MAHARANA PRATAP GROUP OF

INSTITUTION
Subject-Talent Management(RMB HR01)

BY:-
KAMINI SINGH
Unit II :- Job Analysis
 Job

A job may be defined as a “collection or aggregation of

tasks, duties and responsibilities which as a whole,
are regarded as a regular assignment to individual
employees”.
 Job

In other words, when the total work to be done is

divided and grouped into packages, we call it a
“Job”.
 Job

Each job has a definite title based upon standardized trade

specifications within a job; two or more grades may be
identified, where the work assignments may be graded
according to skill, the difficulty in doing them, or the
quality of workmanship. Further, a job may include many
positions, for a position is a job performed by, related to,
a particular employee.
 Job Analysis

It is a systematic analysis of each job for the purpose of

collecting information as to what the job holder does,
under what circumstances it is performed and what
qualifications are required for doing the job.
Definitions of Job Analysis

Edwin Flippo: “Job analysis is the process of studying

and collecting information relating to the operations
and responsibility of a specific job”.
Definitions of Job Analysis

Harry Wylie: “Job analysis deals with the anatomy of

the job … This is the complete study of the job
embodying every known and determinable factor,
including the duties and responsibilities involved in its
performance; the conditions under which performance
is carried on; the nature of the task; the qualifications
required in the worker; and the conditions of
employment, such as pay hours, opportunities and
privileges”.
 Uses of Job Analysis

❖ Human resource planning

❖ Recruitment,Selection of personnel
❖ Training and development
❖ Organization audit
❖ Job evaluation
❖ Job design
❖ Performance appraisal
❖ Career planning
❖ Safety and health
Steps/stages/process/ procedure in Job
Analysis:

❖ Collection of background information

❖ Selection of representative job to be analyzed
❖ Collection of job analysis data
❖ Job Description
❖ Developing job specification
Techniques/Methods of Job Analysis

❖ Personal observation
❖ Developing questionnaires
❖ Checklists
❖ Critical Incidents
❖ Conducting personal interviews
 Developing questionnaires

Questionnaire method of job data collection is desirable especially

in the following two situations:

First, where the number of people doing the same job is large and to
personally interview them is difficult and impracticable.

Second, where giving enough time to employees is desirable to

enable them to divulge and explore the special aspects of the jobs.
 Interview

In this method, the job analyst directly interviews the job

holder through a structured interview form to elicit
information about the job. This method is found suitable
particularly for jobs wherein direct observation is not feasible.
By way of directly talking to the job holder, the interviewer
job analyst may extract meaningful information from the job
holder about his/her job.
However the interview method is both time consuming and
costly.
 Human Resource Planning

• Meaning – Assessment of Human Resource

requirements and time and stages of requirement.

• Right person ---At Right place ---At Right time.

• Definition – HRP is defined as the process by which

management determines how an organization should
move from its current manpower position to its desired
manpower position.
• HRP is also called manpower planning, personnel
planning or employment planning.
 Objectives of HRP

• To ensure optimum use of existing HR.

• To forecast future requirement for HR.
• To provide control measures to ensure that necessary HR
are available as and when required.

• To asses the surplus and shortage of HR. (Downsizing).

 Importance of HRP

• Future Personnel needs – excess staff, VRS

• Creating highly talented personnel - upgrade
• International Strategies – PCNs, HCNs, TCNs
• Foundation of personnel function – recruitment, selection,
promotions
• Resistance to change and move – anywhere, anytime
• Increasing investment in human resources – Foreign
Assignments
Factors AffectingHRP

Organisational
growth cycle
and planning
Environ
Type and
mental
strategy of
Uncertain
organization
ties

HRP
Time Outsourcing
horizons

Type and
Quality of Nature
forecasting of job
Information
 HRP Process

Environment

Org objectives and

policies

HR Needs Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation

Surplus Shortage
 Components of
Job Analysis

Job Description Job Specification

 Job Description

The preparation of job description is necessary before a

vacancy is advertised. It tells in brief the nature of a
job. In other words, it emphasizes the job
requirements.
Definition of Job Description

