Human Resource Management Chapter 4

Human Resource Management Chapter 4: Job Analysis and Talent Management

• Learning Objectives (1 of 2):

  • 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.

• Learning Objectives (2 of 2):

  • Explain how to write a job description and the sources used.
  • Explain how to write a job specification.
  • Give examples of competency-based job analysis.

Learning Objective 4.1: Talent Management

• Talent management is the process of attracting, developing, and retaining employees.
• Talent management-oriented managers focus on skills and growth for employees.

Steps in the Talent Management Process

• Decide positions to fill.
• Build a job candidate pool.
• Use application forms.
• Use selection tools.
• Decide on offer recipients.
• Orient, train, and develop employees.
• Appraise employees.
• Compensate employees.

Talent Management Software

• Software helps ensure talent management activities are coordinated to achieve HR goals.

Learning Objective 4.2: Job Analysis

• Job analysis determines a job's duties and necessary skills to hire appropriate candidates.
• Importance of job analysis lies in recruitment, selection, EEO compliance, performance appraisal, compensation, and training.

Basics of Job Analysis

• Work activities
• Human behaviors
• Machines, tools, equipment, and work aids.
• Performance standards
• Job context
• Human requirements

Uses of Job Analysis Information

• Recruitment and selection.
• EEO compliance.
• Performance appraisal.
• Compensation.
• Training.

Conducting Job Analysis

• Identify how information will be used.
• Review relevant background information.
• Select representative positions.
• Collect and analyze data.
• Verify job data.
• Develop job description and job specification.

Processes Involved in Job Analysis

• Workflow analysis (using charts).
• Business process reengineering.
  • Job redesign.
  • Job enlargement.
  • Job rotation.
  • Job enrichment.

Learning Objective 4.3: Methods of Collecting Job Analysis Information

• Things to keep in mind:

  • A joint effort is essential.
  • Clear questions and a process are important.
  • Use multiple methods.

• Methods:

  • Interviews (typical, structured, including guidelines).
  • Questionnaires (structured checklists, “Describe the major duties”, pros and cons).
  • Observations (useful with physical activities, not appropriate for mental tasks, reactivity possible).
  • Diaries/Logs.
  • Quantitative techniques (PAQ, DOL procedures).
  • Online methods (standardized questionnaires, for geographically dispersed employees).

Job Description Sections

• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications

Job Identification (Example)

• Job Title: Telesales Representative
• Job Code: 100001
• Exempt/Nonexempt Status: Nonexempt
• EEOC: Sales Workers
• Reports To: District Sales Manager
• Location: Boston
• Date: April 2013

Job Summary (Example)

• The position sells college textbooks, software, and multimedia to professors. Sales strategies target specific groups (smaller colleges & universities) and involve calls, walk-throughs, presentations and managing assigned territories. The person is also responsible for generating editorial leads and providing feedback and communication of market trends to the publishing groups.

Relationships (within and outside the organization)

• Reporting to
• Supervising
• Working with
• External parties

Responsibilities and Duties (Example - 1 of 6)

• Driving Sales (60%):
  • Achieve sales goals for assigned territory and client groups (smaller colleges and universities).
  • Determine priorities and strategies for the territory.
  • Conduct 15-20 professor interviews daily.

Responsibilities and Duties (Example - 2 of 6)

• Conduct product presentations (including texts, software, and website).
• Effectively articulate author's vision of key titles.
• Conduct sales interviews.
• Use telephone selling and walk-throughs of books/technology.
• Sample products.
• Close class adoptions.
• Negotiate custom publications.

Responsibilities and Duties (Example - 3 of 6)

• Initiate and conduct in-person faculty presentations and selling trips.
• Maximize sales with travel budget management.
• Utilize internal resources and support territory sales goals.
• Plan and execute events and book fairs.
• Develop and implement promotional and targeted campaigns (email).

Responsibilities and Duties (Example - 4 of 6)

• Publishing (25%):
  • Report, track, and sign editorial projects.
  • Gather and communicate market feedback to publishing groups.

Responsibilities and Duties (Example - 5 of 6)

• Territory Management (15%):
  • Track and report pending and closed business in the database.
  • Maintain records of sales interviews and adoption situations.
  • Manage operating budget strategically.
  • Present territory itineraries and sales plans.
  • Provide superior customer service, build professional bookstore relationships.

Responsibilities and Duties (Example - 6 of 6)

• Decision Making:
  • Strategically utilize the sampling budget to generate sales revenue.
  • Prioritize customer and account contacts to maximize sales potential.
  • Determine the effectiveness of in-person selling events and presentations.

Standards of Performance and Working Conditions

• Standards for each duty and responsibility.

Learning Objective 4.5: Writing Job Specifications

• Determine human traits and experience for successful job performance.
• Identify qualities to be recruited for, evaluated, and tested.
• Trained vs. untrained personnel (length of service, relevant training, prior performance vs. general qualities).
• Job specifications based on judgment, statistical analysis, and a requirements matrix.

Learning Objective 4.6: Competency-Based Job Analysis

• Competency-based analysis focuses on the skills, knowledge, and behaviors required for achieving outcomes.
• HR competencies include technical, behavioral, and expertise in people, organizational, workplace, and strategy domains.
• Examples may be found in a Competency Model (using examples like SHRM).

Additional Topics:

• Employee Engagement Guide: Development Dimensions International study on personal traits impacting engagement.
• Writing Job Descriptions for ADA Compliance.
• Using O*NET to write job descriptions (steps outlined).