A N

4 M IN N
21 HU NT IO )
/
5 T O M UC E T
R P
1
2 N G OD L E H
A D O
I NA TR NE (
T
P C A N N N G
U M
D E R/ S IO I O N I
O C
R R TO E A R T N N
T P R A
IN SOU SEC IC IST L
E C B L IN P S
R LI U M
C E S I
B O P AD R
U
P T U & LY
S O NA
R E A
N B
A JO
UM
H
TOPIC 2
HUMAN RESOURCE
PLANNING (HRP)
&
JOB ANALYSIS

Learning Outcomes
Learning Outcomes
At the end of this lecture, student should be able to:
Describe the definition of HRP
Describe the objectives / importance of HRP
Identify the HRP Process / Steps
Manage HRP Results
Describe Human Resources Management Information System (HRIS)
 DEFINITION OF HUMAN RESOURCE
PLANNING (HRP)

Mondy, 2013
Systematic process of matching the internal and external supply
of people with the job openings anticipated in the
organization over period of time
Mondy & Noe, 2005
A process of systematically reviewing human resources
requirements to ensure that the required number of
employees with the required skills are available when needed
Bohlander & Snell, 2004
A process of anticipating and carrying out the movement of
people into, within and out of the organization
 DEFINITION OF HUMAN RESOURCE
PLANNING (HRP)

Gary Dessler,2005
The process of deciding what positions the firm will have to fill ad
how to fill them .
Mathis & Jackson, 2003
Process of analyzing and identifying the need for availability of
human resources so that the organization can meet its objectives.
THE IMPORTANCE OF HRP

 To stabilize the workforce to facilitate implementation of corporate

strategies;

 To obtain and retain the number of people that the organization

needs (skill, expertise, competence);

 To match the internal and external supply of people for the job
openings anticipated in the organization over a period of time;

25
THE IMPORTANCE OF HRP

 To anticipate the problems of potential surpluses or deficits of

people;
 To reduce dependencies on external recruitment when key skills in
short supply;
 To make the best use of organization’s human resources;
 To develop well-trained and flexible workforce

26
KEY WORDS IN HRP

1. HR Requirements/needs(demand of employees)
2. HR Availability (supply of employees)

HRP involves matching the internal and external supply of

people with the job openings anticipated in the
organization over a specified period of time
HRP involves forecasting process to determine requirements
and availability of manpower

27
FORECASTING PROCESS

Forecasting is the HR activity of estimating in advance the number

and types of people needed to meet organizational objectives.

When employees requirements and availability have been analyzed,

the firm can determine whether the organization is having a
surplus or shortage of employees.

28
 HRP PROCESS / STEPS
Strategic Planning

P HRP
R
O
C
E Forecasting HR Comparing Requirements & Forecasting HR Availability
S Requirements Availability
S

R
E
Demand = Supply (dd=ss) Surplus (dd<ss) Shortage (dd>ss)
S
U
L
No Action Layoff, Early Retirement, Recruitment
T
Downsizing, Restricted Hiring,
Reduced Hours

Selection

MANAGE RESULT HRP Process (Mondy, 2013) 30

THE HRP PROCESS

Strategic planning – is the process by which top manangement determines overall

purposes and objectives and how there are to be achieved.
STEPS 1
 FORECASTING HR DEMANDS
 The estimation of numbers and kinds of employees the organization will
need at future dates in order to realize its goals.
STEPS 2
 FORECASTING HR SUPPLY
 To examine/analyze the quantity and quality of employees available in the organization to
work for the target demand/output for the next year.

10
THE HRP PROCESS

STEPS 3
 COMPARE HR DEMAND WITH HR SUPPLY & ANALYZE THE RESULTs
 POSSIBLE RESULTS:
 1. sufficient to meet the demand
 2.shortage (insufficient/deficit/understaffed) or
 3.surplus (excess/extra/overstaffed)
STEPS 4
 IDENTIFY SOLUTIONS
 1. sufficient – maintain HR strategies/no action.
 2.shortage - HR shortage strategies.
 3.surplus - HR surplus strategies.

11
THE HRP PROCESS

STEPS 5
 IMPLEMET SELECTED SOLUTION/STRATEGIES

STEPS 6
 MONITOR THE RESULTS

12
FORECASTING HR DEMANDS

Definition:
The estimation of numbers and kinds of employees the organization will need at future dates in order
to realize its goals.

There are 2 approaches to forecast the demand:

1. Quantitative methods
Uses statistical or mathematical techniques
 Ratio Analysis
 Trend Analysis
2. Qualitative methods
Less statistical and attempts to reconcile (balance) between the organizational current and future
employment needs
 Bottom Up Approach
 Managerial/Executive Judgment

31
FORECASTING HR SUPPLY

Definitions:
Determining whether the firm will be able to secure employees with the
necessary skills and from what sources these individuals may be obtained.

