Job Analysis, Design & HR

Planning
 Job Analysis
• The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
• Information to collect in JA:
– Work activities
– Human behaviors
– Machines, tools, equipment and work aids
– Performance standards
– Job environment
– Human requirements
• Job analysis can also help reveal unassigned duties.
• Although not mandatory by law but advisable.
 Uses of Job Analysis Information

Job Analysis

Job Description
and
Job Specification

Recruiting and Performance Job Evaluation— Training

Selection Appraisal Wage and Salary Requirements
Decisions Decisions
(Compensation)
 Job Analysis Steps and Methods for
collecting Information
• Interviews: Structured
vs. Unstructured
• Questionnaire
• Observation
• Work diary or record
• Quantitative Method:
– PAQ (Position Analysis
Questionnaire)
• In Organizational analysis involves understanding organization-wide
division of work ( Organizational chart).
• Workflow analysis is a detailed study of the flow of work from job to job
in one identifiable work process (such as processing a mortgage
application). It focuses on understanding the sequence of activities,
dependencies, and interactions between different processes and job
roles.
• In the context of job analysis, workflow analysis can be a crucial
component of understanding how specific job roles fit into the larger
organizational context. It helps identify the tasks and responsibilities of a
job, as well as how they connect with other processes and roles.
– In turn, this analysis may lead to changing or “reengineering” the job.
– Business Process Reengineering (redesigning and streamlining the whole
business process) often need reengineering of individual jobs.
• It focuses on understanding the sequence of activities,
dependencies, and interactions between different processes
and job roles.
• In the context of job analysis, workflow analysis can be a crucial
component of understanding how specific job roles fit into the
larger organizational context. It helps identify the tasks and
responsibilities of a job, as well as how they connect with other
processes and roles.
• In turn, this analysis may lead to changing or “reengineering”
the job.
• Imagine a small marketing department within a company that is
responsible for creating and publishing social media content.
• Content Creation: The process starts with a marketing coordinator
brainstorming ideas for social media posts. Once an idea is selected,
they create the content, including text, images, and any necessary
graphics.
• Content Approval: After content creation, the marketing coordinator
sends the content to the marketing manager for approval. The
manager reviews the content and may provide feedback for revisions.
• Scheduling: Once approved, the marketing coordinator schedules the
post using a social media management tool like Buffer or Hootsuite.
They select the date and time for publishing.
• Monitoring and Engagement: After the post is published, the
marketing coordinator monitors the engagement (likes, comments,
shares) and responds to comments or questions from followers.
• Reporting: At the end of the day, the marketing coordinator
generates a report on the performance of the social media posts,
including metrics like engagement rates and click-through rates.
 Writing Job Descriptions
• Job Identification
• Job Summary
• Relationship
• Responsibilities and duties
• Performance Standards
• Working Conditions
• Job Specifications
 Job Design
• Job design is f deciding what exact tasks an employee will
undertake within a job role to fulfill the job duties.
Thus, job design is a systematic process of organizing work
into the tasks required to perform a specific job.
• The job design takes into account the organizational
objectives to be achieved along while trying to minimize
on–the-job fatigue, stress and human error.
• Job Design is done specifically to reduce the mechanical
aspects of the job and make sure that the employee derives
job satisfaction from the assigned roles and responsibilities.
• Job design principles can address the issues like workload,
repetitiveness of tasks, feedback, independence in
performing tasks, stress, ergonomics etc.
 Core Elements of Job Design
• Skill variety — This refers to the range of skills and activities
necessary to complete the job. The more a person is
required to use a wide variety of skills, the more satisfying
the job is likely to be.
• Task identity — This dimension measures the degree to
which the job requires completion of a whole and
identifiable piece of work. Employees who are involved in
an activity from start to finish are usually more satisfied.
• Task significance — This looks at the impact and influence
of a job. Jobs are more satisfying if people believe that they
make a difference, and are adding real value to colleagues,
the organization, or the larger community
• Autonomy — This describes the amount of individual choice
and discretion involved in a job. More autonomy leads to
more satisfaction. For instance, a job is likely to be more
satisfying if people are involved in making decisions, instead
of simply being told what to do.
• Feedback — This dimension measures the amount of
information an employee receives about his or her
performance, and the extent to which he or she can see the
impact of the work. The more people are told about their
performance, the more interested they will be in doing a
good job. So, sharing production figures, customer
satisfaction scores etc. can increase the feedback levels.
• Job redesign tailors employee positions to an
organization's current functions and needs. During
times of change, job redesign ensures that
organizational needs are filled by proficient
employees.
• Job redesign can involve something as simple as
adding a single job function, or it can be as complex as
completely overhauling the position.
• Job redesign can also involve the addition of new tasks
to provide employees with variety and challenges.
 Techniques of Job Redesign
• Job rotation
• Job rotation is also process by which employees laterally
mobilize and serve their tasks in different organizational
levels; when an individual experiences different posts and
responsibilities in an organization, ability increases to
evaluate his capabilities in the organization.
• Job rotation enhance motivation, increase productivity,
improve the organization's performance on various levels
by its multi-skilled workers, and provides new
opportunities to improve the attitude, thought,
capabilities and skills of workers.
• Job enlargement
• In job enlargement, the job itself remains
essentially unchanged. However, by widening the
range of tasks that need to be performed,
hopefully the employee will experience less
repetition and monotony that are common on
production lines which rely upon the division of
labor.
• Frederick Herzberg referred to the addition of
interrelated tasks as 'horizontal job loading'.
• Job enrichment
• Frederick Herzberg viewed job enrichment as
'vertical job loading' because it also includes tasks
formerly performed by someone at a higher level
where planning and control are involved.
• It increases the employees’ autonomy over the
planning and execution of their own work. Job
enrichment has the same motivational advantages of
job enlargement, however it has the added benefit
of granting workers autonomy.
• Group Activities:
• Mock Job Analysis
• Process Mapping/ Workflow Analysis
 HR Planning
• The objective of human resource (HR) planning is to
ensure the best fit between employees and jobs,
while avoiding manpower shortages or surpluses.
• HRP makes sure right people are in the right place to
meet the organizational goals.
• The three key elements of the HR planning process are
– forecasting labor demand,
– analyzing present labor supply, and
– planning and implementing programs to balance
supply and demand.
• The HR plan needs to be flexible enough to
meet short-term staffing challenges, while
adapting to changing conditions in the
business and environment over the longer
term.
• It is not just extrapolation into future it must
be continuous, tied with the overall business
strategy and a collaborative process.
• When JDS Unipase decided to expand its
Melbourne operations, its expanded its
employment from 140 to 750. The firm needed to
make fairly specific plans showing how many of
what sorts of people to hire and where these new
employees should come from.
• At HP and IBM, HR executives routinely discuss with
their firm’s finance and other executives the
personnel ramification of their companies’ strategic
plans.
Human Resources Planning Process:

