JOB ANALYSIS AND HUMAN RESOURCE PLANNING
Definitions
Job
- Consists of a group of tasks that must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization
Definitions (Continued)
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization Job description document providing information regarding tasks, duties, and responsibilities of job Job specification minimum qualifications to perform a particular job
Job Analysis: A Basic Human Resource Management Tool
Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits Safety and Health
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Employee and Labor Relations
Knowledge
Skills
Abilities
Legal Considerations
Reasons For Conducting Job Analysis
Staffing would be haphazard if recruiter did not know qualifications needed for job Training and Development if specification lists a particular knowledge, skill, or ability, and the person filling the position does not possess all the necessary qualifications, training and/or development is needed Compensation and Benefits value of job must be known before rupee value can be placed on it
Reasons For Conducting Job Analysis (Continued)
Safety and Health helps identify safety and health considerations Employee and Labor Relations lead to more objective human resource decisions Legal Considerations having done job analysis important for supporting legality of employment practices
Types Of Job Analysis Information
Considerable information is needed, such as: Worker-oriented activities Machines, tools, equipment, and work aids used Job-related tangibles and intangibles Work performance Job content Personal requirements for the job
Summary of Types of Data Collected Through Job Analysis
Work Activities work activities and processes; activity records (in film form, for example); procedures used; personal responsibility Worker-oriented activities human behaviors, such as physical actions and communicating on the job; elemental motions for methods analysis; personal job demands, such as energy expenditure Machines, tools, equipment, and work aids used Job-related tangibles and intangibles knowledge dealt with or applied (as in accounting); materials processed; products made or services performed Work performance error analysis; work standards; work measurements, such as time taken for a task Job context work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts Personal requirements for the job personal attributes such as personality and interests; education and training required; work experience
Conducting Job Analysis
The people who participate in job analysis should include, at a minimum: The employee The employees immediate supervisor
Job Analysis Methods
Questionnaires Observation Interviews Employee recording Combination of methods
Timeliness of Job Analysis
Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.
Job Description
Job Identification job title, department, reporting relationship, and job number or code Job Analysis Date aids in identifying job changes that would make description obsolete Job Summary concise overview of job Duties Performed major duties
Job Specification
Job Specification minimum qualifications, experience and skills person should possess to perform a particular job
Quantitative Job Analysis Techniques
The position analysis questionnaire (PAQ)
A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.
Functional job analysis
Takes into account the extent to which instructions, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks.
Other Job Analysis Methods (Continued)
Management Position Description Questionnaire designed for management positions using checklist method to analyze jobs Guidelines Oriented Job Analysis step-by-step procedure for describing work of a particular job classification
Job Description Of Marketing Manager
Marketing Managers Abstract: Marketing Managers. Determine the demand for products and services offered by a firm and Its competitors and identify potential customers. Develop pricing strategies with the goal of maximizing the firms profits or share of the market while ensuring the firms customers are satisfied.
Background Data for Examples
Example of Job Title: Customer Service Clerk
Example of Job Summary: Answers inquiries and gives directions to customers, authorizes cashing of customers checks, records and returns lost charge cards, sorts and reviews new credit applications, works at customer service desk in department store.
Example of One Job Duty: Authorizes cashing of checks: authorizes cashing of personal or payroll checks (up to a specified amount) by customers desiring to make payment by check. Requests identificationsuch as drivers licensefrom customers and examines check to verify date, amount, signature, and endorsement. Initials check and sends customer to cashier.
Human Resource Planning
The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
Succession Planning
Process of ensuring that qualified persons are available to assume key managerial positions once positions are vacant.
Importance of HRP
Future Personnel needs Coping with change Creating highly talented personnel Protection of weaker sections International strategies Foundations for personnel functions Resistance to change and move Other benefits
Factors affecting HRP
Type and strategy of organization organization growth cycles and planning Environment uncertainties Time horizons Type and quality of information Nature of job being filled Off-loading the work
Human Resource Planning Process
External Environment Internal Environment
Strategic Planning Human Resource Planning
Forecasting Human Resource Requirements
Comparing Requirements and Availability Surplus of Workers
Forecasting Human Resource Availability Shortage of Workers
Demand = Supply
No Action
Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing
Recruitment
Selection
HR Forecasting Techniques
Managerial Judgment Ratio Trend Analysis Work Study Techniques Delphi Techniques Flow models Others
Managerial Judgement
Top Down Approach Top managers prepare company and departmental forecasts. These forecasts are reviewed with departmental heads and agreed upon. Bottom-up approach each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs
The Relationship of Sales Volume to Number of Employees
Number of Employees
500 400 300 200
100
0 10 20 30 40 50 60
Sales (thousands)
Forecasting HR Requirements
Estimate of numbers and kinds of employees the organization will need at future dates Demand for firms goods or services must be forecast Forecast is then converted into people requirements
Forecasting HR Availability
Determining whether the firm will be able to secure employees with the necessary skills, and from what sources these individuals may be obtained Show whether the needed employees may be obtained from within the company, from outside the organization, or from a combination of the two sources
Surplus of Employees
Restricted hiring employees who leave are not replaced Reduced hours Early retirement Layoffs
Shortage of Workers Forecasted
Creative recruiting Compensation incentives premium pay is one method Training programs prepare previously unemployable people for positions Different selection standards alter current criteria
Accelerated Succession Planning: An Alternative to Traditional Approaches
Rather than targeting one or two people for each senior management position, develop group of candidates for undefined executive jobs and focus on increasing their skills and knowledge
Human Resource Information Systems (HRIS)
Virtually all HR management functions can be enhanced through the use of an HRIS any organized approach for obtaining relevant and timely information on which to base HR decisions
HUMAN RESOURCE INFORMATION SYSTEM Goal: Integrate Core Processes into Seamless System
Input Data Types Job Analysis Recruitment Selection/Job Posting/ Employee Referral T&D Performance Appraisal Compensation Output Data Uses* Employee Tracking Diversity Programs Hiring Decisions Training Programs/Elearning/Management Succession Contribute Toward Achievement of:
Organizational Strategic Plans
Benefits
Safety Health Labor Relations Employee Relations
Human Resource Information System
Compensation Programs
Benefit Programs (e.g., prescription drug programs)
Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies Employee Services
Human Resource Management Plans