There are 2 approaches to forecast the availability of employees:

1. Internal Labor Supply
Internal evaluation of existing supply of employees that available and
currently holding jobs
2. External Labor Supply
Balance of employment available after current employees are not enough
and cannot fulfill the vacancies

32
INTERNAL LABOR SUPPLY
METHODS

1. Staffing tables – graphic representations of all

organizational jobs, along with the numbers of
employees currently occupying those jobs
2. Skill inventories – files of personnel education,
experience, interests, skills and so on that allow
managers to quickly match job openings with
employee background

33
INTERNAL LABOR SUPPLY
METHODS

3. Replacement charts – listings of current job holders

and people who are potential replacements if an
opening occurs. Review the skills of existing employees
by doing promoting exercise.
4. Succession planning – the process of identifying,
developing and tracking key individuals for executive
positions

33
35
HRP RESULTS

1. Balance manpower (dd=ss)

2. Surplus of manpower (dd<ss)
3. Shortage of manpower (dd>ss)

36
THE HRP PROCESS & PROCESS

Strategic Planning

HRP

Forecasting HR Comparing Requirements & Forecasting HR Availability

Requirements Availability

Demand = Supply (dd=ss) Surplus (dd<ss) Shortage (dd>ss)

No Action Layoff, Early Retirement, Recruitment

Downsizing, Restricted Hiring,
Reduced Hours

Selection

HRP Process (Mondy, 2013) 37

HRP RESULTS (SURPLUS)

Some approach to manage surplus of workers in organizations:

Restricted Hiring
Impose policy that is reduces the workforce by not replacing employees
who leaves.
Reduced Hours
By reducing the number of working hours worked to hourly paid
employees

38
HRP RESULTS (SURPLUS)

 Early Retirement
Offer attractive retirement package to encourage them to take up the offer.

 Layoffs
Termination of workers based on performance and seniority by using LIFO
method

 Downsizing
Implement VSS exercise to get the ideal number of workers.

39
HRP RESULTS (SHORTAGES)

Some approach to manage shortages of workers in organizations:

Creative Recruiting
Explore new methods of recruiting.
Compensation Incentives
Firms competing for workers in a high demand situation may have to
rely on compensation incentives. Offer attractive incentives to attract
them to work with the organization such as flexible working hours,
child care center.

40
HRP RESULTS (SHORTAGES)

 Training Programs
Giving special training to attract those who unemployed to work with the
organization. It will enable them to suit with the vacancies.
 Different Selection Standard
Lowering the employment standard by altering selection criteria to ensure
enough people are available to fill the vacancies.

41
 HRMIS HRIS

Human Resource Information System (HRIS) is an

integrated system designed providing information used in
HR decision making (Mathis & Jackson, 2003).

Any organized approach for obtaining relevant and timely

information on which to base human resource decisions
(Mondy & Noe 2007).

43
In government sector, HRIS known as Human Resource Management
Information Services (HRMIS or EG-HRMIS).

Based on official portal of Public Service Department (PSD), all civil

servants will be equipped with the skills and knowledge to receive
and use the EG-HRMIS as the government’s human resource data
bank information will be integrated between agencies and all
functions in order to facilitate the use of information on human
resources by the parties concerned.

44
26
ADVANTAGES OF HRIS

1. Timely
2. Accurate
3. Concise
4. Relevant
5. Complete
6. Multiple Functions
(On demand reports, Forecasting)
7. Extended Linkage with web based programs

47
 HRIS Model
HRIS must be able to provide information regarding the following aspects:

48
 A N
4 M IN N
2 1 HU NT IO
5 / O E CT
1 T EM U
D2 N G OD L
A TI O A R E
P C A NT NN N
D U M / I O ON
O E R RS T I
T
C
R R TO E A
P R IS
U
IN SO SEC IC IST
L IN YS
E C
R LI U M
B O P AD
B
AL
U
P T
A N
B
JO
 OBJECTIVES OF THIS
LECTURE
Upon completing this lecture student should be able to:-
Define job analysis (JA)
Describe the objectives / importance of JA
Describe the elements of JA (Job Description, Job Specification)
Describe the JA Process / Steps

50
DEFINITION OF JOB ANALYSIS (JA)
Mondy , 2013
The systematic process of determining the skills, duties and knowledge required
for performing jobs in an organization.

Snell & Bohlander, 2007

The process of obtaining information about jobs by determining the duties,
tasks or activities of jobs

Gary Dessler, 2003

The procedure for determining the duties and skills requirements of a job and
the kind of persons who should be hired for it

51
 DEFINITION OF JOB ANALYSIS (JA)
 Coert Visser, 1997
Systematic procedure of collecting and analyzing about jobs

 The systematic way to gather and analyze information

about the content, context of the job requirement

53
 JOB ANALYSIS
JA is performed on 3 occasions namely:

1. When the organization is newly founded and the job is initiated for the
first time
2. When a new job is created
3. When jobs are changed due to several factors (new technology, method
and procedures)

33
THE OBJECTIVES / IMPORTANCE OF JA
 To reduce confusion of tasks and clarifies job relationships in macro
perspective
 Establishes a sound basis for supervisors’ expectations of
subordinates’ performances and subsequent compensation
 As the foundation on which HRP and career activity are based

34
THE OBJECTIVES / IMPORTANCE OF JA
The data and output of job analysis providing the basis
for conducting personnel management activities such as:
 Staffing – recruiting and selecting employees. Staffing would be haphazard if the
recruiter did not know the qualification needed to perform the jobs.
 Training and development – job specification information often proves beneficial in
identifying training needs.
 Compensation and rewards – determining pay rates for jobs, ensuring equal pay for
equal work.
 Job and organisational design – designing job to improve efficiency or motivation.

