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Job Analysis and The Talent Management Process

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Mohammed Saber Ibrahim Ramadan ITL World KSA
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73 views20 pages

Job Analysis and The Talent Management Process

Uploaded by

Mohammed Saber Ibrahim Ramadan ITL World KSA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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4 Job Analysis and the

Talent Management
Human Resource Management
Process

By Gary Dessler

Copyright © 2015 Pearson Education Ltd. 4-1


LEARNING OUTCOMES

1. Discuss the nature of job analysis, including what it is


and how it’s used.
2. Use three methods of collecting job analysis
information.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write a job specification.
5. Explain job analysis in a “worker-empowered” world,
including what it means and how it’s done in practice.

Copyright © 2015 Pearson Education Ltd. 4–2


WHERE WE ARE NOW…

Copyright © 2015 Pearson Education Ltd. 4–3


THE WEATHER CHANNEL

4–4
The Basics of Job Analysis: Terms
• Job Analysis
➢ The procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it.
• Job Description
➢ 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.

Copyright © 2015 Pearson Education Ltd. 4–5


• Organizations consist of jobs that have to be staffed
• Job analysis is the procedure through which you
determine the duties of these positions and the
characteristics of the people to hire for them.
• Job analysis produces information for writing job
descriptions (a list of what the job entails) and job
specifications (what kind of people to hire for the job)..
Virtually every personnel-related action you take—
interviewing applicants, and training and appraising
employees, for instance—depends on knowing what the
job entails and what human traits one needs to do the
job well.
• The supervisor or human resources specialist normally
collects one or more of the following types of information
via the job analysis (see next slide):

Copyright © 2015 Pearson Education Ltd. 4–6


Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

Copyright © 2015 Pearson Education Ltd. 4–7


• Actual work activities of the job—how, why, and when the worker
performs each activity.
• Human behaviors the job requires: communicating, deciding, and
writing, lifting weights or walking long distances.
• Machines, tools, equipment, and work aids used on the job: tools
used, materials processed, knowledge dealt with or applied, and
services rendered.
• Standards of expected employee job performance: quantity and\or
quality output levels that can be used to appraise employees.
• The organizational and social context in which the job exists:
physical working conditions, work schedules
• The job’s human requirements: job-related knowledge or skills
(education, training, work experience) and required personal
attributes (aptitudes, physical characteristics, personality, interests).

Copyright © 2015 Pearson Education Ltd. 4–8


What are the Uses of Job Analysis
Information?
Recruitment
and selection

EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal

Training

Copyright © 2015 Pearson Education Ltd. 4–9


How to Collect Job Analysis Information?

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

Copyright © 2015 Pearson Education Ltd. 4–13


Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

Copyright © 2015 Pearson Education Ltd. 4–23


The Job Description
• Job Identification
➢ Job title, preparation date, prepared by
• Job Summary
➢ This should provide a short and accurate statement
of why the job exists.
➢ what part of this organisation's total purpose is
accomplished by this job?
➢ what is this job's unique contribution to the
organisation?
➢ what would not get done if this job did not exist?
➢ why do we need this job at all?
• Relationships
➢ Reports to, supervises, works with, outside the company:
Copyright © 2015 Pearson Education Ltd. 4–24
The Job Description – Purpose Statement/Summary

Chief Accountant
• Supervise and oversee the recording of daily
financial transactions to ensure that financial
reports are developed in line with financial
standards.
Administrative Assistant
• Implement the daily administrative activities in
line with company administrative policies and
procedures to ensure the delivery of efficient
and smooth administrative services to the
whole organisation.
Copyright © 2015 Pearson Education Ltd. 4–25
The Job Description
• Responsibilities and Duties
➢ Major responsibilities and duties (essential functions)
➢ Decision-making authority
➢ Direct supervision
➢ Budgetary limitations
• Standards of Performance and Working Conditions
➢ What it takes to do the job successfully

Copyright © 2015 Pearson Education Ltd. 4–26


4–27
4–28
4–29
Translating Strategy into HR Policies &
Practices: Improving Performance at
the Hotel Paris

• You are developing a job description for the


Front Office Manager in Hotel Paris

• Job Purpose
• 2 Duties and Responsibilities (Verb, object,
result)
• Job Context/Working Conditions

Copyright © 2015 Pearson Education Ltd. 4-30


FIGURE 4–9 Marketing Manager Description from
Standard Occupational Classification

Copyright © 2015 Pearson Education Ltd. 4–31


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 © 2015 Pearson Education Ltd. 4–35

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