HumanResourceManagementSixteenthEditionChapter4JobAnalysisandtheTalentManagementProcessCopyright?2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)4.1Definetalentmanagementandexplainwhattalentmanagement-orientedmanagersdo.4.2

Discusstheprocessofjobanalysis,includingwhyitisimportant.4.3

Explainanduseatleastthreemethodsofcollectingjobanalysisinformation.LearningObjectives(2of2)4.4

Explainhowyouwouldwriteajobdescription,andwhatsourcesyouwoulduse.4.5

Explainhowtowriteajobspecification.4.6

Giveexamplesofcompetency-basedjobanalysis.LearningObjective4.1:DefineTalentManagement,andExplainWhatTalentManagement-OrientedManagersDoStepsintheTalentManagementProcessDecidewhatpositionstofillBuildapoolofjobcandidatesObtainapplicationformsUseselectiontoolsDecidetowhomtomakeanofferOrient,train,anddevelopemployeesAppraiseemployeesCompensateemployeestomaintaintheirmotivationTalentManagementSoftwareHelpensuretalentmanagementactivitiesareaimedinacoordinatedwaytoachievethecompany’sH

Rgoals.LearningObjective4.2:DiscusstheProcessofJobAnalysis,IncludingWhyItIsImportantWhatIsJobAnalysis?JobAnalysis–

istheprocedurethroughwhichyoudeterminethedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.TheBasicsofJobAnalysisWorkactivitiesHumanbehaviorsMachines,tools,equipment,andworkaidsPerformancestandardsJobcontextHumanrequirementsUsesofJobAnalysisInformationRecruitmentandselectionE

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OcompliancePerformanceappraisalCompensationTrainingFigure4-2UsesofJobAnalysisInformationConductingaJobAnalysisIdentifyhowwillinformationbeusedReviewrelevantbackgroundinformationSelectrepresentativepositionsCollectandanalyzedataVerifyDevelopjobdescriptionandjobspecificationProcessesInvolvedinJobAnalysisWorkflowAnalysisFigure4-3ProcessChartforAnalyzingaJob’sWorkflowSource:Henderson,RichardI.,CompensationManagementinaKnowledge-BasedWorld,9thEd.,?2003,page137.ReprintedandElectronicallyreproducedbypermissionofPearsonEducation,Inc.,UpperSaddleRiver,NewJersey.OtherProcessesInvolvedinJobAnalysisBusinessProcessReengineeringJobRedesignJobEnlargementJobRotationJobEnrichmentImprovingPerformance:H

RasaProfitCenterBoostingProductivityThroughWorkRedesignLet’stalkaboutit…LearningObjective4.3:ExplainandUseatLeastThreeMethodsofCollectingJobAnalysisInformationCollectingJobAnalysisInformationThingstokeepinmindAjointeffortClearquestionsandprocessSeveralmethodsTheInterviewTypicalQuestionsStructureInterviewsProsandConsInterviewingGuidelinesQuestionnairesStructuredchecklists“Describethemajorduties”ProsandconsObservationsUsefulwithobservablephysicalactivitiesNotappropriatewhenthejobentailsalotofmentalactivityReactivityParticipantDiary/LogsRecordofanactivityPocketdictatingmachinesQuantitativeJobAnalysisTechniquesPositionAnalysisQuestionnaireDepartmentofLabor(D

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L)ProcedureOnlineJobAnalysisMethodsStandardizedjobanalysisquestionnairesGeographicallydisbursedemployeesLearningObjective4.4:ExplainHowYouWouldWriteaJobDescription,andWhatSourcesYouWouldUseJobDescriptionSectionsJobidentificationJobsummaryResponsibilitiesanddutiesAuthorityofincumbentStandardsofperformanceWorkingconditionsJobspecificationsJobIdentificationFigure4-7SampleJobDescription,PearsonEducationJobTitle:TelesalesRespresentativeJobCode:

100001RecommendedSalaryGrade:Exempt/NonExemptStatus:NonexemptJobFamily:SalesE

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C:SalesWorkersDivision:HigherEducationReportsTo:DistrictSalesManagerDepartment:

In-HouseSalesLocation:

BostonBlankDate:April2013Source:

