JOB ANALYSIS: A BASIC HR MANAGEMENT TOOL

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CHAPTER 4
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JOB ANALYSIS A BASIC HRMANAGEMENT TOOL
HR PLANNING
RECRUITMENT
SELECTION
EQUAL EMPLOYMENT
HR DEVELOPMENT
JOB ANALYSIS
HR RESEARCH
PERFORMANCE APPRAISAL
EMPLOYEE LABOR RELATIONS
SAFETY HEALTH
COMPENSATION AND BENEFIT
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JOB ANALYSIS METHOD
QUESTIONNAIRES
OBSERVATION
INTERVIEWS
EMPLOYEE RECORDING
COMBINATION OF METHODS
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JOB DESCRIPTION COMPONENTS
JOB IDENTIFICATION
DATE OF THE JOB ANALYSIS
JOB SUMMARY
DUTIES PERFORMED
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JOB SPECIFICATIONA DOCUMENT CONTAINING THE
MINIMUM ACCEPTABLE QUALIFICATIONS, INCLUDING
K
EDUCATIONAL REQUIREMENTS
A
EXPERIENCE
S
PERSONALITY TRAITS
O
PHYSICAL ABILITIES
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HUMAN RESOURCES PLANNING MODEL
Lead to
Resulting in
EMPLOYMENT FORECASTING
BALANCING SUPPLY DEMAND CONSIDERATIONS
SUPPLY ANALYSIS
Top-down and bottom-up technique
Recruiting or reduction
Internal and external considerations
internal
external
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Approaches to Human resources planning
DISTINGUISHING CHARACTERISTICS approach
used focus upon conducted by techniques
used seeks to reconcile involves
TOP DOWN Quantitative Management
needs Professional planners Statistical and
mathematical Supply of human resources with
demand Forecasting HR shortages, surpluses,
career paths, and blockages
Qualitative Employee needs Human resources
practitioners Counseling/training/
development Employee personal characteristics Ap
praisal of performance, promotability,
management, and career development BOTTOM UP
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CHAPTER 5
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STRATEGIC PLANNING IS THE PROCESS BY WHICH TOP
MANAGEMENT DETERMINES
Objectives
Overall organizational purposes,
How they are to be achieved
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THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS
INVOLVES
Mission determination
Environmental assessment
Objective setting
Strategy setting
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POSSIBLE ACTIONS WHEN CONFRONTED WITH A SURPLUS
OF EMPLOYEES
Restricted hiring
Reduced hours
Early retirement
Layoffs
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Strategic Planning
Human resource Planning
Forecasting human resource availability
Comparing requirements and availability
Forecasting Human resource requirements
Demand supply
Shortage of workers
Surplus of workers
No action
recruitment
Restricted hiring , reduced hours, Early
retirement, layoffs, downsizing
selection
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THE HR PLANNING PROCESSthe systematic review of
human resource requirement to ensure that
With the required skills
The required number of employees
Are available when needed
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FORMULATING STRATEGY IMPLEMENTATION
MISSION DETERMINATION
ENVIRONMENTAL ASSESSMENT External
Internal
Objective setting
Strategy setting
STRATEGY IMPLEMENTATION
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THE LEVELS OF STRATEGIC PLANNING
Corporate-level strategic planning
Business-level strategic planning
Strategic business unit (SUB)
Functional-level strategic planning
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THE LEVELS OF STRATEGIC PLANNING
CORPORATE LEVEL
Board of directors
chief executive officer
VP finance
VP HR
Other VPs
BUSINESS LEVEL
Other divisions
Product division B
Product division A
FUNCTIONAL LEVEL
Product manager
Finance manager
Marketing manager
HR manager
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CHAPTER 6
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THE RECRUITMENT PROCESS
HR Planning
Alternatives to recruitment
Recruitment
External sources
Internal sources
Internal methods
External methods
Recruited individuals
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ALTERNATIVES TO RECRUITMENT
outsourcing
contingent workers
Employee leasing
overtime
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INNOVATIVE EXTERNAL METHODS OF RECRUITMENT
Internal recruiting
Recruitment databases/ Automated applicant
tracking systems
Virtual job fairs
Sign-on bonuses
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CONVENTIONAL EXTERNAL METHODS OF RECRUITING
Advertising
Employment agencies private public
Recruiters
Special events
internships
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CONVENTIONAL EXTERNAL METHODS OF RECRUITING
(CONTINUED)
executive search firms
professional associations
Employee referrals
Unsolicited walk-in applicants
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EXTERNAL SOURCES OF RECRUITMENT

• High schools vocational schools
• community colleges
• colleges universities
• competitors other firms
• unemployed
• older individuals
• military personnel
• self-employed workers