Human Resource Planning and Job Analysis

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Fundamentals of Human Resource Management Eighth
Edition DeCenzo and Robbins
Chapter 5 Human Resource Planning and Job
Analysis
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Introduction

• Human resource planning 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
  achieve its overall strategic objectives.

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Introduction

• Linked to the organizations overall strategy and
  planning to compete domestically and globally.
• Overall plans and objectives must be translated
  into the number and types of workers needed.
• Senior HRM staff need to lead top management in
  planning for HRM issues.

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An Organizational Framework

• A mission statement defines what business the
  organization is in, including why it exists and
  who its customers are.
• Strategic goals
• Set by senior management to establish targets for
  the organization to achieve.
• Generally defined for the next 5-20 years.

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An Organizational Framework

• Corporate assessment
• Gap or SWOT (Strengths-Weaknesses-Opportunities-Th
  reats) analysis determines what is needed to meet
  objectives.
• Strengths and weaknesses and core competencies
  are identified.
• HRM determines what knowledge, skills and
  abilities are needed by the organizations human
  resources.

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An Organizational Framework
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Linking Organizational Strategy to Human Resource
Planning

• Ensures that people are available to meet the
  requirements set during strategic planning.
• Assessing current human resources
• A human resources inventory report summarizes
  information on current workers and their skills.

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Linking Organizational Strategy to Human Resource
Planning

• Human Resource Information Systems (HRIS) are
  increasingly popular computerized databases that
  contain important information abut employees.

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Linking Organizational Strategy to Human Resource
Planning

• Assessing current human resources
• Succession planning
• includes the development of replacement charts
• portray middle-to-upper level management
  positions that may become vacant in the near
  future
• lists information about individuals who might
  qualify to fill the positions

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Linking Organizational Strategy to Human Resource
Planning

• Determining the Demand for Labor
• A human resource inventory can be developed to
  project year-by-year estimates of future HRM
  needs for every significant job level and type.
• Forecasts must be made of the need for specific
  knowledges, skills and abilities.

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Linking Organizational Strategy to Human Resource
Planning

• Predicting the Future Labor Supply
• A units supply of human resources comes from
• new hires
• contingent workers
• transfers-in
• individuals returning from leaves
• Predicting these can range from simple to
  complex.
• Transfers are more difficult to predict since
  they depend on actions in other units.

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Linking Organizational Strategy to Human Resource
Planning

• Predicting the Future Labor Supply
• Decreases in internal supply come about through
• Retirements
• Dismissals
• Transfers-out
• Lay-offs
• Voluntary quits
• Sabbaticals
• Prolonged illnesses
• Deaths

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Linking Organizational Strategy to Human Resource
Planning

• Retirements are the easiest to forecast.
• Other factors are much more difficult to project.
  
• Dismissals, transfers, lay-offs, and sabbaticals
  are more easily controlled by management.

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Linking Organizational Strategy to Human Resource
Planning

• Where Will We Find Workers
• migration into a community
• recent graduates
• individuals returning from military service
• increases in the number of unemployed and
  employed individuals seeking other opportunities,
  either part-time or full-time
• The potential labor supply can be expanded by
  formal or on-the-job training.

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Linking Organizational Strategy to Human Resource
Planning

• Matching Labor Demand and Supply
• Employment planning compares forecasts for demand
  and supply of workers.
• Special attention should be paid to current and
  future shortages and overstaffing.
• Decruitment or downsizing may be used to reduce
  supply and balance demand.
• Rightsizing involves linking staffing levels to
  organizational goals.

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Linking Organizational Strategy to Human Resource
Planning
Employment Planning and the Strategic Planning
Process
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Job Analysis

• Job Analysis is a systematic exploration of the
  activities within a job.
• It defines and documents the duties,
  responsibilities and accountabilities of a job
  and the conditions under which a job is
  performed.

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Job Analysis

• Job Analysis Methods
• Observation method job analyst watches
  employees directly or reviews film of workers on
  the job.
• Individual interview method a team of job
  incumbents is selected and extensively
  interviewed.
• Group interview method a number of job
  incumbents are interviewed simultaneously.

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Job Analysis

• Job Analysis Methods
• Structured questionnaire method workers
  complete a specifically designed questionnaire.
• Technical conference method uses supervisors
  with an extensive knowledge of the job.
• Diary method job incumbents record their daily
  activities.
• The best results are usually achieved with some
  combination of methods.

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Job Analysis
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Job Analysis

• Structured Job Analysis Techniques
• Department of Labors Job Analysis Process
• Information from observations and interviews is
  used to classify jobs by their involvement with
  data, people and things.
• Information on thousands of titles available on
  ONet OnLine which is the Department of Labors
  replacement for the Dictionary of Occupational
  Titles.

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Job Analysis

• Position Analysis Questionnaire (PAQ)(developed
  at Purdue University)
• Jobs are rated on 194 elements, grouped in six
  major divisions and 28 sections.
• The elements represent requirements that are
  applicable to all types of jobs.
• This type of quantitative questionnaire allows
  many different jobs to be compared with each
  other, however, it appears to be more applicable
  to higher-level professional jobs.

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Job Analysis

• Job Descriptions
• Written statement of what jobholder does, how it
  is done, under what conditions and why.
• Common format title duties distinguishing
  characteristics environmental conditions
  authority and responsibilities.
• Used to describe the job to applicants, to guide
  new employees, and to evaluate employees.
• Identification of essential job functions is
  needed to assure compliance with Americans with
  Disabilities Act.

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Job Analysis

• Job Specifications
• States minimum acceptable qualifications.
• Used to select employees who have the essential
  qualifications.

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Job Analysis

• Job Evaluations
• Specify relative value of each job in the
  organization.
• Used to design equitable compensation program.

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Job Analysis

• The Multi-faceted Nature of Job Analysis
• Almost all HRM activities are tied to job
  analysis.
• Job analysis is the starting point for sound HRM.

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Job Analysis

• Job Analysis and the Changing World of Work
• Globalization, quality initiatives,
  telecommuting, and teams require adjustments to
  the components of a job.
• Todays jobs often require not only technical
  skills but interpersonal skills and
  communication skills as well.