Job Analysis and Talent

Management Process
 1.
Talent Management Process

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 Step-Step MSDM oleh Manajer

1. Memutuskan posisi apa yang akan dipenuhi melalui analisis pekerjaan,

perencanaan, dan forecasting
2. Membangun pool untuk pelamar kerja dengan melakukan rekrutmen internal
atau eksternal
3. Mendapatkan formulir aplikasi pendaftaran dan melakukan penyaringan awal
sebelum proses wawancara
4. Menggunakan alat-alat seleksi seperti tes, wawancara, pemeriksaan latar
belakang, dan ujian fisik untuk mengidentifikasi kandidat yang bertahan
5. Memutuskan siapa saja yang mendapatkan tawaran pekerjaan
6. Melakukan orientasi, training, dan mengembangkan karyawan sehingga mereka
memiliki kemampuan untuk melakukan pekerjaannya
7. Menilai pegawai atas apa yang telah mereka kerjakan
8. Memberikan kompensasi untuk mempertahankan motivasi pegawai

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 Apakah 8 proses tersebut sistemnya bertahap?

◉ Tidak harus stepwise atau bertahap

◉ Bagian dari upaya manajemen bakat yang
terorganisir
◉ Manajemen bakat diartikan sebagai proses
merencanakan, merekrut, memilih,
mengembangkan, mengelola, serta
memberikan kompensasi kepada pegawai
secara holistik, terintegrasi, serta hasil dan
tujuan yang berorientasi pada proses

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 2.
Job Analysis Basics

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 The Basics of Job Analysis: Terms

◉ Job Analysis
○ The procedure for determining the duties and skill requirements of a
job and the kind of person who should be hired for it.
◉ Job Description
○ A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one product of
a job analysis.
◉ Job Specifications
○ A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a job
analysis.

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 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

Copyright © 2011 Pearson Education 4–7

 Uses of Job Analysis Information

Recruitment
and selection

EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal

Training

Copyright © 2011 Pearson Education 4–8

 FIGURE 4–1 Uses of Job Analysis Information

Job analysis

Job description
and specification

Recruiting Performance Job evaluation— Training

and selection appraisal wage and salary requirements
decisions decisions
(compensation)

Copyright © 2011 Pearson Education

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 Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

Copyright © 2011 Pearson Education 4–10

 FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

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 Job Redesign

◉ Job Rotation
◉ Job Enrichment
◉ Job Enlargement

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 3.
Metode Mengumpulkan Informasi mengenai Analisis
Pekerjaan

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 Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

Copyright © 2011 Pearson Education 4–14

 Job Analysis: Interviewing Guidelines

◉ The job analyst and supervisor should work together

to identify the workers who know the job best.
◉ Quickly establish rapport with the interviewee.
◉ Follow a structured guide or checklist, one that lists open-
ended questions and provides space for answers.
◉ Ask the worker to list his or her duties in order
of importance and frequency of occurrence.
◉ After completing the interview, review and verify
the data.

Copyright © 2011 Pearson Education

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 Methods for Collecting Job Analysis Information: The Interview

◉ Information Sources ◉ Interview Formats

○ Individual employees ○ Structured (Checklist)
○ Groups of employees ○ Unstructured
○ Supervisors with
knowledge of the job
◉ Advantages
○ Quick, direct way to find
overlooked information
◉ Disadvantage
○ Distorted information

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 Methods for Collecting Job Analysis Information: Questionnaires

◉ Information Source ◉ Advantages

○ Have employees fill out ○ Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
◉ Questionnaire Formats ◉ Disadvantages
○ Structured checklists ○ Expense and time
○ Open-ended questions consumed in preparing and
testing the questionnaire

Copyright © 2011 Pearson Education

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 FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

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 FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

Copyright © 2011 Pearson Education

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 FIGURE 4–4 Example of Position/Job Description Intended for Use Online

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 FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)

Copyright © 2011 Pearson Education

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 Methods for Collecting Job Analysis Information: Observation

◉ Information Source ◉ Advantages

○ Observing and noting the ○ Provides first-hand
physical activities of information
employees as they go about ○ Reduces distortion
their jobs by managers. of information
◉ Disadvantages
○ Time consuming
○ Reactivity response distorts
employee behavior
○ Difficulty in capturing
entire job cycle
○ Of little use if job involves
a high level of mental
activity
Copyright © 2011 Pearson Education
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 Methods for Collecting Job Analysis Information: Participant Diaries/Logs
◉ Information Source
○ Workers keep a
chronological diary or log
of what they do and the
time spent on each activity
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◉ Advantages
○ Produces a more complete
picture of the job
○ Employee participation
◉ Disadvantages
○ Distortion of information
○ Depends upon employees
to accurately recall their
activities
 Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

Copyright © 2011 Pearson Education 4–24

 FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are

grouped into six dimensions.
This exhibit lists 11 of the
“information input” questions
or elements. Other PAQ
pages contain questions
regarding mental processes,
work output, relationships
with others, job context, and
other job characteristics.

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 TABLE 4–1 Basic Department of Labor Worker Functions

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 FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique

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 Internet-Based Job Analysis

◉ Advantages
○ Collects information in a standardized format from geographically
dispersed employees
○ Requires less time than face-to-face interviews
○ Collects information with minimal intervention or guidance

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 4.
Diskripsi Pekerjaan

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 Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

Copyright © 2011 Pearson Education 4–30

 The Job Description

◉ Job Identification ◉ Responsibilities and Duties

○ Job title ○ Major responsibilities and
○ FLSA status section duties (essential functions)
○ Preparation date ○ Decision-making authority
○ Preparer ○ Direct supervision
◉ Job Summary ○ Budgetary limitations
○ General nature of the job ◉ Standards of Performance and
○ Major functions/activities Working Conditions
◉ Relationships ○ What it takes to do the job
○ Reports to: successfully
○ Supervises:
○ Works with:
○ Outside the company:

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 FIGURE 4–8 Sample Job Description, Pearson Education

Copyright © 2011 Pearson Education

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 FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

Copyright © 2011 Pearson Education

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 5.
Spesifikasi Pekerjaan

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 Writing Job Specifications

“What human traits and

experience are required to
do this job well?”

Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis

Copyright © 2011 Pearson Education 4–35

 Writing Job Specifications (cont’d)

◉Steps in the Statistical Approach

1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should predict
successful performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job performance.
5. Statistically analyze the relationship between the human
traits and job performance.

Copyright © 2011 Pearson Education

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 6.
Kompetensi Pekerjaan

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 Competency-Based Job Analysis

◉ Competencies
○ Demonstrable characteristics of a person that enable performance of a
job.
◉ Reasons for Competency-Based Job Analysis
○ To support a high-performance work system (HPWS).
○ To create strategically-focused job descriptions.
○ To support the performance management process in fostering,
measuring, and rewarding:
■ General competencies
■ Leadership competencies
■ Technical competencies

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 How to Write Job Competencies-Based Job Descriptions

◉ Interview job incumbents and their supervisors

○ Ask open-ended questions about job responsibilities and
activities.
○ Identify critical incidents that pinpoint success on the
job.
◉ Use off-the-shelf competencies databanks

Copyright © 2011 Pearson Education

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 FIGURE 4–11 The Skills Matrix for One Job at BP

Note: The lighter color boxes within the individual columns indicate
the minimum level of skill required for the job.

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 Thanks!

ANY QUESTIONS?

You can find me at:

cesya.rizkika.fe@um.ac.id

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