JOB ANALYSIS & TALENT MANAGEMENT PROCESS (3)

Question 1

holistic process of planning, recruiting, selecting, developing, managing, and
compensating employees

Answer 1

Talent Management

Question 2

•Organization Chart

•Job Analysis

Answer 2

Basics of Job Analysis

Question 3

—shows the title of each supervisor’s position

—by means of connecting lines, accountability for departments, authority systems, and communication lines

Answer 3

Organization Chart

Question 4

—procedure through which the duties for specific jobs and characteristics of people to hire are determined

—produces information for writing the job description and job specifications

Answer 4

Job Analysis

Question 5

Types of Information

(Job Analysis)

Question 6

actual work tasks including the how, why, and when of performing the tasks

Answer 6

Work activities

Question 7

behaviors the job requires (e.g. communicating, walking long distances, etc.)

Answer 7

Human behaviors

Question 8

tools used, materials process, knowledge dealt with or applied, and services rendered in a job

Answer 8

Machines, tools, equipment, and work aids

Question 9

job’s performance standards in terms of quantity or quality levels for each job duty

Answer 9

Performance Standards

Question 10

physical working conditions, work schedule, incentives, number of people with whom the employee would be working with

Answer 10

Job context

Question 11

knowledge or skills and required personal attributes

Answer 11

Human requirements

Question 12

1. Compensation
2. Recruitment and Selection
3. EEO Compliance
4. Performance Appraisal
5. Training

Answer 12

Uses of Job Analysis Information

Question 13

helps managers decide what sort of people to recruit and hire

Answer 13

Recruitment and Selection

Question 14

knowing if a selection test is a valid predictor of success on the job according to job duties and knowing essential job functions

Answer 14

EEO Compliance

Question 15

compares an employee’s actual performance with the job’s performance standards. Job analysis is important to determine what the standards are

Answer 15

Performance Appraisal

Question 16

depends on information such as required skill, education, safety hazards, degree of responsibility, and other information gained from job analysis

Answer 16

Compensation

Question 17

given the duties and responsibilities given by job analysis, this would help pinpoint what training is required for the job

Answer 17

Training

Question 18

1. Identify the Use
2. Review Relevant Background Information About the Job
3. Select Representative Positions
4. Actually Analyze the Job
5. Verify the Job Analysis Information with the Worker and Immediate Supervisor
6. Develop a Job Description and Specification

Answer 18

Conducting a Job Analysis

Question 19

—this will determine the data collection method

—example: writing job descriptions call for interviews; position analysis questionnaire provide information for compensation purposes

Answer 19

1. Identify the Use

Question 20

This is to understand job context

Answer 20

2. Review Relevant Background Information About the Job

Question 21

•organization charts
—shows the organization wide division of work

•process charts
—provides a detailed picture of the workflow
—shows inputs and outputs of a specific job

An existing job description may provide a starting point for revision

Answer 21

Possible sources:

(Review Relevant Background Information About the Job)

Question 22

—detailed study of the flow of work from job to job in one identifiable work
process

—this analysis may lead to changing or reengineering the job

—in conducting the analysis, a flow process chart may be helpful to list in
order each step of the process

—this flow process chart can be converted into a diagrammatic process chart
which shows each step in the process with arrows and circles

—example: analyzing the workflow process in a shipping company. how a parcel is sorted and delivered will be analyzed step by step including the job positions of employees who did each task. (parcel is sorted by sorters in the sorting center ⇒ parcels in bulk are delivered to local sorting
centers by truck drivers ⇒ the parcels are individually delivered to houses by riders)

Answer 22

The manager may conduct a WORKFLOW ANALYSIS to make sense of the need for
the job

Question 23

—redesigning the business processes

—usually by combining steps in order for small multifunction teams do jobs
formerly done by a sequence of departments

Answer 23

Business Process Reengineering

Question 24

—Identify a business process to be redesigned

—Measure the performance of existing processes

—Identify opportunities to improve processes

—Redesign and implement a new way of doing the work

—Assign ownership of sets of formerly separate tasks

*example: in a shipping center, there are usually different people who put
on tags and sort packages according to general location. Upon reengineering, the same people in a small multifunction team will now attach a tag to a parcel and proceed to sort them afterwards.

