talent management

The goal-oriented and integrated process of planning, recruiting, developing, managing, and
compensating employees

• Identify Job Needs: Decide which positions need to be filled through job analysis and
planning.
• Recruit Candidates: Build a pool of job applicants from inside or outside the company.
• Screen Applicants: Have candidates fill out forms and conduct initial interviews.
• Select the Best Fit: Use tools like interviews, tests, and background checks to choose the best
candidates.
• Make a Job Offer: Offer the job to the selected candidate.
• Train and Develop: Help new employees gain the skills they need for the job.
• Evaluate Performance: Regularly assess how well employees are doing.
• Reward and Compensate: Provide fair pay and benefits to keep employees motivated.

LINKED ALL

Today, companies see talent management as a continuous and connected process. This means
that different activities like hiring, training, and evaluating employees are all linked together. For
example, when a company evaluates how well an employee is doing (through appraisals), this
can help decide what training they might need in the future.

COMPANY GOALS

Managers make sure that every decision—whether it’s about hiring, training, or paying
employees—supports the company’s goals. They also group employees into different categories
based on their roles. This way, they can give employees the right type of training or rewards that
fit their specific needs.

TM SOFTWARE

To keep everything organized, companies often use talent management software. This software
helps with hiring, tracking performance, providing training, and managing pay. It ensures that
everyone in the company is working towards the same goals, making the process smoother and
more efficient.

• What is Job Analysis?

Job analysis is a method used by companies to figure out what a job entails (job description) and
what kind of person is best suited for that job (job specification).

• Why It’s Important:

Every action that involves employees—such as hiring, training, evaluating, and paying them—
depends on knowing what the job requires and what skills are necessary. For example, if you
know the job requires specific technical skills, you can hire someone with the right
qualifications.

• Types of Information Collected:

• Work Activities: What tasks the job includes, like teaching, selling, or cleaning.
• Human Behaviors: Physical actions needed, like lifting or talking to people.
• Tools and Equipment: What tools or knowledge are needed (e.g., using a computer or
financial knowledge).
• Performance Standards: What level of quality or speed is expected from the employee.
• Job Environment: Information about the working conditions, hours, and interactions
with others.
• Human Requirements: Necessary education, skills, and personality traits.

• Uses of Job Analysis Information:

• Hiring and Recruiting: Helps in selecting people with the right skills for the job.
• Legal Compliance: Ensures the company meets legal standards, such as making jobs
accessible to people with disabilities.
• Evaluating Performance: Managers use job analysis to compare an employee’s work to
the job’s requirements.
• Compensation: Helps decide how much to pay based on the job's difficulty and required
skills.
• Training: Tells what skills the employee needs to learn or im

Steps for Conducting a Job Analysis:

1. Decide the Purpose:

First, decide how the job analysis information will be used. For example, if you need to
create job descriptions, focus on gathering details about tasks and responsibilities. If it’s
for determining pay, focus on the job’s skill level and requirements.
2. Review Background Info:
Review any relevant documents like organization charts, process charts, and existing job
descriptions. This will help you understand where the job fits into the company, who the
person reports to, and what other jobs are connected to it.
3. Select Jobs to Analyze:
Instead of analyzing every single job, choose key positions that represent a larger group.
For example, if many people do similar jobs, you only need to analyze a few of them.
4. Collect Job Data:
Start gathering information about what the job involves. You can do this by talking to
employees, watching them work, or using surveys and questionnaires. Focus on job tasks,
required skills, and working conditions.
5. Verify Information:
After collecting data, double-check it with the employee doing the job and their
supervisor. This ensures the information is correct and everyone agrees with it.
 6. Write Job Descriptions and Specifications:
Finally, create a detailed job description that outlines the tasks and responsibilities. Also,
write a job specification that lists the skills, education, and personal traits required for the
job.

Job Analysis Guidelines:

• Joint Effort: Involve the HR manager, employee, and supervisor in the process. The HR
manager may observe the job and use questionnaires. The supervisor and employee review and
confirm the list of duties and skills.

• Clarity: Make sure questions and the process are easy to understand. Explain any complex
terms, like “mental demands,” clearly.

