Chapter 4 - Job Analysis And The Talent Management Process

Front 1

What, for many, embodies the heart of human resource management, including recruitment and selection (staffing), training, appraisal, career development, and compensation?

Back 1

The Talent Management Process?

Front 2

The traditional way to view staffing, training, appraisal, development, and compensation is as a series of steps:

Back 2

1. Decide what positions to fill, through job analysis, personnel planning, and forecasting. 2. Build a pool of job candidates, by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo initial screening interviews. 4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates. 5. Decide to whom to make an offer. 6. Orient, train, and develop employees to provide them with the competencies they need to do their jobs. 7. Appraise employees to assess how they re doing. 8. Reward and compensate employees to maintain their motivation. This linear view makes sense. For example, the employer needs job

Front 3

What is the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees?

Back 3

talent management

Front 4

What is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them?

Back 4

Job analysis

Front 5

What is a job description and a job specification?

Back 5

A list of what the job entails and what kind of people to hire for the job

Front 6

The job analysis collects what type of information?

Back 6

Work activities (such as cleaning, selling, teaching, or painting and can include how, why, and/or when the worker performs each activity) Human behaviors (Information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances) Machines, tools, equipment, and work aids (Information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing)). Performance standards (Information about the job s performance standards (in terms of quantity or quality levels for each job duty, for instance)). Job context (Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact.) Human requirements (Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests)).

Front 7

Uses of job analysis information are what?

Back 7

Recruitment and selction, EEO Compliance (ADA compliance for example requires essential job functions), Performance Approval, Compensation (based off education and skill required), Training

Front 8

How do you conduct a job analysis? 6 general steps are ...

Back 8

STEP 1: DECIDE HOW YOU'LL USE THE INFORMATION. STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTIONS. STEP 3: SELECT REPRESENTATIVE POSITIONS. STEP 4: ACTUALLY ANALYZE THE JOB BY COLLECTING DATA ON JOB ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND ABILITIES NEEDED TO PERFORM THE JOB. STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR. STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION.

Front 9

A new organization chart has to be made, a new employee asks what it is. How do you answer?

Back 9

Organization charts show the organization-wide division of work, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates.

Front 10

What is the purpose of a process chart?

Back 10

A process chart provides a more detailed picture of the work flow. In its simplest form a process chart shows the flow of inputs to and outputs from the job you re analyzing

Front 11

Does a job analysis answer the question of if a job should exist or does this job make sense in relation to other jobs?

Back 11

No, to answer such questions, it s necessary to conduct a workflow analysis.

Front 12

You realize it's time for a workflow analysis when a manager calls and says there is no reason to rehire a certain specialist anymore. When you call him to discuss it you forgot what it means! What does workflow analysis mean?

Back 12

Workflow analysis is a detailed study of the flow of work from job to job in a work process.Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done.

Front 13

Assigning workers additional same-level activities is ...

Back 13

Job enlargement

Front 14

Systematically moving workers from one job to another

Back 14

Job rotation

Front 15

What did Fredrick Herzberg argue is the best way to motivate workers?

Back 15

Job enrichment, meaning the redesigning of jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Front 16

What is Strategic Fit?

Back 16

Strategic fit, explained by Michael Porter, is that each department's functional strategy should fit and support the company's competitive aims.

Front 17

Who is involved in the job analysis? What would they do and how would they interact/collaborate?

Back 17

joint effort by a human resources manager, the worker, and the worker s supervisor. The human resource manager might observe the worker doing the job, and have both the supervisor and worker fill out job questionnaires. Based on that, he or she lists the job s duties and required human traits. The supervisor and worker then review and verify the HR manager s list of job duties.

Front 18

A position analysis questionnaire (PAQ) is ...

Back 18

A very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items. The 194 items (such as written materials ) each represent a basic element that may play a role in the job. The items each belong to one of five PAQ basic activities: (1) having decision-making/communication/ social responsibilities, (2) performing skilled activities, (3) being physically active, (4) operating vehicles/equipment, and (5) processing information

Front 19

What classifies all workers into one of 23 major groups of jobs, such as Management Occupations and Healthcare Occupations? These in turn contain 96 minor groups of jobs, which in turn include 821 detailed occupations.

Back 19

Standard Occupational Classification (SOC)

Front 20

This allows users (not just managers, but workers and job seekers) to see the most important characteristics of various occupations, as well as the experience, education, and knowledge required to do each job well. What is it?

Back 20

O*NET

Front 21

How can you use O*NET to make a job description?

Back 21

1. Decide on a plan that stems from your deparmental or company plans. 2. Develop an organization chart, such as how it is now and how you would like it to look. 3. Gather info on duties. 4. Use O*Net for the job duties from the previous step to check over. 5. List job requirements from the site (any KSAs). 6. Finalize the description with information gathered.

Front 22

Most job specifications come from the educated guesses of people like ...

Back 22

supervisors and human resource managers

Front 23

What means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit?

Back 23

Competency-based job analysis

Front 24

What competencies do managers group together into various clusters?

Back 24

General competencies (reading and writing, for instance), leadership competencies (leadership, and strategic thinking, for instance), and technical competencies

Front 25

What are the various methods for collecting job analysis information?

Back 25

Interviews, questionaires, observation, participant diary/logs, and quantitative techniques such as position analysis questionnaires. (some of these possibly online).