shaifaliChapterHRP & Job AnalysisPart 2 | Recruitment and Placement1Human Resource ManagementELEVENTH EDITIONG A R Y D E S S L E RB I J U V A R K K E Y

Strategic PlanningStrategic planning - Process by which top management determines overall organizational purposes and objectives and how they are to be achieved Strategic planning at all levels can be divided into four steps 4-

The Strategic Management ProcessStrategic ManagementThe process of identifying and executing the organizations mission by matching its capabilities with the demands of its environment.StrategyA chosen course of action.Strategic PlanHow an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term.

Strategic Planning and Implementation Process4-MISSION DETERMINATION Decide what is to be accomplished (purpose) Determine principles that will guide the effort ENVIRONMENTAL ASSESSMENT Determining external conditions, threats, and opportunities Determining competencies, strengths, and weaknesses within the organization.External Internal OBJECTIVE SETTING Specifying corporate-level objectives that are:

Challenging, but attainable Measurable Time-specific Documented (written)

STRATEGY SETTING Specifying and documenting corporate level strategies and planningSTRAGEDY IMPLEMENTATION

Strategy Implementation Leadership Organizational Structure Information and Control Systems Technology Human Resources 4-

FIGURE 52Linking Employers Strategy to Plans5

Planning and ForecastingEmployment or Personnel PlanningThe process of deciding what positions the firm will have to fill, and how to fill them.Succession PlanningThe process of deciding how to fill the companys most important executive jobs.What to Forecast?Overall personnel needsThe supply of inside candidatesThe supply of outside candidates5

Human Resource Planning Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of time 4-

What is it?Human resource planning involves getting the right number of qualified people into the right jobs at the right time.It essentially involves forecasting personnel needs, assessing personnel supply and matching demand-supply factors through personnel-related programmes.

IMPORTANCE OF HRPThrough HR planning a company learns ..how many employeeswith what kinds of qualificationsat which point of timeat which location .... are required to achieve performance objectives.

IMPORTANCE OF HRPIt delivers a solid basis for decisions regardingRecruiting People developmentCompany development Workforce reductionCompany strategy

4-Human Resource Planning ProcessExternal EnvironmentInternal EnvironmentStrategic PlanningHuman Resource PlanningForecasting Human Resource RequirementsComparing Requirements and AvailabilityForecasting Human Resource AvailabilitySurplus of WorkersDemand = SupplyNo ActionShortage of WorkersRecruitmentSelectionRestricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing

Factors Affecting HRP

Organisational Growth Cycle and PlanningType and Strategy of OrganisationTime HorizonsType and Quality of Forecasting InformationNature of Jobs being FilledOutsourcingEnvironmental UncertaintiesHRPHuman Resources Planning

Resources Demand forecastingResources Supply forecastingHuman Resource ActionsHiringTrainingCareer ManagementProductivity programReduction in workforce

DefinitionsRequirements forecast - Determining number, skill, and location of employees organization will need at future dates in order to meet goals Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sources4- 2008 by Prentice Hall

Methods Used for Human Resource PlanningApproaches to forecasting:a. Qualitative:Expert opinions Delphi technique Bottom-up approach b. Quantitative:Regression analysis / Trend analysisMarkov analysis

CONTD.Supply Analysisa. Skills inventoriesCard systemsHuman Resource Information Systems (HRIS)b. Replacement charts / Succession plans

Forecasting Human Resource RequirementsZero-based forecasting - Uses current level as starting point for determining future staffing needsBottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs. 2008 by Prentice Hall4-

Forecasting HR AvailabilityDetermining whether firm will be able to secure employees with necessary skills, and from what sources Show whether needed employees may be obtained within company, from outside organization, or from combination of these sources

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Use of HR Databases Many workers needed for future positions may already work for firm Databases include information on all managerial and nonmanagerial employees Companies search databases within company to see if employees with needed qualifications already exist. Growing trend is to automatically notify qualified employees of new positions. 4- 2008 by Prentice Hall

Shortage of Workers ForecastedCreative recruitingCompensation incentives Premium pay is one methodTraining programs Prepare previously unemployable people for positionsDifferent selection standards 2008 by Prentice Hall4-

Surplus of EmployeesRestricted hiring Employees who leave are not replacedReduced hoursEarly retirementDownsizing - Layoffs 2008 by Prentice Hall4-

Qualitative Approaches to Demand Forecasting Management ForecastsThe opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs. Delphi TechniqueIt solicits estimates of personnel needs from a group of experts, usually managers. The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts. Summaries and surveys are repeated until the experts opinions begin to agree. Distinguishing feature absence of interaction among experts. Quantitative Approach for DemandTrend analysis/ratio-trend analysisHR need can be estimated by examining past trends. Past rate of change can be projected into future or employment growth can be estimated by its relationship with a particular index. For example2009-10 : Production of Units = 50002009-10 : No. of workers = 100Ratio : 100/50002010-11 : Estimated production = 8000No. of workers required = 8000 X 100/5000 = 160

