Chapter 2

HUMAN RESOURCE PLANNING AND JOB ANALYSIS

Learning Objectives

1. Describe the steps in the human resource planning process and how HRIS facilitates planning.
2. Explain what job analysis is, the steps in the process, and how important information is collected.
3. Explain the purpose and elements of job descriptions.

Lecture Notes

1. HUMAN RESOURCE PLANNING AND HUMAN RESOURCE INFORMATION

SYSTEM AND HOW HRIS FACILITATES PLANNING
Human HRP - Process of determining an organizations human resource. Planning ensures that the
Resource organization has the right number and kinds of people capable of completing tasks that
Planning support the company’s mission and strategic goals.

Human HRIS – A computerized system that assists in the processing of HRM information. HRIS
Resource
information
software makes it easier for most organizations to generate an effective and detailed human
system resources inventory report. The input for this report comes from applications and other forms
completed by employees and checked by supervisors including education, training, prior
employment, current position, performance ratings, salary level, languages spoken,
capabilities, and specialized skills for all employees.

STEPS IN THE HUMAN RESOURCE PLANNING PROCESS

The steps in the human resource planning process include:

Formulating a mission statement. An HR mission statement is a short, clear

summary of the goals and purpose of an organization’s human resources
department. It helps employees understand how their work contributes to the
organization’s success. It sets the direction for the department and serves as a
guiding principle for all HR-related activities.

Establishing corporate goals and objectives. Examples: Staffing – recruiting and

retaining good talent, Training and Development - developing talent and upskilling
employee capabilities; Motivation – lifting productivity and recognizing
achievements; Maintenance - maintaining up to date processes, policies and
organizational alignment.

Assessing current human resources involves developing a profile of the workforce that
includes staff levels, demographics, and competencies (aka KSA or knowledge, skills, and
abilities).
 Estimating supplies and demand for labor. Quantitative methods rely on statistical and
mathematical assessment, such as workforce trend analysis or econometric
calculation. Qualitative forecasts use managerial judgment on a more individual
basis, spotting needs internally and then bidding for or training the requisite skills.

Matching demand with current supplies of labor. A common qualitative method used is
Markov analysis. In an HR context, Markov analysis can be used to track the pattern of
employee movements within the organization and develop a transitional probability matrix
for forecasting internal supply by specific categories such as job title, role and gender.

HOW HRIS FACILITATES PLANNING

HRIS can generate a detailed human resources inventory report that identify the
number of people and skills necessary to support business plans;

HRIS allow you to analyze your HR data in such a way that you can be responsive
to market realities and turn your insights into a demonstrable business growth.

HRIS help in business management and help outperform the competition.

HRIS offers ability to quickly run reports and view dashboards which allows the
CEO and management of the company to take important decisions concerning
employees and the areas that affect company’s business as a whole and help
organizations in decision making

HRIS allows human resource analysis, which is the basis of HR planning and most
business decisions making.

HRIS can be used to forecast future workforce demand to initiate recruitments for
vacant positions to maintain a high service, forecast turnover in service delivery
positions, and understand requirement to conduct trainings to manage succession
planning and to build a skilled workforce, in advance.

HRIS functions can be made to comply with organization’s policy to help the
organization manage its human capital on the basis of the organizational vision.

HRIS can evaluate skills and strengths of current staff; identify individuals ready for
training and development, promotion, and transfers; and

HRIS can identify skill gaps that may threaten the organization’s ability to
successfully meet its goals.

2. JOB ANALYSIS AND ITS STEPS IN THE PROCESS AND HOW IMPORTANT
INFORMATION IS COLLECTED
The philosophy behind the job analysis process is simple. The organization needs to
know what every employee’s job entails: what they do, how they do it, and what
they need to know. It involves gathering data about the job and interpreting what it
means about the tasks and responsibilities of the position. It encompasses tracking
employee’s tasks, observing, and interviewing the employees that hold the position,
and getting input from those who manage or work with the person in the position.

Without a thorough job analysis and resulting job description, there could very well
be a mismatch between the employee’s skills and expectations and the reality of the
day to day tasks required for the job. This can result in low morale, lack of
motivation, and high turnover.

JOB ANALYSIS involves gathering data about the job to validate the tasks and
responsibilities of the position. Job analysis creates a definition of each position so
that its role in accomplishing the organizational goals and objectives is clear. Once
this is understood, the job description is created. In order to do that, several steps are
helpful.

The steps include the following:

Understand the Purpose of Conducting the Job Analysis: Before embarking on a

job analysis, HRM must understand the nature and purpose of conducting the
investigation. Recognize that the resulting job description serves a vital purpose in
recruiting, training, setting performance standards, evaluating performance, and
compensation. In fact, nearly every activity in HRM revolves around the job
analysis.

Understand the Role of Jobs and Values in the Organization: Every job in the
organization should have a purpose. Before conducting the job analysis, HRM must
establish the job’s link to the organization’s strategic direction. If a link cannot be
established, then maybe the job is unnecessary.

Benchmark Positions: In a large organization, it would be impossible to evaluate

every job at one time. Accordingly, by involving employees and seeking their input,
selected jobs can be chosen based on how well they represent other, similar jobs in
the organization. This information serves as a starting point in later analysis of other
positions.

Determine How you Want to Collect Job Analysis Information: Proper planning at
this stage permits you to collect the desired data in the most effective and efficient
manner. This means developing a process for collecting data. Several of the methods
explained in this chapter should be combined, such as structured questionnaires,
group interviews, and technical conferences. Select the ones that best meet your job
analysis goals and timetables.
Seek Clarification, Wherever Necessary: When the job analyst doesn’t entirely
understand some of the information collected, it’s time to seek clarification from
those who possess the critical information, including employees holding the position
and the supervisor. Clearly understanding and comprehending the information will
make the next step in the job analysis process—writing the job description—easier
and more productive.

