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Human Resource
Management
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Chapter no 4
Human Resource planning
and job analysis

CONTENT
 HR PLANNING
 ORGANIZATIONAL FRAMEWORK
 LINKING ORGANIZATIONAL STRATEGY TO
HR PLANNING
 JOB ANALYSIS
 Job analysis methods
 Purpose of job analysis
 Multifaceted nature of job analysis
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Human Resource Planning

 Process of determining an organization’s human resource needs

 It 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 to achieve its overall
strategic objectives.
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An Organizational
Framework
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An Organizational
Framework

 The strategic planning process in an organization is both long

and continuous. At the beginning of the process, the
organization’s main emphasis is to determine what business it
is in.
 mission statement A brief statement of the reason an
organization is in business.
 Defining the organization’s mission forces key decision
makers to identify the scope of its products or services
carefully
 For instance, Google’s mission statement: “organize the
world’s information and make it universally accessible and
useful.”
 The mission statement clarifies for all organizational
members exactly what the company is about .
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An Organizational Framework

 During this phase, these managers define objectives

for the company for the next five to twenty years. These
objectives are broad statements that establish targets the
organization will achieve.
 After these goals are set, the next step in the strategic
planning process begins the corporate assessment. During
this phase, a company begins to analyze its goals in terms of
whether they can be achieved with the current organizational
resources. Many factors are considered in the company’s
analysis:
 current strategies,
 external environment,
 SWOT (strengths, weaknesses, opportunities, and threats)
Strengths and weaknesses, and its opportunities and threats.
This is commonly referred to as a gap or SWOT analysis. The
company begins to look at what skills, knowledge, and abilities
are available internally
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An Organizational
Framework

 SWOT analysis A process for determining an

organization’s strengths, weaknesses, opportunities, and
threats.
 Strengths An organization’s best attributes and abilities.
 Core competency Organizational strengths that
represent unique skills or resources.
 Weaknesses Resources an organization lacks or activities
it does poorly
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An Organizational
Framework

 Structure: The company must determine what jobs need to

be done and how many and what types of workers will be
required for those jobs.
 Thus, company establishing the structure of the organization
assists in determining the skills, knowledge, and abilities
required of job holders.
 People :In management terminology, we call this organizing.
Only at this point do we begin to look at people to meet these
criteria which is set in an organization
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to Human Resource Planning

 To meet the requirements set during the strategic planning

process, human resource managers engage in employment
planning. The purpose of this planning effort is to determine
what HRM requirements exist for current and future supplies
and demands for workers.
 Employment Planning and the Strategic Planning
Process
 The organizational mission is the guide for organizational
strategy. HR then analyzes the tasks to be done and how to
organize those tasks into jobs.
 The next step is to determine how many workers are necessary
to fill those jobs and the skills they will need. If the supply of
workers exceeds the number necessary, HR must “decruit” or
reduce the number of workers. If the supply of workers is less
than the number necessary, HR must recruit more workers to
fulfill the organizational mission
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Linking Organizational Strategy
to Human Resource Planning

 Assessing Current Human Resources

 Determining the Demand for Labor
 Predicting the Future Labor Supply
 Matching Labor Demand and Supply
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Assessing Current
Human Resources

 Assessing current human resources begins by developing a

profile of the organization’s current employees.
 This internal analysis includes information about the workers and
the skills they currently possess.. So most organizations to
generate an effective and detailed human resources inventory
report through human resource information systems software
(HRIS)
 Human resource information system (HRIS) A computerized
system that assists in the processing of HRM information. The
HRIS is a database system that keeps important information
about employees.
 Such reports would include a complete list of all employees by
name, education, training, prior employment, current position,
performance ratings, salary level, languages spoken, capabilities,
and specialized skills.
 The HRIS is designed to quickly fulfill the HRM informational
needs of the organization
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Assessing Current
Human Resources

Succession Planning
 Some organizations also generate a separate management
inventory report. This report, typically called a replacement
chart, covers individuals in middle to upper evel
management positions.
 Replacement chart HRM organizational charts
indicating positions that may become vacant in the near
future and the individuals who may fill the vacancies.
 Due to retirements, promotions, transfers, resignations, or
even upon the death of the incumbent
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Determining the
Demand for Labor

 Once an assessment of the organization’s current human

resources situation has been made and the future direction of
the organization has been considered,
 it’s time to develop a projection of future human resource
needs. This means performing a year-by year analysis for every
significant job level and type
 For example, in the next twenty-four months, an organization
will need to hire eighty-five additional individuals. It is
necessary to know what types of employees, in terms of skills,
knowledge, and abilities, are required. Remember, these skills,
knowledge, and abilities are determined based on the jobs
required to meet the strategic direction of the organization.
 Accordingly, our forecasting methods must allow for the
recognition of specific job needs as well as the total number of
vacancies.
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Predicting the Future
Labor Supply

 Estimating changes in internal supply requires HRM to look at

those factors that can either increase or decrease its employee
base.
 An increase in the supply of any unit’s human resources can
come from a combination of four sources: new hires,
contingent workers, transfers in, or individuals returning from a
leave of absence. The task of predicting these new inputs can
range from simple to complex.
 Decreases in the internal supply can come about through
retirements, dismissals, transfers out of the unit, layoffs,
voluntary quits, sabbaticals, prolonged illnesses, or deaths.
 Some of these occurrences are obviously easier to predict than
others
 But some factors are difficult to predict due to decrease of
supply of workers
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Matching Labor
Demand and Supply