2. Work-load analysisCompany tries to calculate the number of persons required for various jobs w.r.t. a planned output after giving weightage to factors such as absenteeism, idle time etc. For example: Planned output for the year = 10000 piecesStandard hours per piece = 3 hoursPlanned hours required = 30,000 hoursProductive hrs per person per year = 1000 hrs (estimated on annual basis)No. of workers required = 30

Forecasting Supply of Employees: Internal Labor SupplyStaffing TablesMarkov AnalysisSkill InventoriesReplacement ChartsSuccession Planning

Forecasting Internal Labor SupplyStaffing TablesGraphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.Markov AnalysisA method for tracking the pattern of employee movements through various jobs.

Hypothetical Markov Analysis for a Retail Company

Internal Supply Forecasting ToolsSkill Inventories Files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds.Replacement Charts Listings of current jobholders and persons who are potential replacements if an opening occurs.Succession Planning The process of identifying, developing, and tracking key individuals for executive positions.

Succession PlanningProcess of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant Goal is to help ensure a smooth transition and operational efficiency

2008 by Prentice Hall4-

Human Resource Information Systems (HRIS) Any organized approach for obtaining relevant and timely information on which to base HR decisions 2008 by Prentice Hall4-

HUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless SystemInput Data TypesJob Analysis RecruitmentSelection/Job Posting/ Employee ReferralT&DPerformance AppraisalCompensationBenefitsSafetyHealthLabor RelationsEmployee Relations

Output Data Uses*Employee TrackingDiversity ProgramsHiring DecisionsTraining Programs/E-learning/Management Succession

Compensation ProgramsBenefit Programs (e.g., prescription drug programs)Health Programs (e.g., Employee Assistance Programs) Bargaining StrategiesEmployee ServicesOrganizational Strategic PlansHuman Resource Management PlansContribute Toward Achievement of:Human Resource Information System*Manager and employee self-service is available.

Job DesignProcess of determining specific tasks to be performed, methods used in performing these tasks, and how job relates to other work in organizationJob design is the conscious efforts to organize tasks, duties and responsibilities into one unit of work. It involvesidentification of individual tasksspecification of methods of performing the taskscombination of tasks into specific jobs to be assigned to individuals

4- 2008 by Prentice Hall

Nature of Job DesignJob Enrichment - Basic changes in content and level of responsibility of job, to provide greater challenge to worker. Job Enlargement - Changes in scope of job to provide greater variety to worker and increasing the number of tasks a worker performs.Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speed4-

2008 by Prentice HallJOB ANALYSIS AND METHODS OF JOB ANALYSIS4-1Human Resource ManagementELEVENTH EDITIONG A R Y D E S S L E RB I J U V A R K K E Y

What is a Job?JobA group of related activities and dutiesPositionThe different duties and responsibilities performed by only one employeeJob FamilyA group of individual jobs with similar characteristicsJobJobJobJobDefinitions (Cont.)A work group consisting of a supervisor, two senior clerks, and four word processing operators has 3 jobs and 7 positions.

4- 2008 by Prentice Hall

Goal: Match Person & JobNeed information about the Person & about the Job

HRP, JD & JA ModelHR PlanningJob AnalysisMacroMicroJob DescriptionJob SpecificationOther HRM Activities(Recruitment, Selection, Performance appraisal, Training, Compensation)Productivity, QWL, Legal ComplianceJob DesignThe flow diagram model depicted on this slide demonstrates where Job Design Job analysis fits into HR Planning process. The model also depicts some of the potential outcomes of the Job Analysis: eg. Job Description, Job Specification.Job Analysis Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organizationIt is the process of collecting & analyzing information about jobs to write:Job Description: a document that identifies the tasks & duties performed by a jobJob Specification: a document that identifies the qualifications required by a job

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Job Description and Job Specification in Job AnalysisJob DescriptionA statement containing items such asJob titleLocationJob summaryDutiesMachines, tools, and equipmentMaterials and forms usedSupervision given or receivedWorking conditionshazardsJob specificationA statement of human qualifications necessary to do the job. Usually contains such items asEducationExperienceTrainingJudgementInitiativePhysical effortsPhysical skillsResponsibilitiesCommunication skillsEmotional characteristicsUnusual sensory demands such as sight, smell, hearingJob AnalysisA process of obtaining all pertinent job factsQuestions Job Analysis Should AnswerWhat physical and mental tasks does worker accomplish?When is job to be completed?Where is job to be accomplished?How does worker do job?Why is job done?What qualifications are needed to perform job? 4-