Answer 24

Process of Business Process Reengineering

Question 25

Job Enlargement Job Rotation Job Enrichment

Answer 25

3 ways of Job Redesign

Question 26

—assigning workers additional same-level activities —ex: people who previously only printed tags must now attach the tags to parcels as well

Answer 26

Job Enlargement

Question 27

systematically moving workers from one job to another

Answer 27

Job Rotation

Question 28

—redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition —does so by empowering the worker through (for instance) giving the worker skills and authority to inspect the work instead of having supervisors do it instead

Answer 28

Job Enrichment

Question 29

select a sample of job positions to do the job analysis to

Answer 29

3. Select Representative Positions

Question 30

Process: 1. Greet each job holder 2. Explain the job analysis process and participants’ roles 3. Interview employee to get a basic summary of the job 4. Identify the job’s broad areas of responsibility 5. Identify specific duties or tasks within each area

Answer 30

4. Actually Analyze the Job

Question 31

helps confirm that the information is correct and complete

Answer 31

5. Verify the Job Analysis Information with the Worker and Immediate Supervisor

Question 32

use the verified job analysis information as basis

Answer 32

6. Develop a Job Description and Specification

Question 33

—basic rule is to choose a method that best serves the purpose job duties ⇒ interview job value ⇒ position analysis questionnaire

Answer 33

Methods for Collecting Job Analysis Information

Question 34

Types: —individual interviews with each employee —group interview with groups of employees who have the same job –used when a large number of employees are doing identical work –immediate supervisor attends the group session; if not, interview them separately —supervisor interviews with one or more supervisors Note: interviewees should understand the purpose of the interview because it might be misinterpreted as an “efficiency evaluation” which would lead to hesitation of describing their jobs more accurately

Answer 34

INTERVIEW

Question 35

the use of questionnaires or interview guides during the interview

Answer 35

Structured interviews

Question 36

—simple and quick way to obtain information —can unearth important activities that occur occasionally —employee can vent frustrations

Answer 36

Pros of Structured Interviews

Question 37

distortion of information inflation of job importance to impress

Answer 37

Cons of Structured Interviews

Question 38

1. Establish rapport 2. Use a structured guide that lists questions 3. Don’t overlook crucial but infrequently performed activities 4. Review the information with the worker and their supervisor

Answer 38

Interviewing guidelines: (Structured Interviews)

Question 39

QUESTIONNAIRES

Question 40

—inventory of hundreds of specific tasks and duties —worker must indicate if they perform each task and if so, how much time is normally spent on them

Answer 40

Structured checklists

Question 41

requires the worker to describe the main functions related to their job

Answer 41

Open-ended questions

Question 42

—quick and efficient for obtaining information from a large group of employees —less costly than interviewing

Answer 42

Pros of Questionnaires

Question 43

—development and testing is time-consuming —information distortion to impress

Answer 43

Cons of Questionnaires

Question 44

—contains 194 items —scores on each item range from 1 to 5 depending on how the item applies to the job being analyzed —final PAQ score reflects rating on EACH of the five activities (domains) —strength is assigning jobs to job classes for pay purposes

Answer 44

Position Analysis Questionnaire

Question 45

—Having Decision-Making/Communication/Social Responsibilities —Performing Skilled Activities —Being Physically Active —Operating Vehicles/Equipment —Processing Information

Answer 45

five basic activities (domains) of Position Analysis Questionnaires

Question 46

—especially useful when jobs consist of observable physical activities —not appropriate for jobs that entail a lot of mental activity —not useful if the employee only occassionally engages in important activities —main problem is reactivity - workers changing what they normally do because they are being watched —combination of observation and interviews may be employed •observe the worker on the job and clarify open points and other activities during the interview

Answer 46

OBSERVATION

Question 47

records the activity, along with the time, in a log

Answer 47

Participant Diary/Logs

Question 48

Writing Job Descriptions

Question 49

—written statement of what the worker actually does, how they do it, and working conditions —information are used to write a job specification

Answer 49

Job Description

Question 50

1. Job Identification 2. Job Summary 3. Relationships 4. Responsibilities and Duties 5. Standards of Performance and Working Conditions

Answer 50

A job description contains sections that cover:

Question 51

—contains job title (name of the job) —date (date the job description was approved) —may be space to indicate who approved the job description —job’s location —supervisor’s title —information regarding pay or salary scale —pay grade/level (if applicable) •can be applicable to positions with levels such as Teacher I, Teacher II, etc.

