job analysis and hrp

7/29/2019 Job Analysis and Hrp

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JOB ANALYSIS ANDHUMAN RESOURCE

PLANNING


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Definitions

Job- Consists of a group of tasksthat must be performed for anorganization to achieve its goals

Position- Collection of tasks andresponsibilities performed by one

person; there is a position for everyindividual in an organization


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Definitions (Continued)

Job analysis- Systematic process ofdetermining the skills, duties, andknowledge required for performing jobs in

an organization Job description document providing

information regarding tasks, duties, and

responsibilities of job Job specification minimum

qualifications to perform a particular job


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Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job

Analysis

JobDescriptions

Job

Specifications

Knowledge Skills Abilities

Human ResourcePlanning

Recruitment

Selection

Training and

Development

Performance Appraisal

Compensation and

Benefits

Safety and Health

Employee and Labor

Relations

Legal Considerations


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Reasons For ConductingJob Analysis

Staffing would be haphazard if recruiter didnot know qualifications needed for job

Training and Development if specificationlists a particular knowledge, skill, or ability, andthe person filling the position does not possessall the necessary qualifications, training and/ordevelopment is needed

Compensation and Benefits value of jobmust be known before rupee value can beplaced on it


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Reasons For ConductingJob Analysis (Continued)

Safety and Health helps identifysafety and health considerations

Employee and Labor Relations leadto more objective human resourcedecisions

Legal Considerations having done jobanalysis important for supporting legalityof employment practices


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Types Of Job Analysis Information

Considerable information is needed,such as:

Worker-oriented activities

Machines, tools, equipment, and workaids used

Job-related tangibles and intangibles

Work performance

Job content

Personal requirements for the job


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Summary of Types of Data Collected Through Job Analysis

Work Activities work activities and processes; activity records(in film form, for example); procedures used; personal responsibility

Worker-oriented activities human behaviors, such as physicalactions and communicating on the job; elemental motions formethods analysis; personal job demands, such as energyexpenditure

Machines, tools, equipment, and work aids used

Job-related tangibles and intangibles knowledge dealt withor applied (as in accounting); materials processed; products madeor services performed

Work performance error analysis; work standards; work

measurements, such as time taken for a task Job context work schedule; financial and nonfinancial incentives;

physical working conditions; organizational and social contexts

Personal requirements for the job personal attributes such aspersonality and interests; education and training required; work

experience


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Conducting Job Analysis

The people who participate in jobanalysis should include, at a

minimum: The employee

The employees immediate

supervisor


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Job Analysis Methods

Questionnaires

Observation

Interviews

Employee recording

Combination of methods


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Timeliness of Job Analysis

Rapid pace of technological changemakes need for accurate job analysiseven more important now and in thefuture.


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Job Description

Job Identification job title,department, reporting relationship, and

job number or code

Job Analysis Date aids in identifyingjob changes that would make descriptionobsolete

Job Summary concise overview of job

Duties Performed major duties


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Job Specification

Job Specification minimumqualifications, experience and skills personshould possess to perform a particular job


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Quantitative Job AnalysisTechniques

The position analysis questionnaire (PAQ)

A questionnaire used to collect quantifiable dataconcerning the duties and responsibilities of various

jobs.

Functional job analysis

Takes into account the extent to which instructions,

reasoning, judgment, and mathematical and verbalability are necessary for performing job tasks.


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Other Job Analysis Methods

(Continued) Management Position Description

Questionnaire designed for

management positions using checklistmethod to analyze jobs

Guidelines Oriented Job Analysisstep-by-step procedure for describing

work of a particular job classification


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Job Description Of Marketing

Manager

Marketing Managers

Abstract: Marketing Managers. Determine thedemand for products and services offered by a

firm and Its competitors and identify potential

customers. Develop pricing strategies with the

goal of maximizing the firms profits or share ofthe market while ensuring the firms customers

are satisfied.


