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128 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT and provides the customer with a receipt, in order to ensure that the customer s clothes items are together and identifiable and that the store and customer have an accurate record of the transaction. (In contrast,the traditional job duty might say, accepts orders of clothes from customers and places them in laundry bags; gives customers receipts).Writing task statements such as that for each of the jobs tasks is the first step in this process. Next, for each task identify the knowledge, skills, abilities, and other characteristics (KSAOs) needed to do each task. For the sample task, the counter person would need to know how to operate the computerized cash register, would need the skill to identify fabrics so proper prices can be charged, and would need the ability or natural talent (for instance, cognitive ability or physical ability) to perform arithmetic computations and lift heavy laundry bags. Most jobs also require certain other human characteristics. For example, conscientiousness might be important for this and most other jobs. Third, the job analyst takes the resulting 12 or 15 task statements for a job s tasks and groups them into four or five main job duties. Thus the four main counter person job duties might include accepts and returns customer s clothes, handles the cash register, fills in for the cleaner/spotter when he or she is absent, and supervises the tailor and assistant counter person. Finally, the job analyst compiles all this information in a Job Requirements Matrix for this job. This matrix lists each of the four or five main job duties in column 1; the task statements associated with each job duty in column 2; the relative importance of each job duty and the time spent on each job duty in columns 3 and 4; and the knowledge, skills, ability, and other characteristics or competencies related to each job duty in column 5. 42 The task statement matrix provides a more comprehensive picture of what the worker does and how and why he or she does it than does a conventional job description. Such a list of required knowledge, skills, abilities, and other characteristics can provide powerful information for making staffing, training, and performance appraisal decisions, as can job profiling, to which we now turn. 6 Explain competency-based job analysis, including what it means and how it s done in practice. PROFILES IN TALENT MANAGEMENT A job is traditionally a set of closely related activities carried out for pay, but the concept of a job is changing. Employers such as Daimler are instituting high-performance work policies and practices. These include management practices (such as organizing around work teams) that depend on multiskilled employees who can tackle multiple jobs. The problem is that in situations like these, relying on a list of conventional job duties can be counterproductive, because the person s job changes frequently. 43 Often, the better option is to create job profiles. Job profiles list the competencies, traits, knowledge, and experience that employees in these multi-skilled jobs must be able to exhibit to get the multiple jobs done. Then the manager can recruit, hire, train, appraise, and reward employees based on these profiles, rather than on a list of static job duties. Experts at the consulting firm DDI say that the aim of writing job profiles (also called competency or success profiles) is to create detailed descriptions of what is required for exceptional performance in a given role or job, in terms of required Competencies (necessary behaviors), Personal Attributes (traits, personality, etc.), Knowledge (technical and/or professional), and Experience (necessary educational and work achievements). Each job s profile then becomes the anchor for creating recruitment, selection, training, and evaluation and development plans for each job. (Many use the term competency model rather than profile. 44 ) Figure 4-10 illustrates one type of profile, in the form of a competency model. Competencies and Competency-Based Job Analysis Employers often use competency-based job analysis to create such profiles. Competencies are observable and measurable behaviors of the person that make performance possible (we ll look at examples in a moment). To determine what a job s required competencies are, ask, In order to perform this job competently, what should the employee be able to do? Competencies are typically skills. Examples of
CHAPTER 4 JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS 129 Roles Line Function (Within HR) Staff Function (Advise, Assist) Coordinative Function (Monitor) Strategic HR Function (Formulate, Execute) FIGURE 4-10 Example of Competency Model for Human Resource Manager Areas of Expertise HR Practices (Recruiting, Selection, Training, etc.) Strategic Planning Employment Law Finance and Budgeting General Management Personal Competencies Behave Ethically Exercise Good Judgment Based on Evidence Set and Achieve Goals Manage Tasks Effectively Develop Personally Foundation Competencies Interpersonal Competencies Communicate Effectively Exercise Leadership Negotiate Effectively Motivate Others Work Productively with Others HR/Business/ Management Institute Effective HR Systems Analyze Financial Statements Craft Strategies Manage Vendors ILLUSTRATIVE HUMAN RESOURCE MANAGER COMPETENCY MODEL competencies include program in HTML, produce a lesson plan, and engineer the struts for a bridge. Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit. 45 Traditional job analysis is more job-focused (What are this job s duties?). Competency-based analysis is more worker-focused (What must employees be competent at to do this multiskilled job?). Managers sometimes group competencies into various clusters, such as general competencies (reading and writing, for instance), leadership competencies (leadership, and strategic thinking, for instance), and technical competencies. Technical competencies for the job of systems engineer might include the following: * Design complex software applications, establish protocols, and create prototypes. * Establish the necessary platform requirements to efficiently and completely coordinate data transfer. 46 Similarly, for a corporate treasurer, technical competencies might include: * Formulate trade recommendations by studying several computer models for currency trends. * Recommend specific trades and when to make them. 47 Competency-based job analysis Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well.
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HUMAN THIRTEENTH EDITION RESOURCE M
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DEDICATED TO SAMANTHA AND TAYLOR
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C O N T E N T S Preface xxiii Ackno
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CONTENTS IX Departmental Managers S
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CONTENTS XI Recruiting Source Use a
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CONTENTS XIII PART THREE TRAINING A
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CONTENTS XV Talent Management and E
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CONTENTS XVII INCENTIVES FOR SALESP
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CONTENTS XIX HR AS A PROFIT CENTER:
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CONTENTS XXI INDIVIDUAL AND GROUP A
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P R E F A C E Human Resource Manage
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PREFACE XXV This edition again cont
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A C K N O W L E D G M E N T S Every
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 1 INTRODUCTION TO HUMAN RES
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 2 EQUAL OPPORTUNITY AND THE
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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CHAPTER 6 EMPLOYEE TESTING AND SELE
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CHAPTER 12 PAY FOR PERFORMANCE AND
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CHAPTER 13 BENEFITS AND SERVICES 42
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CHAPTER 14 ETHICS AND EMPLOYEE RIGH
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CHAPTER 15 LABOR RELATIONS AND COLL
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CHAPTER 16 EMPLOYEE SAFETY AND HEAL
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CHAPTER 18 MANAGING HUMAN RESOURCES
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GLOSSARY 657 electronic performance
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GLOSSARY 661 role playing A trainin
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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NAME/ORGANIZATION INDEX 667 F Faceb
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NAME/ORGANIZATION INDEX 671 London,
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NAME/ORGANIZATION INDEX 675 387n24,
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NAME/ORGANIZATION INDEX 677 Wolkins
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SUBJECT INDEX 679 Web sites, 442 Se
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