Job Analysis: A Basic Human Resource Management Tool4-TasksResponsibilitiesDutiesJob AnalysisJob DescriptionsJob SpecificationsKnowledgeSkillsAbilitiesStaffingTraining and DevelopmentPerformance AppraisalCompensation Safety and HealthEmployee and Labor RelationsLegal Considerations

Job Analysis ProductsJob descriptionTitle, reporting relationships (up, down, sideways, external)job summary, responsibilities, duties, MBO/R: Key Result Areas (KRAs), scope of authority. Position of organisation chart. Career/promotion path.working conditionsCompetencies specificationlevels, range of situations, performance indicators, knowledge/wisdom, experience, skills (psycho-motor, technical, analytical, literary, spoken, numeric, social and emotional), personal orientations and motivators.Personnel specification (person profile)characteristics of ideal candidate. Essentials - desirables - disqualifiersReasons For Conducting Job AnalysisStaffing - Haphazard if recruiter does not know qualifications needed for jobTraining and Development - If specification lists particular knowledge, skill, or ability, and person filling position does not possess all necessary qualifications, training and/or development is neededPerformance Appraisal - Employees should be evaluated in terms of how well they accomplish the duties specified in their job descriptions and any other specific goals that may have been established Compensation Value of job must be known before dollar value can be placed on it

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Reasons For Conducting Job Analysis (Cont.)Safety and Health Helps identify safety and health considerationsEmployee and Labor Relations Lead to more objective human resource decisionsLegal Considerations Having done job analysis important for supporting legality of employment practices4-

Summary of Types of Data Collected Through Job AnalysisWork Activities - Work activities and processes; activity records (in film form, for example); procedures used; personal responsibilityWorker-oriented activities - Human behaviors, such as physical actions and communicating on job; elemental motions for methods analysis; personal job demands, such as energy expenditure4-

Summary of Types of Data Collected Through Job Analysis (Cont.)Machines, tools, equipment, and work aids used

Job-related tangibles and intangibles - Knowledge dealt with or applied (as in accounting); materials processed; products made or services performed

Work performance - Error analysis; work standards; work measurements, such as time taken for a task4- 2008 by Prentice Hall

Summary of Types of Data Collected Through Job Analysis (Cont.)Job context - Work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts

Personal requirements for job - Personal attributes such as personality and interests; education and training required; work experience4-

Job Analysis MethodsQuestionnairesObservationInterviewsEmployee recordingCombination of methods4-

Methods of Collecting Job Analysis Information: The InterviewInformation SourcesIndividual employeesGroups of employeesSupervisors with knowledge of the jobAdvantagesQuick, direct way to find overlooked informationDisadvantagesDistorted informationInterview FormatsStructured (Checklist)Unstructured

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FIGURE 43 Job Analysis Questionnaire for Developing Job DescriptionsNote: Use a questionnaire like this to interview job incumbents, or have them fill it out.Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT 2004.

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions (contd)Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT 2004.

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.Methods of Collecting Job Analysis Information: QuestionnairesInformation SourceHave employees fill out questionnaires to describe their job-related duties and responsibilitiesQuestionnaire FormatsStructured checklistsOpen-ended questions AdvantagesQuick and efficient way to gather information from large numbers of employeesDisadvantagesExpense and time consumed in preparing and testing the questionnaire

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.Methods of Collecting Job Analysis Information: ObservationInformation SourceObserving and noting the physical activities of employees as they go about their jobsAdvantagesProvides first-hand informationReduces distortion of informationDisadvantagesTime consumingDifficulty in capturing entire job cycleOf little use if job involves a high level of mental activity

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.Methods of Collecting Job Analysis Information: Participant Diary/LogsInformation SourceWorkers keep a chronological diary/ log of what they do and the time spent on each activityAdvantagesProduces a more complete picture of the jobEmployee participationDisadvantagesDistortion of informationDepends upon employees to accurately recall their activities

Combination of MethodsUsually use more than one methodClerical and administrative jobs: questionnaires supported by interviews and limited observation Production jobs: interviews supplemented by extensive work observations may provide necessary data 4-

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.Writing Job DescriptionsJobIdentificationJobSummaryResponsibilities and DutiesAuthority of the IncumbentStandards of PerformanceWorking ConditionsJobSpecificationsSections of a Typical Job Description

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.FIGURE 48 Sample Job Description, Pearson Education

4 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.FIGURE 48 Sample Job Description, Pearson Education (contd)

Source: Courtesy of Dorling Kindersley, India.

The Job DescriptionJob IdentificationJob titlePreparation datePreparerJob SummaryGeneral nature of the jobMajor functions/activitiesRelationships Reports to:Supervises:Works with: Outside the company:Responsibilities and DutiesMajor responsibilities and duties (essential functions)Decision-making authorityDirect supervisionBudgetary limitationsStandards of Performance and Working ConditionsWhat it takes to do the job successfully