• Use Multiple Tools: Don't rely on just one method, like a questionnaire. Combine it with
interviews or observations for a complete picture of the job

Methods for Collecting Job Analysis Information

There are different ways to gather information about a job's duties, responsibilities, and tasks.
Below are some of the main methods:

1. Interviews

• Types of Interviews: Interviews can be unstructured (e.g., “Tell me about your job”) or
structured with specific questions.
• Who is Interviewed?:
o Individual Interviews: One-on-one with each employee.
o Group Interviews: With employees who have the same or similar jobs.
o Supervisor Interviews: With supervisors who know the job well.
• Pros: Interviews are quick and easy. They help gather details that might not be obvious, such as
tasks done occasionally.
• Cons: Sometimes, employees may exaggerate or misunderstand questions, especially if they
think the interview will affect their pay or performance evaluation.
• Tips for Interviewing:
o Build a good connection with the interviewee quickly.
o Use a list of questions to make sure all important details are covered.
o Review the responses with both the interviewee and their supervisor to make sure
everything is accurate.
2. Questionnaires
• Types of Questionnaires: These can be structured with specific tasks listed, or more open-
ended, asking employees to describe their duties.
• Pros: Questionnaires are a quick and cost-effective way to gather information from many
employees at once.
• Cons: Creating a good questionnaire takes time, and employees might misinterpret questions.

3. Observation
• When to Use: Observation is useful for jobs that involve physical tasks, like factory work.
• Challenges: Workers may change how they behave when they know they’re being watched, and
some tasks may not be easy to observe in a short period of time.

4. Participant Diaries/Logs
• Method: Employees keep a daily log of what they do and when.
• Pros: Logs provide detailed information on the variety of tasks an employee performs
throughout the day.
• Cons: Keeping a log can be time-consuming for employees and requires them to be consistent.

5. Quantitative Job Analysis Techniques

• These methods involve assigning numbers to different job activities to compare jobs easily.
Examples include:
o Position Analysis Questionnaire (PAQ): A detailed form with 194 job-related questions
about decision-making, physical tasks, and other job activities.
o Department of Labor Method: This system scores jobs based on how much they involve
working with data, people, or things.

6. Internet-Based Job Analysis

• Companies can use online tools to gather job information from employees, especially those
working in different locations. For example, the U.S. Navy used online forms to collect job data.

Each method has pros and cons, and the best one to use depends on what information you need.

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Job Descriptions

A job description is a detailed list that outlines:

• The duties and responsibilities of the job.

 • Reporting relationships (who the employee reports to).
• Working conditions (the environment and conditions under which the job is performed).
• Supervisory responsibilities, if applicable.

It is one of the key outcomes of a job analysis.

Job Specifications

A job specification focuses on the human requirements needed for the job, such as:

• The necessary education level.

• Specific skills and experience required.
• Personality traits or other relevant characteristics.

This is also a product of the job analysis process.

Writing Job Descriptions

The job description is a key result of job analysis. It outlines what a worker does, how they do it,
and the working conditions. This information helps create a job specification, which details the
required knowledge, skills, and abilities for satisfactory performance.

While there’s no standard format, most job descriptions include:

1. Job Identification
2. Job Summary
3. Responsibilities and Duties
4. Authority of Incumbent
5. Standards of Performance
6. Working Conditions
7. Job Specification

Job Identification
This section at the top includes important details:

• Job Title (e.g., Supervisor of Data Processing)

• FLSA Status (exempt or nonexempt under labor laws)
• Approval Date and who approved the description
• Location within the organization
 • Immediate Supervisor's Title
• Salary Information and job grade/level

Job Summary

This part summarizes the main functions of the job. It should clearly state what the job entails,
avoiding vague phrases like "other duties as assigned." It’s important to express expectations for
efficiency and attention to detail.

Relationships

A relationships statement can clarify the jobholder's connections within and outside the
organization, specifying who they report to, supervise, and work with.

Responsibilities and Duties

This is the core of the job description, listing significant responsibilities and duties in clear terms.
Each major duty should be outlined with a brief description. This section may also define the
jobholder's authority, such as approving purchase requests or interviewing new employees.

To determine duties, use job analysis findings and reference standardized job descriptions from
sources like the Standard Occupational Classification (SOC) or O*NET.

Standards of Performance and Working Conditions

This section lists expected performance standards for each duty. For example:

• Duty: Accurately Posting Accounts Payable

o Post all invoices on the same working day.
o Route invoices for approval by the next day.
o Limit posting errors to no more than three per month.

It also describes the working conditions, including noise levels or hazards.

Using the Internet for Writing Job Descriptions

Many employers now use online resources. Websites like jobdescription.com provide
customizable templates. O*NET, a tool from the U.S. Department of Labor, offers detailed
information on various occupations, including required skills and educational background.

