人力資源管理第版英文版教學(xué)課件第4章

1、4-14Job Analysis and the Talent Management Process4-14Job Analysis and the Talen4-2Learning Objectives Define talent management and explain why it is important. Discuss the process of job analysis, including why it is important. Explain how to use at least three methods of collecting job analysis in

2、formation, including interviews, questionnaires, and observation.4-2Learning Objectives Define 4-3Learning ObjectivesExplain how you would write a job description.Explain how to write a job specification.Explain competency-based job analysis, including what it means and how its done in practice.4-3L

3、earning ObjectivesExplain 4-4Define talent management and explain why it is important.4-4Define talent management an4-5The Talent Management ProcessWhat Is Talent Management?TasksGoal-directedUses the same “profile”Segments and manages employeesIntegrates/coordinates all talent management functions4

4、-5The Talent Management Proce4-6Thought of as linear processDefinition Managing talent effectivelyReview4-6Thought of as linear proces4-7Discuss the process of job analysis, including why it is important.4-7Discuss the process of job 4-8The Basics of Job AnalysisWork activitiesBehaviorsMachines, too

5、ls, equipment, and work aidsPerformance standardsJob contextHuman requirements4-8The Basics of Job AnalysisW4-9Uses of Job Analysis InformationRecruitment and selectionEEO compliancePerformance appraisalCompensationTraining4-9Uses of Job Analysis Inform4-10Conducting a Job AnalysisHow will informati

6、on be used?Background informationRepresentative positionsCollect and analyze dataVerifyJob description and specification4-10Conducting a Job AnalysisH4-11IMPROVING PEFORMANCE: HR as a Profit CenterBoosting Productivity Through Work RedesignWorkflow analysis prompted several performance-boosting rede

7、signs Firm reduced from four to one the number of people opening mail4-11IMPROVING PEFORMANCE: HR a4-12Job Analysis GuidelinesA joint effortClarity of questions and processDifferent job analysis methods4-12Job Analysis GuidelinesA 4-13The basics of job analysisUses of job analysis informationConduct

8、ing a job analysisJob analysis guidelinesReview4-13The basics of job analysis4-14Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.4-14Explain how to use at leas4-15Methods for Collecting Job Analysis InformationIn

9、terviewsQuestionnairesObservationDiary/logsQuantitative techniquesInternet-based4-15Methods for Collecting Job4-16Collecting Job AnalysisInformation InterviewsThe InterviewTypical questionsStructured interviewsPros and consInterviewing guidelines4-16Collecting Job AnalysisIn4-17InterviewsQuestionnai

10、resObservationDiary/logsQuantitative techniquesInternet-basedReview4-17InterviewsReview4-18Explain how you would write a job description.4-18Explain how you would writ4-19Writing Job DescriptionsJob identificationJob summaryRelationships Responsibilities and dutiesAuthorityPerformance standards & wo

11、rking conditionsJob specifications4-19Writing Job DescriptionsJo4-20IMPROVING PERFORMANCE: HR Tools for Line Managers and EntrepreneursO*NETThe U.S. Department of Labors online occupational information networkO*NET lists the specific duties associated with numerous occupations4-20IMPROVING PERFORMAN

12、CE: O*N4-21ReviewJob descriptionsIdentifying the job, summary, relationshipsResponsibilities, duties, standardsSpecifications4-21ReviewJob descriptions4-22Explain how to write a job specification.4-22Explain how to write a job4-23Write a job specification.4-23Write a job specification.4-24Writing jo

13、b specificationsTrained vs. untrainedJudgmentStatistical analysisTask statements4-24Writing job specifications4-25Review4-25Review4-26Explain competency-based job analysis, including what it means and how its done in practice.4-26Explain competency-based j4-27Profiles in Talent ManagementCompetencie

14、s and competency-based job analysisHow to write competencies-based job descriptions4-27Profiles in Talent Managem4-28IMPROVING PERFORMANCE: HR Practices Around the GlobeDaimler Alabama emphasizesJust-in-time inventory Work teamsContinuous improvementStressing competencies rather than duties4-28IMPROVING PERFORMANCE: Dai4-29Review4-29Review4-30Based on the hotels stated strategy, list at least four more important employee behaviors important for the Hotel Pariss staff to exhibit.If time permits, spend some time prior to class observing the front-desk clerk at a local hotel. In any