Edwin Flippo: “Job Description is an organized factual

statement of the duties and responsibilities of a specific
job. It should tell what is to be done, how it is done and
why.”
 The details given in Job
Description
❖Job title
❖Organizational location of the job
Supervision given and received
❖Materials, tools, machinery and equipment worked
with
❖Designation of the immediate superiors and
subordinates
❖Salary levels: Pay, DA, other allowances, bonus,
incentive wage, method of payment, hours of work,
 The details given in Job
Description
Complete list of duties to be performed separated
according to daily, weekly
monthly and casual, estimated time to be spent on
each duty
Definition of unusual terms
Conditions of work: Location, time, speed of work,
accuracy, health hazards, accident hazards
Training and development facilities
Promotional chances and channels
 Job Specification

Job specification is based on job description. It is a written

statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform
the job duties and discharge responsibilities effectively.
Definition of Job Specification

Edwin Flippo: “Job Specification is a statement of

minimum acceptable human qualities necessary to
perform a job properly”.
Job Specification covers:

Educational and professional qualifications Skills

Practical experience
Physical fitness
Special qualities required for performing the job
Intelligence, judgement and initiative required
for performing the job
 Job Design

Job design is defined by Michael Armstrong, “as the

process of deciding on the content of a job in terms of its
duties and responsibilities; on the methods to be used in
carrying out the job, in terms of techniques, systems and
procedures and on the relationships that should exist
between the job holder and his superiors, subordinates
and colleagues”.
 Job Design

Ibid, “Job Design is the process of deciding on the contents

of a job in terms of its duties and responsibilities, on the
methods to be used in carrying out the job, in term of
techniques, systems and procedures and on the
relationships that should exist between the jobholder and
his superiors, subordinates and colleagues”.
Two important goals of job design

To meet the organizational requirements such as

higher productivity, operational efficiency,
quality of product/service etc. and
To satisfy the needs of the individual employees like
interests, challenges, achievement or accomplishment,
etc.
 Poorly designed jobs often result in

❖ Boredom
❖ Increased turnover
❖ Reduced motivation
❖ Low levels of job satisfaction
❖ Less than optimal productivity
❖ Increase in organizational costs
 Techniques of Job Design

Job
Rotation

Job Job Job

Simplification Design Enlargement

Job
Enrichment
 Job Simplification

This requires that jobs be broken down into their smallest

units and then analyzed. Each resulting subunit typically
consists of relatively few operations. These subunits are
then assigned to workers as their total job. This is done so
that employees can do these jobs without much
specialized training. Many small jobs can also be
performed simultaneously, so that the complete operation
can be done more quickly. Time and motion studies are
often used for work simplification
 Advantages of Job
Simplification
❖ Requires less training
❖ Less costly unskilled labour
❖ Increase in speed
Job Enlargement: (Horizontal)

❖ It involves the addition to or expansion of tasks in

the job and job becomes a meaningful operation.
❖ It is the strategy adopted by many organizations to
combat the ill-effects of division of labour.
❖ Its focus is on enlarging the contents of jobs by adding
tasks and responsibilities.
Job Enlargement

❖It involves expansion of the scope and width of the

job by means of assigning certain closely related
operations.
❖E.g. a clerk in an office doing typing work may
be also assigned tasks of drafting simple letters,
sorting mail and filling of papers. This will reduce
his boredom and make him satisfied with the job.
His efficiency will also improve.
Job Enrichment: (Vertical)

λ It is a direct outgrowth of Herzberg’s Two Factor

Theory of Motivation.
λ It is therefore based on the assumption that in order to
motivate personnel, the job itself must provide
opportunities for achievement, recognition,
responsibility, advancement and growth.
Job Enrichment

It involves the vertical expansion of jobs by increasing the

amount of worker responsibilities associated with the
positions.
E.g. a worker who previously only loaded boxes for delivery
into a trailer may be given the responsibility of verifying
that the customer order is correct. Through
Job Enrichment

job enrichment, autonomy, responsibility and control

becomes part of a worker’s job.
This in turn leads to greater feelings of satisfaction, higher
motivation and increased productivity.
 Job Rotation

❖ This refers to the movement of an employee from one

job to the another over a designated period of time.
❖ Jobs themselves are not actually changed, only the
employees are rotated among various jobs.
❖ An employee who works on another job for some days or
months and returns back to the first job.
 Job Rotation

❖This would relieve the employee from boredom and

monotony, improves the employee’s skills regarding
various jobs and prepares the employee to meet the
contingencies.
❖This is also intended to improve worker’s self-
image and provides personal growth.
 Job Rotation

