人力资源管理第版英文版教学课件第4章.pptx
4-1,4,Job Analysis and the Talent Management Process,4-14Job Analysis and the Talen,4-2,Learning 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 information, including interviews, questionnaires, and observation.,4-2Learning Objectives Define,4-3,Learning Objectives,Explain 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.,4-3Learning ObjectivesExplain,4-4,Define talent management and explain why it is important.,4-4Define talent management an,4-5,The Talent Management Process,What Is Talent Management?TasksGoal-directedUses the same “profile”Segments and manages employeesIntegrates/coordinates all talent management functions,4-5The Talent Management Proce,4-6,Thought of as linear processDefinition Managing talent effectively,Review,4-6Thought of as linear proces,4-7,Discuss the process of job analysis, including why it is important.,4-7Discuss the process of job,4-8,The Basics of Job Analysis,Work activitiesBehaviorsMachines, tools, equipment, and work aidsPerformance standardsJob contextHuman requirements,4-8The Basics of Job AnalysisW,4-9,Uses of Job Analysis Information,Recruitment and selectionEEO compliancePerformance appraisalCompensationTraining,4-9Uses of Job Analysis Inform,4-10,Conducting a Job Analysis,How will information be used?Background informationRepresentative positionsCollect and analyze dataVerifyJob description and specification,4-10Conducting a Job AnalysisH,4-11,IMPROVING PEFORMANCE: HR as a Profit Center,Boosting Productivity Through Work RedesignWorkflow analysis prompted several performance-boosting redesigns Firm reduced from four to one the number of people opening mail,4-11IMPROVING PEFORMANCE: HR a,4-12,Job Analysis Guidelines,A joint effortClarity of questions and processDifferent job analysis methods,4-12Job Analysis GuidelinesA,4-13,The basics of job analysisUses of job analysis informationConducting a job analysisJob analysis guidelines,Review,4-13The basics of job analysis,4-14,Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.,4-14Explain how to use at leas,4-15,Methods for Collecting Job Analysis Information,InterviewsQuestionnairesObservationDiary/logsQuantitative techniquesInternet-based,4-15Methods for Collecting Job,4-16,Collecting Job AnalysisInformation Interviews,The InterviewTypical questionsStructured interviewsPros and consInterviewing guidelines,4-16Collecting Job AnalysisIn,4-17,InterviewsQuestionnairesObservationDiary/logsQuantitative techniquesInternet-based,Review,4-17InterviewsReview,4-18,Explain how you would write a job description.,4-18Explain how you would writ,4-19,Writing Job Descriptions,Job identificationJob summaryRelationships Responsibilities and dutiesAuthorityPerformance standards & working conditionsJob specifications,4-19Writing Job DescriptionsJo,4-20,IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs,O*NETThe U.S. Department of Labors online occupational information networkO*NET lists the specific duties associated with numerous occupations,4-20IMPROVING PERFORMANCE: O*N,4-21,Review,Job descriptionsIdentifying the job, summary, relationshipsResponsibilities, duties, standardsSpecifications,4-21ReviewJob descriptions,4-22,Explain how to write a job specification.,4-22Explain how to write a job,4-23,Write a job specification.,4-23Write a job specification.,4-24,Writing job specifications,Trained vs. untrainedJudgmentStatistical analysisTask statements,4-24Writing job specifications,4-25,Review,4-25Review,4-26,Explain competency-based job analysis, including what it means and how its done in practice.,4-26Explain competency-based j,4-27,Profiles in Talent Management,Competencies and competency-based job analysisHow to write competencies-based job descriptions,4-27Profiles in Talent Managem,4-28,IMPROVING PERFORMANCE: HR Practices Around the Globe,Daimler Alabama emphasizesJust-in-time inventory Work teamsContinuous improvementStressing competencies rather than duties,4-28IMPROVING PERFORMANCE: Dai,4-29,Review,4-29Review,4-30,Based 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 case, create a job description for a Hotel Paris front-desk clerk.,Translating Strategy into HR Policies & Practices: Improving Performance at the Hotel Paris,4-30Based on the hotels state,4-31,Hotel Paris Strategy Chapter 4,4-31Hotel Paris,