Develop the First Draft of the Job Description: Job description formats vary, but
common elements include the job title, a summary sentence of the job’s main
activities, the job’s level of authority and accountability, performance requirements,
and working conditions. The last paragraph of the job description typically includes
the job specifications, or those personal characteristics the job incumbent should
possess to be successful on the job.

Review Draft with the Job Supervisor: Ultimately, the supervisor of the position
being analyzed should approve the job description. Review comments from the
supervisor can assist in determining a final job description document. When the
description is an accurate reflection, the supervisor should either sign off or approve
the document.

SOURCES OF INFORMATION

The basic methods by which HRM can determine job elements and the essential
KSAs for successful performance include the following

The basic methods by which HRM can determine job elements and the essential
KSAs for successful performance include the following:

Observation Method Using the observation method, a job analyst watches

employees directly or reviews films of workers on the job. Although the observation
method provides first hand information, workers rarely function most efficiently
when they are being watched, and thus distortions in the job analysis can occur. This
method also requires that the entire range of activities be observable, which is
possible with some jobs, but impossible for many others—for example, most
managerial jobs.

Individual Interview Method The individual interview method involves interviewing

the employees who are actually doing the job. Their input and cooperation results in
detailed and sometimes unexpected information about the position.

Group Interview Method The group interview method is similar to the individual
interview method except that several people who hold the position are interviewed
 simultaneously. This may result in a more accurate picture of the position, but it’s
also possible that group dynamics distort the information.

Structured Questionnaire Method The structured questionnaire method gives

workers a specifically designed questionnaire on which they check or rate items they
perform in their job from a long list of possible task items. This technique is
excellent for gathering information about jobs. However, exceptions to a job may be
overlooked, and opportunity may be lacking to ask follow up questions or to clarify
the information received.

Technical Conference Method The technical conference method uses supervisors

with extensive knowledge of the job, frequently called subject matter experts. Here,
specific job characteristics are obtained from the experts. Although it is a good
data gathering method, it often overlooks the workers’ perceptions about what they
do on the job.

Diary Method The diary method requires job incumbents to record their daily
activities. This is the most time consuming of the job analysis methods and may
extend over long periods of time—all adding to its cost. The best results are usually
achieved with some combination of methods—with information provided by
individual employees, their immediate supervisors, a professional analyst, or an
unobtrusive source such as video observations

3. THE PURPOSE AND ELEMENTS OF JOB DESCRIPTIONS

A job description is a written statement of what the jobholder does, how the job is done,
under what conditions, the essential functions, how the work is to be completed, what the
purpose of the work is, and how it relates to the organizational mission.
It should accurately portray job content, environment, and conditions of employment.
Although there is no standard format for job descriptions, a common format for a job
description includes the following:
Identifying information with the title of the job, whether the job is full or part time, a job
identification code, the department location of the job, who the person reports to, the date the
description was last revised, and the salary range or grade.
Supervisory responsibilities if the position is responsible for supervising others, those
responsibilities will be listed here.
Job summary including an outline of the job responsibilities and how it relates to other
positions and the organizational mission.
Essential functions with a detailed list of tasks, duties, and responsibilities an employee
absolutely must be able to perform to successfully fill a position. An accurate list is important
to avoid hiring decisions that may seem inconsistent, unfair, or discriminatory. The activities
are core to performing the job and cannot be modified. If specific skills or abilities are
 necessary they must be included. For example, airline pilots need acceptable vision to fly a
plane; firefighters need to be able to lift and carry heavy equipment or possibly even people;
and receptionists must be able to greet people, answer phones, and use computers. Employers
who do not have job descriptions or with job descriptions that do not outline the essential
functions may have difficulty explaining why a disabled candidate cannot fill the position.
Essential functions may be further divided into sections including essential mental functions
and essential physical functions, major and minor. Accuracy is also important so employees
clearly understand what is expected. Job specifications state the minimum acceptable
qualifications that the incumbent must possess to perform the job successfully. Based on
information acquired through essential functions Activities that are core to a position and
cannot be modified.
Job Specifications. Statements indicating the minimal acceptable qualifications incumbents
must possess to successfully perform the essential elements of their jobs. Based on the
information acquired through job analysis, the job specifications identify pertinent
knowledge, skills, education, experience, certification, and abilities. Individuals possessing
the personal characteristics identified in the job specification should perform the job more
effectively than those lacking these personal characteristics. The job specifications are
important in the selection process to determine whether candidates are qualified.
Maintaining Job Descriptions
Job descriptions need to be reviewed and updated at regular intervals, usually annually. If the
organization is growing rapidly or undergoing a change in strategy, it may be necessary to
review job descriptions more often. At the very minimum, the job descriptions should be
reviewed whenever the position is open. Unfortunately, HR professionals often have a
variety of issues competing for their time and attention, so preventive maintenance of job
descriptions often slides to the bottom of the “to do” list.
Let’s look at a few reasons to make updating a priority.
Out of date job descriptions may have essential responsibilities that are no longer relevant,
making the employer vulnerable to claims that invalid job descriptions are used to
discriminate.
The job may have changed so that important essential functions are not included, resulting in
hiring unqualified candidates, or problems with disciplining employees for not competing
tasks that are not in the job description.
Workforce planning will not be accurate if the employee qualifications in the job descriptions
are not accurate.
In the words of Tracy McCarthy, senior vice president of HR at SilkRoad, a Talent
Management organization “having a bad job description is worse than having none at all.”

Reference: Fundamentals of Management of the latest edition by Robbins, Decenzo, and Coulter