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Copyright © 2015 Pearson Education, Inc. 4-1
4 Job Analysis and the Talent Management
Process
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Copyright © 2015 Pearson Education, Inc. 4-2
Learning Objectives
1. Define talent management and explain why it is important.
2. Discuss the process of job analysis, including why it is important.
3. Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
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Learning Objectives
4. Explain how you would write a job description.
5. Explain how to write a job specification.
6. Explain competency-based job analysis, including what it means and how it’s done in practice.
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Define talent management and explain why it is
important.
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The Talent Management Process
• What Is Talent Management?o TasksoGoal-directedoUses the same “profile”o Segments and manages
employeeso Integrates/coordinates all talent
management functions
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• Thought of as
linear process• Definition • Managing talent
effectively
Review
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Discuss the process of job analysis, including
why it is important.
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The Basics of Job Analysis• Work activities• Behaviors• Machines, tools,
equipment, and work aids
• Performance standards
• Job context• Human
requirements
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Uses of Job Analysis Information
• Recruitment and
selection• EEO compliance• Performance
appraisal• Compensation• Training
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Conducting a Job Analysis
1. How will information be used?
2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
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IMPROVING PEFORMANCE: HR as a Profit Center
• Boosting Productivity Through Work Redesigno Workflow analysis prompted
several performance-boosting
redesigns o Firm reduced from four to one
the number of people opening
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Job Analysis Guidelines
• A joint effort• Clarity of questions
and process• Different job analysis
methods
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• The basics of job analysis• Uses of job analysis information• Conducting a job analysis• Job analysis guidelines
Review
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Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
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Methods for Collecting Job Analysis Information
• Interviews• Questionnaires• Observation• Diary/logs• Quantitative
techniques• Internet-based
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Collecting Job AnalysisInformation – Interviews
• The Interviewo Typical questionso Structured interviewso Pros and conso Interviewing guidelines
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• Interviews• Questionnaires• Observation• Diary/logs• Quantitative
techniques• Internet-based
Review
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Explain how you would write a job description.
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Writing Job Descriptions
• Job identification• Job summary• Relationships • Responsibilities and duties
o Authority• Performance standards &
working conditions• Job specifications
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IMPROVING PERFORMANCE: HR Tools for Line Managers and
Entrepreneurs• O*NET
o The U.S. Department of Labor’s online
occupational information networko O*NET lists the specific duties
associated with numerous
occupations
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Review
• Job descriptionso Identifying the job,
summary, relationshipsoResponsibilities, duties,
standards• Specifications
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Explain how to write a job specification.
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Write a job specification.
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Writing job specifications
• Trained vs. untrained• Judgment• Statistical analysis• Task statements
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Review
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Explain competency-based job analysis, including what it means
and how it’s done in practice.
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Profiles in Talent Management
• Competencies and competency-based job analysis
• How to write competencies-based job descriptions
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IMPROVING PERFORMANCE: HR Practices Around the Globe
• Daimler Alabama emphasizeso Just-in-time inventory o Work teamso Continuous improvement
• Stressing competencies rather than duties
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Review
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• Based on the hotel’s stated strategy, list at least four more important employee behaviors important 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.
Translating Strategy into HR Policies & Practices: Improving Performance at the Hotel Paris
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Hotel Paris Strategy Chapter 4