Human Resources and Talent Management
Domain 5 tests the employee lifecycle from requisition to exit, and whether you can defend a selection or performance decision.
From job analysis to selection
Job analysis produces the job description (duties) and person specification (qualifications). Selection tools are judged on validity (does it predict performance), reliability (consistency of results), and adverse impact. Structured interviews with scored, job-related questions beat unstructured conversation, and work samples or cognitive tests generally show higher predictive validity than references.
Performance management
The cycle is: set objectives, observe and coach, review, then reward or develop. Behavioural feedback uses situation–behaviour–impact. 360-degree feedback broadens input but needs rater training and confidentiality. Forced ranking tends to damage collaboration and is legally exposed where ratings correlate with protected characteristics.
Development
Training needs analysis operates at organisational, task, and individual level before design begins. Kirkpatrick evaluates at four levels: reaction, learning, behaviour, results, and only the last two evidence transfer to the job.
Pay and retention
Internal equity (consistent pay for comparable work), external competitiveness (market benchmarks), pay grades, and compa-ratio (salary divided by grade midpoint) are the standard levers. Turnover is analysed as voluntary versus involuntary, and regretted versus non-regretted.
Fair process
Progressive discipline runs verbal warning, written warning, final warning, termination, always preceded by investigation, notice of the allegations, an opportunity to respond, and a written record at each step. Documentation is the control that makes the decision defensible.
Worked example
A supervisor wants to reject the only internal applicant because she seems quiet. That is not job-related. The defensible route is to score every applicant against the person specification using identical structured questions and a common rating scale, record the evidence, and give feedback. If she scores below the threshold, the record supports the decision; if she scores above it, the supervisor must appoint or document a job-related exception.
Traps that cost marks
- Confusing reliability (consistency) with validity (accuracy).
- Moving to discipline before completing an investigation.
- Assuming a high performer needs no onboarding after promotion.
- Using culture fit as a proxy for bias.