❖ However, job rotation can have a very limited

potential.
❖ It does not change the basic nature of jobs. Rather an
employee is asked to perform several monotonous jobs
in place of a single job.
❖ Therefore, the employees who want a challenging and
satisfying job still feel frustrated.
❖ Moreover, frequent rotation of employees may cause
interruptions in the work routine of the organization.
 Approaches To Job Design

Scientific Socio-
Management Behaviour
al technical
Approach System
(F.W. Taylor) Approach
(Herzberg) Approach
Scientific Management Approach

The earliest approach to job design is the rational

approach or industrial engineering approach
propounded by F. W. Taylor, the father of Scientific
Management.
Scientific Management Approach

❖The standardization of jobs into the single best

way by which they can be performed.
❖The training of workers in the single best way
to perform the job.
❖The specialization of labour leading to
expertise in small narrow jobs.
❖The systematic and specific determination of job
description for each job.
❖Monetary compensation should be used to
reward successful performance of the job.
 Behavioural Approach

During 1950s, Herzberg’s research popularized the

notion of enhancing need satisfaction through what is
called job enrichment.
There are many different approaches to job enrichment,
yet all of them attempt to help the job incumbent satisfy
personal needs while performing the job.
 Behavioural Approach

One widely publicized approach to job enrichment uses the

“Job Characteristics Model”. This model is based on the
view that three key psychological states of a job
incumbent affect motivation and satisfaction of the job.
The three states are

❖Experienced meaningfulness – worth of

the work
❖Experienced responsibility
❖Knowledge of results – Understanding
how effectively he/she is performing the
job
 Talent Acquisition

Talent acquisition is the process of finding and

acquiring skilled human labor for organizational needs
and to meet any labor requirement. When used in the
context of the recruiting and HR professional, talent
acquisition usually refers to the talent
acquisitiondepartment or team within the Human
Resources department.
Strategic Trends In Talent
Acquisition
Unit III
 E Recruitment

Definition: The E-Recruitment, also called as

Online Recruitment, is the process of hiring
the potential candidates for the vacant job
positions, using the electronic resources,
particularly the internet.
 Sources of E Recruitment

❖ Career websites
❖ Job board
❖ Social media
❖ Use of search engine
Computer lab work for Microsoft
Excel & Access
 How to Prepare Recruitment
Budget

❖ Step 1: Estimate your total number of hires.

❖ Step 2: Estimate your basic recruitment costs.
❖ Step 3: Estimate your fixed costs.
❖ Step 4: Estimate your recruiting technology costs.
❖ Step 5: Estimate your recruitment costs to improve
hiring.
❖ Step 6: Estimate your miscellaneous hiring costs.
 Employer Branding

Employer brand is the term commonly used to

describe an organization's reputation as an employer,
and its value proposition to its employees, as opposed
to its more general corporate brand reputation and
value proposition to customers.
 Formulation of Recruitment
Strategy

Some of the ways to formulate better recruitment

strategies for your company are as follows:
1. Identifying and Prioritizing Jobs
2. Candidates to Target
3. Sources of Recruitment
4. Trained Recruiters
5. How to Evaluate the Candidates.
 Use of Assessment Centres

According to the Chartered Institute of Personnel and

Development (CIPD), on average one third of
companies use assessment centres as a method to
select an employee from their candidate pool.
❖ Accuracy
❖ Ability to observe
❖ Equity
❖ Comprehensive data
❖ Generate more information
 Selection Errors

Selection errors are far more costly for important jobs

than for jobs of lesser importance. One measure of a
job's value to the organization is the standard deviation
of job performance for a job (SDe). The SDe of job
performance is a measure of the potential range, or
variation, of the dollar value of job performance.
Methods for minimizing Selection
Error
Reliability refers to how dependably or
consistently a test measures a characteristic. If
a person takes the test again, will he or she get
a similar test score, or a much different score? A
test that yields similar scores for a person who
repeats the test is said to measure a
characteristic reliably.
Test validity
Validity is the most important issue in selecting
a test. Validity refers to what characteristic the
test measures and how well the test measures
that characteristic.
 Choosing the Types of Interview

❖ Structured Interview. A structured interview is

typically formal and organized and may include
several interviewers, commonly referred to as a
panel interview. ...
❖ Unstructured Interview. ...
❖ Stress Interview. ...
❖ Behavioral Interview. ...
❖ Problem Solving or Case Interview. ...
❖ Panel Interview.
Unit IV
 Employee Retention

