Session 3&4

Human Resource Planning and Job

Analysis
 Case Study
Dr. Amita Joshi at Samuel Drugs Limited
How did Amita Joshi arrive at a decision that there is a
need to hire someone for the position of Director,
Marketing?
What are the methods to estimate the requirements of
human resources in the organization?
Human Resource Planning/ Manpower Planning

Human resource planning is a process by which an organization ensures that

it has the right number and kinds of people

at the right place

at the right time

capable of effectively and efficiently completing those tasks that will help the organization
achieve its overall strategic objectives.
demand for labor Outcomes

demand exceeds recruitment

assess current supply
define establish human resources compare demand
organization corporate goals -- - - - - - - - - - - - - for and supply of
mission and objectives HRMS: human resources
job analysis supply exceeds
demand decruitment

supply of
human resources
 Human Resource Planning Estimation

1. Expert Opinion
1. Group Brainstorming
2. Simple Averaging
3. Delphi Method
4. Nominal Group Technique
5. Succession Analysis
2. Statistical Methods
1. Simple Long Run Trend Analysis
2. Ratio Analysis
3. Regression Analysis
Was Joshi the right choice for the CEO position of Samuel
Drugs? Did the organization do this succession planning
right?
 Succession Planning?

A deliberate and systematic effort by an organization to ensure leadership continuity

in key positions, retain and develop intellectual and knowledge capital for the
future, and encourage individual advancement.

Objective
1. Ensures that employees are recruited and/or developed to fill the positions.
2. Ensures that organizations operate uninterruptedly when someone departs.
3. Used extensively for managerial/senior-level positions.
 Replacement vs. Succession

Replacement Succession
Reactive Pro-active
Risk management Planned future development
Substituting Renewing
Narrow Approach Organized alignment
Restricted Flexible
 Process of Succession Planning

Phase 1: Identify key/critical positions

Phase 2: Conduct position analysis
Phase 3: Develop succession plan
Phase 4: Monitor, evaluate, and revise
Succession Planning at the level of Leadership (9‐Box 
Matrix)
Succession Planning at the level of Leadership (9‐Box 
Matrix)

Block 3 Block 2 Block 1

Low on performance but has the Can get into block 1 by demonstrating Exceptional with regards to
Hig potential to deliver better a higher level of performance demonstrated potential, performance
h performance and can be developed for future
positions at an accelerated speed

Block 4 Block 5 Block 6

Potential

Low on performance but has the Strength and backbone of your Can get into block 1 by
Med potential to deliver better company’s success. demonstrating a higher level of
performance leadership potential

Block 9 Block 8 Block 7

Employee needs support to Strength and backbone of your Strength and backbone of your
Low contribute to an expected level. company’s success. company’s success.
Monitor performance closely

Low Medium High

Performance
 Specific Actions to be initiated based on this 
Mapping

Block 3 Block 2 Block 1

Provide coaching Identify next development Plan multiple moves with
Hig
Consider if in appropriate opportunity Stock Options and/or other
h
job or with appropriate Retention hooks
manager

Block 4 Block 5 Block 6

Potential

Provide coaching Enrich job Identify next development

Med
Consider if in appropriate job opportunity
or with appropriate manager

Block 9 Block 8 Block 7

Initiate Performance Enrich job Enrich job
Low Improvement Plan

Low Medium High

Performance
Do you think that Rajesh Mishra was a great choice for the
position of Director, Marketing of Samuel Drugs? Support
your answer with sufficient evidence.
Was Rajesh Mishra proved to be the right choice for the
MD position of Eastern Pharmaceuticals Limited? Did
Joshi do the succession planning right?
If not, what did go wrong in this entire process?
Succession Planning at the level of Leadership (9‐Box 
Matrix)
What do you see?
 Mirror Self- Leaders must ask following questions

1. Succession Planning
2. Vision and Priorities
3. Managing Time
4. Feedback
5. Evaluation and Alignment
6. Leading under Pressure
7. Staying True to Yourself
Thus, what could have been the alternatives available to
Joshi for Mishra?
Human Resource Management
Session -4
Building Blocks of Differentiation

JOB
 Job Design

• Is the combination of job content, work method, and relationships

• To satisfy organizational requirements
• To satisfy personal and social requirements of jobholders
• Is the function of arranging tasks, duties, and responsibilities into an org.
 Job Analysis

• Job analysis involves: Job Description and Job Specification:

• Job Description is the written document which lists all the

characteristics of the job including the duties, operations,
responsibilities and authorities associated with the job.

• Job Specification is the written document which lists all the

characteristics required in the job incumbent including, age, gender,
education, experience, skills, competences etc.
 Job Analysis Methods

• Observation
• Interview
• Questionnaire Method (job analysis questionnaire)
• Checklists
• Motion Study
• Employee Job Diary
• Competency Modelling
• Position Analysis Questionnaire (PAQ)
• Department of Labor (US) Procedure- Dictionary of Occupational
Titles (Bible of Job Description)
 Job Description Template

Dr. Anjali Bansal (MICA): All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Specification Template
 Job Characteristics Model

Figure: Hackman and Oldham’s Job Characteristics Model

 Job Redesign

• Includes-
• Job enrichment
• Job enlargement
• Job rotation
• Self managing teams
Employer Branding through Job
Analysis
[Group Activity]