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Background Data for Examples

Example of Job Title: Customer Service Clerk

Example of Job Summary:

Answers inquiries and gives directions to customers, authorizes

cashing of customers checks, records and returns lost charge cards,

sorts and reviews new credit applications, works at customer service

desk in department store.

Example of One Job Duty:

Authorizes cashing of checks: authorizes cashing of personal or

payroll checks (up to a specified amount) by customers desiring to

make payment by check. Requests identificationsuch as drivers

licensefrom customers and examines check to verify date, amount,

signature, and endorsement. Initials check and sends customer to

cashier.


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Human Resource Planning

The process of systematicallyreviewing HR requirements to

ensure that the required numberof employees, with the requiredskills, are available when they

are needed


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Succession Planning

Process of ensuring thatqualified persons are available

to assume key managerialpositions once positions arevacant.


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Importance of HRP

Future Personnel needs

Coping with change

Creating highly talented personnel

Protection of weaker sections

International strategies

Foundations for personnel functions

Resistance to change and move

Other benefits


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Factors affecting HRP

Type and strategy of organization

organization growth cycles and planning

Environment uncertainties Time horizons

Type and quality of information

Nature of job being filled Off-loading the work

Human Resource Planning Process


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Human Resource Planning ProcessExternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

ForecastingHuman

ResourceRequirements

ComparingRequirements

and Availability

ForecastingHuman Resource

Availability

Surplus ofWorkers

Demand =Supply

No Action Restricted Hiring,Reduced Hours,Early Retirement,Layoff, Downsizing

Shortage ofWorkers

Recruitment

Selection


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HR Forecasting Techniques

Managerial Judgment

Ratio Trend Analysis

Work Study Techniques Delphi Techniques

Flow models

Others


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Managerial Judgement

Top

Down Approach Topmanagers prepare company anddepartmental forecasts. These

forecasts are reviewed withdepartmental heads and agreed upon.

Bottom-up approach each level oforganization, starting with lowest,forecasts its requirements to provideaggregate of employment needs


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The Relationship of Sales Volume to Numberof Employees

Number of

Employees

500

400

300

200

100

0 10 20 30 40 50 60

Sales (thousands)


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Forecasting HR Requirements

Estimate of numbers and kinds ofemployees the organization will need atfuture dates

Demand for firms goods or services mustbe forecast

Forecast is then converted into people

requirements


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Forecasting HR Availability

Determining whether the firm will be ableto secure employees with the necessaryskills, and from what sources theseindividuals may be obtained

Show whether the needed employeesmay be obtained from within the

company, from outside the organization,or from a combination of the two sources


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Surplus of Employees

Restricted hiring employees wholeave are not replaced

Reduced hours

Early retirement

Layoffs


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Shortage of Workers Forecasted

Creative recruiting

Compensation incentives premium pay

is one method Training programs prepare previously

unemployable people for positions

Different selection standards altercurrent criteria


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Accelerated Succession Planning:An Alternative to Traditional

Approaches

Rather than targeting one or two

people for each senior managementposition, develop group of candidatesfor undefined executive jobs and

focus on increasing their skills andknowledge


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Human Resource Information

Systems (HRIS)

Virtually all HR management functions

can be enhanced through the use ofan HRIS any organized approachfor obtaining relevant and timely

information on which to base HRdecisions


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HUMAN RESOURCE INFORMATION SYSTEM

Goal: Integrate Core Processes into Seamless System

Input Data Types

Job AnalysisRecruitment

Selection/Job Posting/

Employee Referral

T&D

Performance Appraisal

Compensation

Benefits

Safety

Health

Labor Relations

Employee Relations

Output Data Uses*

Employee TrackingDiversity Programs

Hiring Decisions

Training Programs/E-

learning/Management Succession

Compensation Programs

Benefit Programs (e.g.,

prescription drug programs)

Health Programs (e.g., Employee

Assistance Programs)

Bargaining Strategies

Employee Services

Organizational

Strategic Plans

Human

Resource

Management

Plans

Contribute Toward Achievement of:

Human

ResourceInformation

System

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