Human Resource planning Job analysis Job Description SYMMS
Human Resource planning Job analysis Job Description SYMMS Sem III Dr. Aruna Deshpande Associate Professor ADMIFMS
Human Resource Planning (HRP)
• Forward looking functions • Assess Human Resource requirements in advance keeping the production schedule, market fluctuations, demand forecasts etc • Right number of qualified people into right job at the right time so that an organisation can meet its objectives. • Subjected to revision • Short term ( 2 Year)/ Long term (5 or more years)
Importance Of HRP • • People bank Creating High Talented Personnel Foundation of personnel function Expand contract Cut Cost Succession Planning Resistance to change
Factors affecting HRP • • • Type and strategy of organisation. Organisational growth cycle and planning Environmental uncertainties Type and quality of Information Nature of jobs being field Outsourcing.
Human Resource planning process Environmental scanning Organisational Objectives and Policies HR Needs forecast HR Programming HR Supply forecast HRP Implementation Control & evaluation of programmes Surplus Restrict hiring, Reduce hours, VRS, lay off etc Shortage Recruitment and Selection
Planning process 1. Environmental Scanning 1. 2. 3. 4. 5. 2. Economic Technological changes Demographic Changes Political Changes Social Concern Organisational objective and policies 1. 2. 3. 4. 5. Vacancies filled by promotion/ external recruitment. Training and Development objectives Job Enrichment Creative and new jobs Ensure continuous availability and flexible workforce.
3. HR Needs forecast • • Estimating future quantity and quality of people require. Basis of forecast: Annual Budget, Long term corporate plans, activities of different departments. • Need of forecast: Quantify the job, Determine Staff mix in future, Appropriate staffing levels to avoid costs Prevent shortage of people, Monitor compliance with legal requirements. • Factors forecast: a) External factors: Competition, Economic climate , Law ®ulatory bodies, Change in technologies, Social factor b) Internal Factors: Budget constrains, production levels, New product & services, Organisational structure and employee separations
• Forecasting Techniques: • Managerial judgment: Discuss and arrive to a figure, Approaches; Bottom up and Top- down • Ratio trend analysis: quickest forecasting techniques. Study past ratios • Regression Analysis: Statistical tool • Flow models: MARKOV model, Semi MARKOV Model, Vacancy Model • Workforce analysis • Work study Techniques (Work load analysis) • Others: Mathematical models….
4. HR supply Forecast • Existing Inventories: Head counts, Job family inventory, Age inventory etc… • Inflow-- Outflows – Existing inventory = Present Inventory + Potential addition – Potential losses • Staffing Table • Turnover rate (No. of employee leave the Organisation / Avg. no of employee during the year) * 100 • Production Level 5. HR programming • Reconcile demand supply of employees
6. HRP implementation • Converts HR plans into action • Recruitment, selection, placement, training programmes 7. Control & Evaluation • Assessment against budgets, targets and Standards • Establish reporting procedure. 8. Surplus • Redeployment • Retrenchment. • • Reduce Hour. Lay off Work sharing. Leave of absence without pay CSR/ Iron hand shake. Attrition Golden hand shake. VRS 9. Shortage • • • Outsourcing Employment Training Development Internal mobility
JOB ANALYSIS
What is job analysis? • Definition: a method for describing jobs and the human attributes necessary to perform them Two approaches: • – – • job oriented person oriented The identification of criteria necessary for successful performance in a given job Identifies KSAs • – – – Job tasks to perform Skills required Abilities needed
Why do we do Job Analyses? • Reduce Role Conflict and Ambiguity – reduce discrepancy between what organization thinks job is and what job is in reality • Design and Evaluation of Training – focus training on most difficult and/or most frequent elements of job • Performance Appraisal – criteria for appraisal should be matched with most important elements of job
Cont. . • Job Design – simplify job with too many disparate activities • Personnel Selection – once KSAs are identified, job requirements can be generated – items on job tests can be written based on JA • e. g. , if job requires high intelligence, give intelligence test
Job vs. Worker Oriented Analyses • Job-Oriented – analysis of tasks necessary to complete the job – more concrete – e. g. college student • attend lectures • take notes • read text • write papers • do homework • Worker-Oriented – analysis of the skills and abilities required • intelligent • self-motivated • able to work alone • able to integrate diverse information • good long-term memory • time-management skills
Steps in Conducting a Job Analysis… 4 - Document the job analysis (Develop Job description and Job specification) 3 - Verify accuracy of info 2 - Gather info about how the job is done 1 - Select the job to be analyzed
Methods of Collecting Job Analysis Information • • • Interview Questionnaire Observation Participant diary/logs Other sources of information
Interviews • Information sources – Individual employees – Groups of employees – Supervisors with knowledge of the job • Advantages – Quick, direct way to find overlooked information. • Disadvantages – Distorted information • Interview formats – Structured (Checklist) – Unstructured
Questionnaire/Inventory • Information source – Have employees fill out questionnaires to describe their job-related duties and responsibilities. • Questionnaire formats – Structured checklists – Opened-ended questions • Advantages – Quick and efficient way to gather information from large numbers of employees • Disadvantages – Expense and time consumed in preparing and testing the questionnaire
Observation • Information source – Observing and noting the physical activities of employees as they go about their jobs. • Advantages – Provides first-hand information – Reduces distortion of information • Disadvantages – Time consuming – Difficulty in capturing entire job cycle – Of little use if job involves a high level of mental activity.
Diary/Logs • Information source – Workers keep a chronological diary/ log of what they do and the time spent in each activity. • Advantages – Produces a more complete picture of the job – Employee participation • Disadvantages – Distortion of information – Depends upon employees to accurately recall their activities
Uses of Job Analysis Information • • • Recruitment and Selection Compensation Performance Management Training Discovering Unassigned Duties
The Output of Job Analysis • Job description – A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities • Job specifications – A list of a job’s “human requirements, ” that is, the requisite education, skills, personality, and so on.
Writing Job Descriptions • A job description – A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. • Sections of a typical job description – Job identification – Job summary – Responsibilities and duties – Authority of incumbent – Standards of performance – Working conditions
The Job Description • Job identification – Job title: name of job – Grade: where it fits in the hierarchy – Preparation date: when the description was written – Prepared by: who wrote the description • Job summary – Describes the general nature of the job – Lists the major functions or activities
The Job Description (cont’d) • Relationships (chain of command) – Reports to: employee’s immediate supervisor – Supervises: employees that the job incumbent directly supervises – Works with: others with whom the job holder will be expected to work and come into contact with internally. – Outside the company: others with whom the job holder is expected to work and come into contact with externally.
The Job Description (cont’d) • Responsibilities and duties – A listing of the job’s major responsibilities and duties (essential functions) – Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations. • Standards of performance and working conditions – Lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities
Job Specifications • What human traits and experience are required to do the job well? – Qualifications – Prior experience – Special training – Personality factors – Physical characteristics – Other attributes/qualities
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