Job Analysis and the Talent Management Process. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall
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1 4 Job Analysis and the Talent Management Process Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-1
2 Explain why talent management is important. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-2
3 The Talent Management Process What Is Talent Management? otasks ogoal-directed ouses the same profile osegments and manages employees ointegrates/coordinates all talent management functions Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-3
4 Review Thought of as linear process Definition Managing talent effectively Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-4
5 Discuss the nature of job analysis, including what it is and how it s used. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-5
6 The Basics of Job Analysis Work activities Behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-6
7 Uses of Job Analysis Information Recruitment and selection EEO compliance Performance appraisal Compensation Training Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-7
8 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 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-8
9 Job Analysis Guidelines A joint effort Clarity of questions and process Different job analysis tools Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-9
10 Review The basics of job analysis Uses of job analysis information Conducting a job analysis Job analysis guidelines Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-10
11 Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-11
12 Collecting Job Analysis Information Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-12
13 Collecting Job Analysis Information Interviews The Interview otypical questions ostructured interviews opros and cons ointerviewing guidelines Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-13
14 Review Interviews Questionnaires Observation Diary/logs Quantitative techniques Internet-based Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-14
15 Write job descriptions, including summaries and job functions, using the Internet and traditional methods. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-15
16 Writing Job Descriptions Job identification Job summary Relationships Responsibilities and duties o Authority Performance standards & working conditions Job specifications Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-16
17 Write a job specification. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-17
18 Writing Job Specifications Trained vs. untrained Judgment Statistical analysis Task statements Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-18
19 Review Job descriptions oidentifying the job, summary, relationships oresponsibilities, duties, standards Specifications Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-19
20 Explain competency-based job analysis, what it means, and how it s done. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-20
21 Profiles in Talent Management Competencies and competency-based job analysis How to write competenciesbased job descriptions Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-21
22 Review Observation Measurement Example work teams Job profiles Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4-22
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