35
 DATA COLLECTED THROUGH JA
1. Work Activities 3. Worker Oriented
Activities
 Work activities &  Human behavior
process  Personal job demands
 Activity records
 Procedures used 4. Personal Requirements for
the Job
 Personal  Personal attributes,
responsibility personality & interest
 Education & training
2. Machines, Tools, required
Equipment & Work  Work experience
Aids Used
36
DATA COLLECTED THROUGH JA
5. Job Related 6. Work
Tangibles & Performance
Intangibles  Error analysis
 Knowledge dealt  Work standards
with or applied  Work measurement
with material 7. Job Context
processed  Work schedule
 Products made or  Financial & non financial
services performed conditions
 Organizational & social
context
37
THE ELEMENTS OF JA

Job analysis produces information used for:

 writing job description (JD)
 job specifications (JS).

 JA ensures that the selection of employees are directly

related to job duties, responsibilities and qualifications
required to perform the job

38
JOB DESCRIPTION

A list of job duties, reporting relationships, working

conditions and supervisory responsibilities – one product
of JA (Gary Dessler, 2005).

Identification of the tasks, duties and responsibilities of a

job (Mathis & Jackson, 2003).

A document that provides information regarding the

essential tasks, duties and responsibilities of a job (Mondy
, 2011)

39
EXAMPLE OF CORE INFORMATION OF JOB
DESCRIPTION:
• Job title – title of the job and other identifying such as its wage and benefits
classification
• Job responsibilities – describe the purpose of the job and what outputs are
expected from job incumbents
• Job requirements – clear statements of the tools, equipment , and
information required for effectively performing the job
• Job environment – description of the working conditions of the job, location
of the job.

40
JOB SPECIFICATION

The document that outlines the minimum acceptable qualifications a

person should possess to perform a particular job (Mondy, 2011).

A lists of human requirements that is the required education, skills,

personality and so on – another product of JA (Gary Dessler, 2005).
The knowledge, skills and abilities (KSA) an individual need to
perform a job satisfactorily (Mathis & Jackson, 2003).

41
EXAMPLE OF CORE INFORMATION OF JOB
SPECIFICATION:
 Requisite knowledge, skills, attitude and personal attributes.
 Specific qualification
 Previous experience
 Age
 Health
 Special condition

42
JOB ANALYSIS FRAMEWORK
task responsibilities Duties staffing

JD HRD

JA Performance
Appraisal
JS

K S A Employment
& Labor
Relations
43
STEPS IN DOING JA
1. Select job to analyze
2. Determine information to collect (KSA required of that particular
job)
3. Identify sources of data (employee, supervisor, manager)
4. Methods of data collection (interview, questionnaires, observations,
employee records)
5. Evaluate and verify data collection
6. Write JA reports

44
JA METHODS

1. Interview

Interview the employees to describe the duties performed

and check with the supervisor for the additional
information and accuracy of the information given by the
employee

45
JA METHODS

Interview

Advantages:
• Suitable when number of employees are small and job being analyzed are quite
complicated
• Can get complete information
• All desired facts can be collected
Disadvantages:
• Time consuming
• Slower data processing
• Require for good rapport
• Require good verbal skills

46
JA METHODS
JA METHODS

2. Questionnaires

A quick and simple methods when there are large number of jobs to be
analyzed.
Asking structured questions to identify the tasks they perform in
accomplishing the job

47
JA METHODS

Questionnaire
Advantages:
• Suitable for considerable number of jobs that can be described
quite easily
• Quick and economical
• More accurate information

Disadvantages:
• Requires good skills to develop questions

48
JA METHODS
JA METHODS
3. Observations

Job analyst watches the worker perform job tasks and records the
findings

Advantages:
Suitable when number of jobs to be analyzed is small and the nature of job
prohibits the employees absence from his or her workstation
Can show the link between physical and mental tasks
Better understanding on job tasks

49
JA METHODS
JA METHODS
4. Employees Diaries / Log Book

Information is gathered by having employees to describe their daily job

routine
Employee Recording (Diary/Log Book)
Advantages:
•Good understanding of highly specialized jobs
Disadvantages:
•Tend to exaggerate
•Tend to fraud

50
 THAT ALL FOR TODAY

SEE YOU AGAIN NEXT LECTURE

51