Employee retention refers to the ability of an

organization to retain its employees. Employee
retention can be represented by a simple statistic (for
example, a retention rate of 80% usually indicates that
an organization kept 80% of its employees in a given
period).
 Approaches to retain employee

Training
Mentoring
Instill a positive culture
Use communication to build credibility
 Managing voluntary Turnover of
employees

Create an environment that encourages trust and

communication
Give employees a goal, and recognize a job well done
Invest in training your employees
Remain competitive with other companie
See to it that you do not overburden or stress out your
employees
How to deal with job withdrawal
 Compensation plan for employee
engagement

❖ Paying for Competencies

❖ Offering "Proxies" for Promotion

❖ Rewarding Employees to take Charge

❖ Aligning Organizational values with Rewards

❖ Clear and Transparent Compensation system

 Total Reward

Compensation
Benefit
Work-life
Performance and Recognition
Development and career Opportunity
Integrated Reward Philosophy
UNIT V
 Human Resource Audit

Human Resource Audit is a comprehensive method of

objective and systematic verification of current practices,
documentation, policies and procedures prevalent in theHR
system of the organization. An effective HR audit helps in
identifying the need for improvement and enhancement of
the HR function.
An official inspection of an organization's accounts, typically
by an independent body.
 Human Resource Accounting

Human resource accounting is the process of identifying

and reporting investments made in the human resources of
an organization that are presently unaccounted for in the
conventional accounting practices. It is an extension of
standard accounting principles.
 Approaches of Human Resource
Accounting

❖ Historical Cost Method

❖ Replacement Cost Method
❖ Opportunity Cost Method
❖ Asset Multiplier Method
❖ Economic Value Method
Manpower Information System

Human resource manager needs considerable information

and data relating to all areas of HRM.
HR information system provides information necessary for
planning, controlling, decision- making and preparing
reports.
Manpower Information System

The task of analyzing vast amounts of HR data has been

simplified by the use of computers.
This task is from pay-roll processing to record
retention.
The human resource information systems manager must clearly
understand the record- keeping and reporting requirements
before designing the system. Though the requirements of
each employer vary, some common reports can be prepared.
Manpower Information System

Personal Profile: Name, gender, community, age,

marital status, address, phone numbers, e-mail id,
service dates.
Career Profile: Performance appraisal, job title
changes, job classification changes, salary
changes, promotions, transfers, career paths.
Manpower Information System

Skill Profile: Education, training, certificates, licences,

degrees, skills, hobbies, requested training, interest.
Benefit Profiles: Insurance coverage, disability,
provisions, pension, profit sharing, vacation,
holidays, sick-leave.
 Uses of Human Resource
Information System
❖ Employment Recruitment
❖ Tests, Interviews
❖ Selection
 Uses of Human Resource
Information System
❖ Labour Relations
❖ Industrial Relations
❖ Job attitude surveys
❖ Safety & health Monitoring
 Uses of Human Resource Information
System

❖ Training & Development

❖ Background record maintenance
❖ Needs assessment for Training &
Development
❖ Training Evaluation
❖ Course Scheduling
 Uses of Human Resource
Information System
❖ Benefits
❖ Benefits Administration
❖ Benefits Preference Surveys
❖ Benefits Counselling
 Uses of Human Resource
Information System
❖ Cost Control/Productivity
❖ Salary Planning
❖ HR Planning
❖ Cost of selection per employee
❖ Absenteeism Analysis
❖ Turnover Analysis
❖ Performance Analysis
❖ Cost of salary & Benefit per employee
 Uses of Human Resource
Information System
❖ Employee Management
❖ Biographical Record
❖ Maintenance
❖ Work History Maintenance
❖ Skill Inventory
 Uses of Human Resource
Information System
❖ Internal Job Matching
❖ Job Description
❖ Job Analysis
❖ Work Scheduling
❖ Organizational Charting
 Cultural Development

❖ Culture is created and supported by the leaders

❖ Culture is based on behaviors in an organization not
words or marketing efforts
❖ It could be both a positive and a negative for an
organization, but always has an impact
❖ It doesn’t change easily and is built over time
❖ Corporate culture is seen as “how work gets done” in an
organization
 Business Process Re- Engineering

Business process re-engineering is a business management

strategy, originally pioneered in the early 1990s, focusing on
the analysis and design of workflows and business processes
within an organization.