salary and/or pay scale. There might also be space for the pay grade/level of the job. • Job Summary: • The job summary should summarize the essence of the job, and should include only its major functions or activities. Writing Job Descriptions: • Relationships: • Is a statement that shows the jobholder’s relationships with others inside and outside the organization. • EX: for a human resource manager. • Reports to: Vice president. • Supervises: Human resource clerk, administrators, labor relations staff, and one secretary. • Works with: All department managers and executive management. • Outside the company: Employment agencies, executive recruiting firms, employment offices, and various vendors. Writing Job Descriptions: • Responsibilities and Duties: • This is the heart of the job description. It should present a list of the job’s responsibilities and duties. List each of the job’s major duties separately, and describe it in a few sentences. • The manager’s basic question here is, “How do I determine what the job’s duties are and should be?” • The answer first is, from the job analysis; this should reveal what the employees on each job are doing now. • Second, you can review various sources of standardized job description information. Writing Job Descriptions: • Standards of Performance and Working Conditions:
• A “standards of performance” section lists the
standards the company expects the employee to achieve for each of the job description’s main duties and responsibilities. One way to set standards is to finish the statement, “I will be completely satisfied with your work when . . . .” Job Specifications:
• Writing Job Specifications:
• The job specification takes the job description and answers the question, “What human traits and experience are required to do this job effectively?” It shows what kind of person to recruit and for what qualities you should test that person. It may be a section of the job description, or a separate document.