 The objective of employment planning is to bring together the

forecasts of future demand for workers and the supply for
human resources, both current and future.
 Demand for human resources could possibly increase in the
future, it must be prepared to hire or contract with additional
staff or transfer people within the organization, or both, to
balance the numbers, skills, mix, and quality of its human
resources
 When dealing with employment planning, another outcome is
also the existence of an oversupply. An organization may have
too many employees or employees with the wrong skills.
When this happens, HRM must undertake the difficult task of
laying off workers
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Matching Labor
Demand and Supply

Corporate strategic and employment planning are two

critically linked processes; one cannot survive without the
other. Accordingly, to perform both properly requires a
blending of activities. We have portrayed these linkages in
Exhibit 1.1.
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Job Analysis

Provides information about jobs currently being done and the

knowledge, skills, and abilities that individuals need to perform
the jobs adequately.
 job analysis is a systematic exploration of the activities
within a job. It is a technical procedure used to define a
job’s duties, responsibilities, and accountabilities.
 This analysis “involves the identification and description of
what is happening on the job accurately and precisely
identifying the required tasks, the knowledge, and the skills
necessary for performing them, and the conditions under
which they must be performed.
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Job Analysis Methods

 Observation method
 Individual interview method
 Group interview method
 Structured questionnaire method
 Technical conference method
 Diary method
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Job Analysis Methods

The basic methods by which HRM can determine job elements

and the essential knowledge, skills, and abilities for successful
performance include the following.
 observation method A job analysis technique in which
data are gathered by watching employees work.
 Individual interview method Meeting with an
employee to determine what his or her job entails.
 Group interview method Meeting with a number of
employees to collectively determine what their jobs entail.
 Structured questionnaire method A specifically
designed questionnaire on which employees rate tasks they
perform in their jobs.
 Technical conference method A job analysis technique
that involves extensive input from the employee’s
supervisor.
 Diary method A job analysis method requiring job
incumbents to record their daily activities.
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Purpose of Job Analysis

Method you use to gather data, the information amassed and

written down from the conceptual, analytical job analysis
process generates three tangible outcomes:
 Job descriptions,
 Job specifications,
 Job evaluation
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Job Descriptions

Job Descriptions
A job description is a written statement of what the jobholder
does, how it is done, under what conditions, and why.
job description includes:
 Job title usually describes the job and hints at the nature
and duties of the job.
 Job identification section includes the department location
of the job, who the person reports to, a job identification
code, which is sometimes the O*NET code, and the date the
description was last revised.
 Job duties or essential functions lists the job duties in order
of importance. This section is particularly important because
it helps the organization with ADA compliance.
 .Job specifications that explain the personal qualifications
necessary to perform the duties listed above including specific
skills, education, certification, and physical abilities
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Job specifications

Job Specifications
The job specification states the minimum acceptable
qualifications that the incumbent must possess to perform the job
successfully.
 Based on information acquired through job analysis, the job
specification identifies 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
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Job evaluation

Job evaluation contributes by specifying the relative

value of each job in the organization, which makes
it an important part of compensation administration.
In the meantime, keep in mind that job evaluation
relies on data generated from job analysis.
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The Multifaceted Nature of
Job Analysis

Job analysis is extremely important to the organization. It

influences every aspect of human resource function.
 Organizations frequently cite recruiting, selection,
compensation, and performance appraisal as activities
directly affected by the job analysis, among others.
 The job analysis process assists employee training and
career development by identifying necessary skills,
knowledge, and abilities.
 Where deficiencies exist, training and development efforts
can help. Job analysis also aids in determining safety and
health requirements and labor relations processes
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Cont…
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Job design

Job design
Refers to the way that the position and the tasks within that
position are organized, including how and when the tasks are
done and any factors that affect the work such as in what order
the tasks are completed and the conditions under which the
tasks are completed.
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Job enrichment

 Frederick Herzberg suggested that the best way to motivate

employees is through job enrichment.
 He suggested “If you want people to do a good job, give them a
good job to do.”
 Expanding job content to create more opportunities for job
satisfaction
Expanding on Herzberg’s suggestions, J. Richard Hackman offered a
model of how to design jobs that provide motivation based on five
core job characteristics:
 Skill variety: allowing workers to use different skills and talents
to do a number of different activities.
 Task identity: workers are able to see a completed product or
project or some visible outcome that creates a sense of
accomplishment.
 Task significance: the tasks performed have some meaningful
impact on the organization, or the external environment.
 Autonomy: worker has some control over the job.
 Feedback from the job itself: the job includes some opportunity
to show the worker if the tasks are done properly.
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Flexible Work Schedules

Employers have found that they can increase employee

engagement and motivation through well designed jobs. In
addition, loyalty and retention are increased by allowing
employees to do their jobs with more flexible work schedules
employers have adapted work schedules, including
 compressed workweeks,
 flexible schedules,
 job sharing,
 telecommuting.
 Compressed work week schedules Employees work longer
days in exchange for longer weekends or other days off.
 Flex time An alternative to traditional “9 to 5” work schedules
allows employees to vary arrival and departure times.
 Telecommuting Using technology to work in a location other
than the traditional workplace
 Job sharing Two people share one job by splitting the work
week and the responsibilities of the position.
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Cont…
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Good luck