Plan and implement

Forecast Analyze
programs to balance
demand supply
supply and demand

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 Forecasting HR Demand
• HR demand is derived demand, dependent on
factors such as:
• projected turnover
• decisions regarding new product/ markets/expansion
• plans for technological and administrative change to
increase productivity and reduce headcount
• replacement needs of employees due to death,
resignations, retirement termination
• financial resources available
• Demand forecasting is affected by a number of
external and internal factors.
• Environmental factors including the economy,
laws and regulations, product life cycles,
technology changes, demographic changes,
organizational factors such as restructuring or
acquisition or corporate culture.
Forecasting HR Demand: Methods

• Managerial judgment technique is very

common technique of demand forecasting.
This approach is applied by small as well as
large scale organizations.
– Under the 'bottom-up approach', line mangers
send their departmental requirement of human
resources to top management. Top management
ultimately forecasts the human resource
requirement for the overall organization on the
basis of proposals of departmental heads.
– Under the Top-down approach, top management
forecasts the human resource requirement for the
entire organization and various departments. This
information is supplied to various departmental
heads for their review and approval.
– However participative approach is better.
• Work Analysis:
• Also known as 'work-load analysis'. This technique is
suitable where the estimated work-load is easily
measureable.
• Let the estimated production of an organization is
3.00.000 units. The standard man-hours required to
produce each unit are 2 hours. The work ability of each
employee in man-hours is 1500 hours per annum.
• Estimated man-hours needed to meet estimated annual
production (i x ii) = 600000 hrs
• Work ability/contribution per employee in terms of man-
hour = 1500 units
• Estimated no. of workers needed (iii / iv) = 600000/1500
= 400 workers annually ( to be adjusted to no. of factors)
• Ratio Analysis:
• Demand for manpower/human resources is also
estimated on the basis of ratio of production level and
number of workers available. This ratio will be used to
estimate demand of human resources. The following
example will help in clearly understanding this
technique.

Estimated production for next year = 1,40,000 units

Estimated no. of workers needed
(on the basis of ratio-trend of 1: 200) will be = 700
• Trend Analysis:
• Trend analysis links historic employment patterns to
future labor demand.
• Managers plot trends that affected employee numbers,
such as the company's performance or developments in
the industry sector, across a given period. They use this
data to identify continuing trends that will influence the
number of employees required in the future.
• For example, if a business has grown by five percent
each year for six years, managers may anticipate that
this trend will continue. Any increase in employee
numbers across the previous six years will be projected
to continue in the future.
• Regression Analysis:
• Past levels of various work load indicators, such
as sales, production levels, and value added,
are examined for statistical relationships with
staffing levels. Where sufficiently strong
relationships are found, a regression model is
derived. Forecasted levels of the retained
indicator(s) are entered into the resulting model
and used to calculate the associated level of
human resource requirements.
 Regression Analysis
1. Statically identify historical predictor of workforce size
Example: FTEs = a + b1 sales + b2 new customers

2. Only use equations with predictors found to be

statistically significant

3. Predict future HR requirements, using equation

Example: (a) FTEs = 7 + .0004 sales + .02 new
customers
(b) Projected sales = $1,000,000
Projected new customers = 300
(c) HR requirements = 7 + 400 + 6 = 413
 Analyzing Supply
• Forecasting the availability of human
resources considers both external and internal
supplies.
• Skills/Management Inventories:
– summary of each employee’s education,
experience, interests, skills
– for managers, also includes managerial
responsibilities, duties in current/previous
positions, management training
• Replacement Charts/Summaries and succession
Planning:
• visual representations of likely internal replacement
employees for each position, including age, present
performance rating, promotability status
• Succession analysis is one method used to forecast the
supply of people for certain positions. It relies on
replacement charts, which are succession plans developed
to identify potential personnel changes, select backup
candidates, promote individuals, and keep track of
attribution (resignations, retirements) for each
department in an organization.
External Supply:
• General economic conditions: expected
prevailing rate of unemployment
• National and local labor market conditions:
growth of industry in some city may create
labor shortage
• Occupational market conditions: dearth of
skills workers in some occupation.
 Balancing Supply and Demand
Dealing with a Labor Surplus
• Hiring freeze
• Attrition
• Early retirement with severance package
• Reducing hours (job sharing, work sharing,
reduced workweek)
• Layoffs/ Down-sizing
 Balancing Supply and Demand
Dealing with a Labor Shortage
• Overtime
• Hiring temporary employees
• Subcontracting work
• External recruitment
• Transfers
• Promotions