ReprintedandelectronicallyreproducedbypermissionofPearsonEducation,Inc.,UpperSaddleRiver,NewJersey.JobSummarySummary(Writeabriefsummaryofjob.)Thepersoninthispositionisresponsibleforsellingcollegetextbooks,software,andmultimediaproductstoprofessors,viaincomingandoutgoingtelephonecalls,andtocarryoutsellingstrategiestomeetsalesgoalsinassignedterritoriesofsmallercollegesanduniversities.Inaddition,theindividualinthispositionwillberesponsibleforgeneratingadesignatedamountofeditorialleadsandcommunicatingtothepublishinggroupsproductfeedbackandmarkettrendsobservedintheassignedterritory.RelationshipsInsideandoutsidetheorganizationReportstoSupervisesWorkswithOutsidethecompanyResponsibilitiesandDuties(1of6)PrimaryResponsibilities(Listinorderofimportanceandlistamountoftimespentontask.)DrivingSales(60%)Achievequantitativesalesgoalforassignedterritoryofsmallercollegesanduniversities.Determinesalesprioritiesandstrategiesforterritoryanddevelopaplanforimplementingthosestrategies.Conduct15–20professorinterviewsperdayduringtheacademicsalesyearthataccomplishesthosepriorities.ResponsibilitiesandDuties(2of6)Conductproductpresentations(includingtexts,software,andWebsite);effectivelyarticulateauthor’scentralvisionofkeytitles;conductsalesinterviewsusingtheP

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Smodel;conductwalk-throughofbooksandtechnology.Employtelephonesellingtechniquesandstrategies.Sampleproductstoappropriatefaculty,makingstrategicuseofassignedsamplingbudgets.Closeclasstestadoptionsforfirsteditionproducts.Negotiatecustompublishingandspecialpackagingagreementswithincompanyguidelines.ResponsibilitiesandDuties(3of6)Initiateandconductin-personfacultypresentationsandsellingtripsasappropriatetomaximizesaleswiththestrategicuseoftravelbudget.Alsouseinternalresourcestosupporttheterritorysalesgoals.Planandexecutein-territoryspecialsellingeventsandbook-fairs.Developandimplementin-territorypromotionalcampaignsandtargetedemailcampaigns.ResponsibilitiesandDuties(4of6)Publishing(editorial/marketing)25%Report,track,andsigneditorialprojects.Gatherandcommunicatesignificantmarketfeedbackandinformationtopublishinggroups.ResponsibilitiesandDuties(5of6)TerritoryManagement15%Trackandreportallpendingandclosedbusinessinassigneddatabase.Maintainrecordsofcustomersalesinterviewsandadoptionsituationsinassigneddatabase.Manageoperatingbudgetstrategically.Submitterritoryitineraries,salesplans,andsalesforecastsasassigned.Providesuperiorcustomerserviceandmaintainprofessionalbookstorerelationsinassignedterritory.ResponsibilitiesandDuties(6of6)Decision-MakingResponsibilitiesforThisPosition:Determinethestrategicuseofassignedsamplingbudgettomosteffectivelygeneratesalesrevenuetoexceedsalesgoals.Determinethepriorityofcustomerandaccountcontactstoachievemaximumsalespotential.Determinewherein-personpresentationsandspecialsellingeventswouldbemosteffectivetogeneratethemostsales.TrendsShapingH

R:DigitalandSocialMediaSocialMediahelpingtodemocratizeH

RLet’stakealook…KnowYourEmploymentLawWritingJobDescriptionsThatComplywiththeA

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ALet’stakealook…StandardsofPerformanceandWorkingConditionsListsthestandardsthecompanyexpectstheemployeetoachieveforeachofthejobdescription’smaindutiesandresponsibilities.ImprovingPerformance:H

RToolsforLineManagersandSmallBusinessesUsingO*NETLet’stalkaboutit…StepsinUsingO*NETtoWriteJobDescriptionsStep1.ReviewYourPlanStep2.DevelopanOrganizationChartStep3.UseaJobAnalysisQuestionnaireStep4.ObtainJobDutiesfromO*NETStep5.ListtheJob’sHumanRequirementsfromO*NETStep6.FinalizetheJobDescriptionLearningObjective4.5:ExplainHowtoWriteaJobSpecificationWritingJobSpecifications“Whathumantraitsandexperiencearerequiredtodothisjobeffectively?”ShowswhatkindofpersontorecruitandwhatqualitiesyoushouldtestthatpersonforSpecificationsforTrainedVersusUntrainedPersonnelTrained/experiencedpeopleLengthofserviceQualityofrelevanttrainingPreviousjobperformanceUntrainedpeopleSpecifyqualitiesSpecificationsBasedonJudgmentEducatedguesses“Whatdoesittakeintermsofeducation,intelligence,training,andtheliketodothisjobwell?”UsecommonsenseJobSpecificationsBasedonStatisticalAnalysisPredictorCriterionFiveStepProcedureTheJob-RequirementsMatrixAmorecompletedescriptionofwhattheworkerdoesandhowandwhyheorshedoesit;itclarifieseachtask’spurposeandeachduty’srequiredknowledge,skills,abilities,andothercharacteristics.EmployeeEngagementGuideforManagersDevelopmentDimensionsInternationalconductedstudyidentifiedseveralpersonalcharacteristicsthatseemedtopredictthelikelihoodsomeonewouldbeengagedLearni