JOB-ANALYSIS-AND-TALENT-MANAGEMENT.docx.

na

1. JOB ANALYSIS AND TALENT MANAGEMENT
1.Talent Management: The holistic, integrated and results and goal-oriented process of planning,
recruiting, selecting, developing, managing, and compensating employees
2.Job Analysis: a process of determining the duties of a specific job and the characteristics of the
people who would be most appropriate for the job; produces the necessary information to
develop job descriptions and job specifications
3.Job Description: a written output information resulting from a job analysis such as specific
duties, skills and training needed (working conditions, responsibilities, and job duties)
4.Types of information will most likely to be collected by a human resource specialist through a
job analysis
-Work activities
-Human behaviors
-Performance standards
-Job context
-Human requirements
5.Compensation: form of salaries and bonuses greatly depends upon a job’s required skills,
education level, safety hazards, and level of responsibility
6.Job Specifications: refers to the human requirements needed for a job (personality, education,
skills, and experience)
7.Organization charts: indicates the division of work within the firm with titles of each position
8.Process charts: a work-flow chart that shows the flow of inputs to and outputs from a particular
job
9.Workflow analysis: a detailed study of the flow of work from job to job in a work process
10.Business process reengineering: redesigning business processes, usually by combining steps
11.Job enlargement: refers to assigning workers additional same-level activities.
12.Job rotation: moving workers from one job to another
13.Job enrichment: redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition
14.Frederick Herzberg: “the best way to motivate workers is to build opportunities for challenge
and achievement into their jobs via job enrichment”
15.STEPS INVOLVED IN THE JOB ANALYSIS PROCESS
a.Decide how you will use the information
b.Review relevant background information about the job such as Organization Charts and
Process Charts
c.Select Representative positions
d.Actual analyze the job – requires collecting data about job activities, required employee
behaviors
e.Verify the job analysis information with the worker performing the job and with the
immediate supervisor
f.Develop a Job description and Job specification
16.Position Analysis Questionnaire: method for collecting job analysis information such as duties
and responsibilities of various jobs.

2. 17.TYPICAL JOB ANALYSIS INTERVIEWS ADDRESS SUBJECTS
a.Job’s major duties
b.Hazardous conditions
c.Performance standards
d.Required experience
e.Education
-The interviewer is less likely to ask an employee question that are not related specifically to
the job (e.g., Personal questions, worker’s hobbies)
18.Structured list: also called checklist is useful for guiding an interview or performing a personal
observation
19.Electronic diaries: are completed by the worker and would not used for observations or
interviews
20.Reactivity: occurs when a worker changes what he/she normally does because observation is
taking place for the purpose of job analysis
21.Work cycle: a time it takes to complete a job
22.Interview: data collection method is most frequently used in conjunction with direct
observation
23.Logbook: a diary or log requires workers to make daily listings of the activities in which they
engage as well as the amount of time each activity takes
24.Observation: an appropriate method for collecting job analysis information when a job involves
physical rather than mental activities
25.IMPORTANT WORK BEHAVIORS
a.Industriousness
b.Thoroughness
c.Schedule flexibility
d.Attendance
26.JOB DESCRIPTION SECTIONS
a.Job Identification – Job Title
b.Job Summary
c.Responsibilities and Duties
d.Authority of incumbent
e.Standards of performance
f.Working conditions
g.Job Specifications
27.Competency based job analysis: A worker-focused describing a job in terms of measurable,
observable, behavioral competencies that an employee doing the job must exhibit to do the job
well. (Focuses on the behavior of the workers)
28.Traditional job analysis: a job-focused describing the jobs in terms of duties and responsibilities
(Focuses on the duties of the job)