Answer 51

Job Identification

Question 52

—summarizes the essence of the job —includes major functions and activities —should not include “cop-out clause” since it leaves open the nature of the job •phrases such as “other duties, as assigned” —state that the employee is expected to carry out their duties efficiently, attentively, and conscientiously

Answer 52

Job Summary

Question 53

—shows the worker’s relationships with others inside and outside the organization —shows who they report to, who they supervise, who they work with, and outside company relationships such as employment agencies, executive recruiting firms, etc.

Answer 53

Relationships

Question 54

—heart of the job description —lists each of the job’s major duties separately and describes it in a few sentences •detailed version of job summary —may also define the jobholder’s authority limits —the job analysis should reveal the job’s duties and responsibilities

Answer 54

Responsibilities and Duties

Question 55

—standards the company expects the employee to achieve for each main duty and responsibility —must produce a usable set of performance standards

Answer 55

Standards of Performance and Working Conditions

Question 56

—lists human traits and experience that are required to do the job effectively —shows what kind of person to recruit and for what qualities that person should be tested —may be a section of job description or a separate document

Answer 56

Writing Job Specifications

Question 57

Specifications for Trained vs Untrained Personel

Question 58

—relatively straightforward —length of previous service, quality of relevant training, and previous job performance

Answer 58

Trained

Question 59

—filling out these positions must be with the intent to train them on the job —physical traits, personality, interests, or sensory skills that imply some potential for trainability

Answer 59

Untrained

Question 60

Two ways of identifying human requirements for a job: (UNTRAINED)

Question 61

review the job duties and deduce from those the human traits and skills the job requires

Answer 61

Specifications Based on Judgement

Question 62

—more defensible than using only judgment, but is more difficult —determine the relationship between some predictor (human trait) and a criterion (indicator of job effectiveness). In short, the basic procedure for this is predictive validation

Answer 62

Specifications Based on Statistical Analysis

Question 63

1. analyze the job and decide how to measure job performance 2. select personal traits that should predict job performance 3. test candidates for said traits 4. measure the candidates’ subsequent job performance 5. statistically analyze the relationship between predictor and criterion •the main goal is to determine whether the trait predicts performance

Answer 63

FIVE STEPS (Specifications Based on Statistical Analysis)

Question 64

Job-Requirements Matrix (lists the following information in five columns:)

Question 65

Column 1: four or five main job duties

Question 66

Column 2: task statements associated with each job duty —this is the main step —task statements describe what the worker does a task in a major job duty and how they do it

Question 67

Column 3: relative importance of each main job duty

Question 68

Column 4: time spent on each main job duty

Question 69

Column 5: knowledge, skills, ability, and other human characteristics (KSAOs) related to each main job duty

Question 70

—list of knowledge, skills, and experience someone needs to do the job —lists the competencies each employee must exhibit to get the job done —competency •cluster of highly interrelated attributes (critical thinking skills, deductive reasoning abilities, etc.) •Note: Job duties are specific whereas competency models or profiles are general —The competency model becomes a guidepost for recruiting, selecting, training, evaluationg, and developing employees for each job

Answer 70

Competencies Models

Question 71

—competency-based job analysis •describing the job in terms of measureable, observable, behavioral competencies —instead of compiling lists of job duties, the aim to to finish the statement: “In order to perform this job competently, the employee should be able to…” —for each competency, write a competency statement •three elements: 1. name and a brief description of competency 2. description of observable behaviors 3. proficiency levels (from low to high)

Answer 71

How to Write Competencies Statements