JOB ANALYSIS AND HUMAN RESOURCE PLANNING 1 Definitions

JOB ANALYSIS AND HUMAN RESOURCE PLANNING 1

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 2

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 3

The Job Description �Job Identification q Job title q FLSA status section q Preparation date q Preparer �Job Summary � General nature of the job q Major functions/activities �Relationships q Reports to: �Responsibilities and Duties q Major responsibilities and duties (essential functions) q Decision-making authority q Direct supervision q Budgetary limitations �Standards of Performance and Working Conditions q What it takes to do the job successfully q Supervises: q Works with: q Outside the company: 4

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Job Analysis: A Basic Human Resource Management Tool Tasks Responsibilities Duties §Human Resource Planning §Recruitment §Selection §Training and Development Job Descriptions Job Analysis §Performance Appraisal §Compensation and Benefits Job Specifications §Safety and Health §Employee and Labor Relations Knowledge Skills Abilities §Legal Considerations §Job Analysis for Teams 6 6

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 7

Sources of job analysis informaiton �Manager �Incumbent �SME �Job analyst �DOT �O*NET 8

Job Analysis Methods �Questionnaires �PAQ �Functional job analysis �Observation �Critical incident technique �Interviews-360 �Employee recording �Combination of methods �Journal & Diary �Output & production analysis. 9

Timeliness of Job Analysis Rapid pace of technological change makes need for accurate job analysis even more important now and in the future. 10

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Job Characteristics Model 12

Specific Job Analysis Techniques �Critical Incident Technique �BARS �Position Analysis Questionnaires �Functional Job Analysis �The Hay System �Competency based approach 13

Job Design Restructuring individual job �Job rotation �Job enlargement �Job enrichment �Reengineering 14

Introduction to Human Resource Planning 15

HRP AND DEFINITION q In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number. q It is all about to make predictions of future needs of the organization according to the organization goals and develop action plans for meeting the needs in the future. Definitions: E. Geisler , “Manpower planning is the process including forecasting, developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places, at the right time doing work for which they are economically most useful” 16

HR Planning Human Resource (HR) Planning The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. So Human resource planning is a process by which an organization ensures that 17

Purpose of HRP v Reduces personnel costs v Provides a better basis for planning employee v v v development Improves the overall strategic plan Promotes awareness of HR planning at all levels Provides tools for evaluation Creates more opportunities for women and minority groups in work plans 18

IMPORTANCE OF HRP FUTURE PERSONNEL NEEDS 1. • • Surplus or deficiency in staff strength Results in the anomaly of surplus labour with the lack of top executives 2. COPING WITH CHANGE • Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations CREATING HIGHLY TALENTED PERSONNEL 3. • • HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel Succession planning 4. PROTECTION OF WEAKER SECTIONS • SC/ST candidates, physically handicapped, children of the socially disabled & physically oppressed and backward class citizens. 19

IMPORTANCE OF HRP (Cont) 5. INTERNATIONAL STRATEGIES • Fill key jobs with foreign nationals and re-assignment of employees from within or across national borders 6. FOUNDATION FOR PERSONNEL FUNCTIONS • Provides information for designing & implementing recruiting, selection, personnel movement(transfers, promotions, layoffs) & training & development 7. INCREASING INVESTMENTS IN HUMAN RESOURCES • Human assets increase in value 8. RESISTANCE TO CHANGE AND MOVE • Proper planning is required to do this 20

IMPORTANCE OF HRP 9. OTHER BENEFITS • • Upper management has a better view of the HR dimensions of business decision More time is provided to locate talent Better opportunities exist to include women & minority groups in future growth plans Better planning of assignments to develop managers can be done 21

FACTORS AFFECTING HRP I. TYPE & STRATEGY OF ORGANISATION Internal growth Growth through M & A Informal Formal Reactive Proactive Inflexible Flexible 22

FACTORS AFFECTING HRP II. ORGANIZATIONAL GROWTH CYCLES & PLANNING • • Embryonic stage – No personnel planning Growth stage – HR forecasting is essential Maturity stage – Planning more formalized & less flexible Declining stage – Planning for layoff, retrenchment & retirement III. ENVIRONMENTAL UNCERTAINITIES • • Political, social & economic changes Balancing programmes are built into the HRM programme through succession planning, promotion channels, layoffs, flexi time, job sharing, retirement, VRS, etc…. 23

FACTORS AFFECTING HRP IV. TIME HORIZONS • Short-term & Long-term plans V. TYPE & QUALITY OF FORECASTING INFORMATION • Type of information which should be used in making forecasts VI. NATURE OF JOBS BEING FILLED • Difference in employing a shop-floor worker & a managerial personnel VII. OFF-LOADING THE WORK 24

HRP PROCESS Organisational Objectives HR Needs Forecast HR Supply Forecast HR Programming HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection 25

Human Resource Planning Process External Environment Internal Environment Strategic Planning Human Resource Planning Forecasting Human Resource Availability Forecasting Human Resource Requirements Comparing Requirements and Availability Demand = Supply Surplus of Workers Shortage of Workers Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing Recruitment No Action Selection 26

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HRP MAIN Activities 1. The demand Forecasting: process estimates manpower needs by reference to corporate and functional plans, and forecasts future level of activity (ratio-trend analysis, work study and econometric models); 2. The supply forecasting process: assesses the manpower likely to be available from within and outside the organization (labor turnover, promotion & transfer effects, source of supply, and existing manpower resources); 3. Assessment of productivity changes: likely to be affected by, say reward systems or technological changes 28

HRP Activities (cont) 4. The determination of manpower requirements: through adjusting the demand forecasting to take account of productivity changes, labor turnover, absence, and changes in employment practices; and 5. The development of plans for actions: in particular recruitment plans to ensure skill supply; productivity plans for improving productivity ; retention plans to reduce avoidable wastages; redevelopment plans for retraining or transferring existing employees; and redundancy plans to deal with enforced wastage and its timing. 29

QUESTION "You know that retaining experienced employees is a key factor in our continued success, yet I see us losing more and more of our long-standing account managers. Our survey shows they are bored with their jobs. I want a quick motivational training program for all employees starting in a week. Let's make sure this doesn't continue to happen!" "We want to make sure we hang on to our top performing service representatives. I want you to put together an hour presentation showing them the options for advancement in our company. We can't afford to lose these people to the competition. "

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