How to Use O*NET for Job Descriptions

1. Decide on a Plan: Review departmental goals to identify necessary jobs.
2. Develop an Organization Chart: Visualize current and future organizational structure.
 3. Use a Job Analysis Questionnaire: Gather information about job duties.
4. Obtain Job Duties from O*NET: Use the site to compile a list of specific duties.
5. List Human Requirements from O*NET: Gather information on required knowledge and skills.
6. Finalize the Job Description: Write a job summary and compile all relevant tasks and
requirements.

By following these steps, you can create a comprehensive and clear job description that meets
organizational needs.

Writing Job Specifications

Job specifications are derived from job descriptions to answer the question: What human traits,
skills, and experience are required to perform the job effectively? These specifications help
determine who to recruit and what qualities to assess in a candidate. They can be part of the job
description or a separate document.

1. Trained vs. Untrained Personnel

• For trained employees, the specifications generally focus on factors like:
o Previous work experience
o Relevant training quality
o Past job performance
• For untrained employees, the job specifications are more complex and require focusing
on attributes like:
o Physical traits (e.g., finger dexterity for detailed work)
o Personality traits
o Interests and sensory skills

2. Judgmental vs. Statistical Approaches

• Judgmental Approach: Job specifications often rely on the educated guesses of HR
managers or supervisors. These individuals estimate what traits and skills are needed
based on the job description or standard job profiles from online databases like O*NET
or JobDescription.com.
o For example, they might list competencies like:
▪ Industriousness
▪ Problem-solving ability
▪ Customer service orientation
• Statistical Analysis: A more data-driven approach involves statistically determining the
relationship between certain traits (e.g., intelligence or dexterity) and job performance.
This process requires:
o Job analysis and deciding how to measure job performance
o Identifying predictors (like physical traits or intelligence)
 o Testing candidates for these predictors
o Measuring their subsequent job performance
o Statistically analyzing the relationship between predictors and performance

Statistical validation is especially useful for complying with employment laws that
require proof that the hiring standards do not unfairly discriminate against certain groups
(e.g., race, sex, or age).

3. Using Task Statements for Job Specifications

Task statements describe what the worker does in a specific job task, how they do it, and the
purpose of the task. They break down job duties into more specific actions, which are useful in
identifying knowledge, skills, abilities, and other characteristics (KSAOs) needed for the role.

For instance, in a dry cleaning store, a task statement could be:

• Task: "Accepts customer clothes, places them in a bag, and provides a receipt."
o KSAOs: Knowledge of operating a computerized cash register, skill in identifying fabrics,
ability to lift heavy bags, and basic arithmetic skills.

4. Job Requirements Matrix

The Job Requirements Matrix organizes tasks into broader job duties, ranks them by
importance, and lists the required KSAOs for each duty. This matrix is useful for:

• Staffing decisions
• Training programs
• Performance appraisals

The matrix offers a more detailed view of the job than traditional descriptions, helping ensure
that the right candidates are selected based on comprehensive criteria.

### Profiles in Talent Management

The concept of a job is changing in modern workplaces. Traditionally, a job was a set of tasks
performed for pay, but companies like Daimler are now adopting high-performance work
systems that require employees to be skilled in multiple areas. This means a fixed list of job
duties may not be useful anymore. Instead, **job profiles** are used to outline the **skills,
traits, knowledge, and experience** that employees need to perform a range of tasks. These
profiles help managers hire, train, and assess employees based on the qualities needed for
success, rather than focusing on static job duties.
**Competencies** are key in creating job profiles. They are the specific skills and behaviors an
employee must demonstrate to perform their job well. These can range from technical abilities
like software design to general skills like communication or problem-solving. Competency-based
job analysis focuses on what an employee needs to do to be successful, rather than just listing job
duties. For example, while a traditional job description for a systems engineer might say “design
software,” a competency-based description would emphasize skills like "the ability to create
complex software systems and manage data protocols."

Competency models are often used to structure these job profiles. These models categorize the
necessary skills into groups like **general competencies** (basic skills), **technical
competencies** (job-specific abilities), and **leadership competencies** (managing teams or
strategic thinking). Companies like IBM and BP have used competency models to help
employees develop the right skills. For instance, IBM tracks over 4,000 skills and uses this data
to guide employees toward training programs that will help them grow. Similarly, BP uses
**skills matrices** to outline the key competencies needed for each job, ensuring employees
stay adaptable as their roles evolve.

Writing **competency-based job descriptions** involves interviewing employees and

supervisors, asking questions about the necessary skills, and using resources like O*NET to
identify key competencies. These descriptions focus on the abilities employees need to succeed,
rather than just listing tasks. This approach helps companies manage talent in a more flexible and
future-focused way.