PART TWO Employment Chapters 5-7 Chapter 5 Analyzing Work and Planning for People McGraw-Hill/Irwin...
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Transcript of PART TWO Employment Chapters 5-7 Chapter 5 Analyzing Work and Planning for People McGraw-Hill/Irwin...
Chapter 5Chapter 5
Analyzing Work and Planning for People
McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All
rights reserved.
Questions This Chapter Will Help Managers AnswerQuestions This Chapter Will Help Managers Answer
How can operating managers use job analysis information? How can workforce planning be integrated most effectively with
general business planning? What should be the components of a fair information practice policy
with regard to information about employees? How can workforce forecasts be most useful? What control mechanisms might be most appropriate to ensure that
action plans match targeted needs?
Questions to Ask in Managing People to Work Questions to Ask in Managing People to Work EfficientlyEfficiently
Who specifies the content of each job? Who decides how many jobs are necessary? How are the interrelationships among jobs determined and
communicated? Has anyone looked at the number, design, and content of jobs from the
perspective of the entire organization, the “big picture”? What are the minimum qualifications for each job? What should training programs stress? How should performance on each job be measured? How much is each job worth?
Job Description and Job SpecificationJob Description and Job Specification
Job description is an overall written summary of task requirements
Job specification is an overall written summary of worker requirements
Why Study Job Requirements?Why Study Job Requirements?
Organization structure and design Human resource (or workforce) planning Job evaluation and compensation Recruitment Selection Placement Orientation, training, and development Performance management
Why Study Job Requirements? Why Study Job Requirements? (contd.)(contd.)
Career path planning Labor relations Engineering design and methods improvement Job design Safety Vocational guidance and rehabilitation counseling Job classification systems
Reasons Why the Nature of Jobs May ChangeReasons Why the Nature of Jobs May Change
Time: in some jobs people do different things at different times of the year (e.g., lifeguards, ski instructors, accountants)People: Particularly in management jobs but also in teaching or coaching, the job is what the incumbent makes of itEnvironment and Context: Technology changes jobs. Context includes the extent of use of technology, the extent to which rules and procedures govern work activities, and the overall organizational culture
Competency ModelsCompetency Models
Competency models attempt to identify variables related to overall organizational fit and identify personality characteristics consistent with the organization’s vision (e.g., drive for results, persistence, etc.)
Methods of Job AnalysisMethods of Job Analysis
Structured questionnaires
Observation
Interview
Critical incidents
Job performance
Categories in the Position Analysis Questionnaire Categories in the Position Analysis Questionnaire (PAQ)(PAQ)
Information inputMental processesWork outputRelationship with other personsJob contextOther job characteristics
Figure 5-5Figure 5-5 The O*Net Content Model The O*Net Content Model (Outline)(Outline)
Worker Requirements
O*Net
Experience Requirements
Occupational Requirements
Occupation-Specific Requirements
Worker Characteristics
Occupational Characteristics
Strategic Planning IncludesStrategic Planning Includes
Defining philosophy Formulating statements of identity, purpose, and objectives Evaluating strengths, weaknesses, and competitive
dynamics Determining design Developing strategies Devising programs
Tactical or Operational PlanningTactical or Operational Planning
… addresses issues associated with the growth of current or new operations, as well as with any specific problems that might disrupt the pace of planned growth
Human Resource StrategyHuman Resource Strategy
A set of priorities a firm uses to align its resources, policies, and programs with its strategic business plan
Figure 5-6Figure 5-6 Impact of Three Levels of Business Planning Impact of Three Levels of Business Planning on Workforce Planningon Workforce Planning
Strategic Planning: Long-Range Perspective
Corporate philosophyEnvironmental scanStrengths and constraintsObjectives and goalsStrategies
Operational Planning: Middle-Range Perspective
Planned programsResources requiredOrganizational strategiesPlans for entry into new businesses acquisitions, and divestitures
Issues AnalysisBusiness needsExternal factorsInternal supply and analysisManagement implications
Forecasting RequirementsStaffing levelsStaffing mix (qualitative)Organization and job designAvailable/projected resourcesNet requirements
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Figure 5-6Figure 5-6 Impact of Three Levels of Business Planning Impact of Three Levels of Business Planning on Workforce Planning on Workforce Planning (contd.)(contd.)
Budgeting: Annual PerspectiveBudgetsUnit, individual performance goalsProgram sch. & assignmentMonitoring and control of results
Action PlansStaffing authorizationsRecruitmentPromotions and transfersOrganizational changesTraining and developmentCompensation and benefitsLabor relations
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Figure 5-7Figure 5-7 Data to Include on an HR Strategy Data to Include on an HR Strategy WorksheetWorksheet
Human Resource Issues Analysis: Evidence Options
Mgt. Actions/Resources Measures/Targets
What is the HR problem in:•Business environment•Business strategy•Organizational circumstances
What course of action implemented?•Strategy of 1-2 years•Specific action programs•Responsibility assigned•Timing of completion•Financial/staff resources
What are dimensions of issue?•Evidence of issue•Scope•Coverage/applicability•Potential business impact•Alternative solutions
How will results be measured?•Outcomes•Measures/evidence•Target levels
Workforce PlanningWorkforce Planning
An effort to anticipate future business and environmental demands on an organization, and to provide qualified people to fulfill that business and satisfy those demands
Activities That Comprise a WP SystemActivities That Comprise a WP System
A talent inventoryA workforce forecastAction plansControl and evaluation
Figure 5-9Figure 5-9 The Hottest Job ProspectsThe Hottest Job Prospects (Adapted)(Adapted)
First professional degree Veterinarians, chiropractors
Doctoral degree Biological scientists, physicists, astronomers
Master’s degree Physical therapists, counselors
Work experience plus bachelor’s or higher degree
Engg., science, or computer systems managers
Bachelor’s Computer engineers, physicians assistants
Associate degree Paralegals and legal assistants
Post-secondary vocational training Manicurists, PBX installers