human resources management _ section 2-hr planning and job analysis

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Human Resource

ESSENTIAL PERSPECTIVES

by Truong Thi Lan Anh

Human Resource planning and

Job analysis

Section 2

Robert L Mathis  John H Jackson

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Learning Objectives

After you study this section, you should be able to:

– Define HR planning, and outline the HR planning

process

– Identify factors to be considered in forecasting the

supply and demand for human resources in an

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Learning Objectives (Con’t.)

– Explain how changing job characteristics can be used

to improve jobs

– Discuss different approaches to job analysis, e.g

workflow, task-based, and competency analysis

– List and explain four job analysis methods

– Identify the five steps in conducting a job analysis

– Write a job description and the job specifications for it

Attracting candidates

HR planning:

•Which positions/jobs are vacant?

•Which sources can provide candidates?

Job analysis:

•Which requirements to accomplish these positions/jobs?

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Factors That Determine HR Plans

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Human Resource Planning

 Human Resource (HR) Planning

– The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives

 HR Planning Responsibilities

– Top HR executive and subordinates gather

information from other managers to use in the

development of HR projections for top management

to use in strategic planning and setting

organizational goals

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Typical Division of HR Responsibilities

in HR Planning

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Human Resource Planning (cont’d)

 Small Business and HR Planning Issues

– Attracting and retaining qualified outsiders

– Management succession between generations of

owners

– Evolution of HR activities as business grows

– Family relationships and HR policies

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HR Planning Process

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 HR Strategies

– The means used to anticipate and manage the

supply of and demand for human resources

• Provide overall direction for the way in which HR

activities will be developed and managed

Overall Strategic Plan

Human Resources Strategic Plan

HR Activities

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Company Strategy

What staff do

we need to do the job?

What staff is available within our organization?

Is there a match?

What is impact

on wage and

salary

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Benefits of HR Planning

 Better view of the HR dimensions of business

decisions

 More timely recruitment for anticipate HR needs

 More inclusion of protected groups through planned increases in workforce diversity

 Better development of managerial talent

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Scanning the External Environment

 Environmental Scanning

– The process of studying the environment of the

organization to pinpoint opportunities and threats

 Environment Changes Impacting HR

– Governmental regulations

– Economic conditions

– Geographic and competitive concerns

– Workforce composition

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Internal Assessment of the Organizational Workforce

 Auditing Jobs and Skills

– What jobs exist now?

– How many individuals are performing each job?

– How essential is each job?

– What jobs will be needed to implement future

organizational strategies?

– What are the characteristics of anticipated jobs?

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Internal Assessment of the Organizational Workforce

 Organizational Capabilities Inventory

– HRIS databases—sources of information about

employees’ knowledge, skills, and abilities (KSAs) – Components of an organizational capabilities

inventory

• Workforce and individual demographics

• Individual employee career progression

• Individual job performance data

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Forecasting HR Supply and Demand

 Forecasting

– The use of information from the past and present

to identify expected future conditions

 Forecasting Methods

– Judgmental

• Estimates—asking managers’ opinions, top-down or

bottom-up

• Rules of thumb—using general guidelines

• Delphi technique—asking a group of experts

• Nominal groups—reaching a group consensus in open

discussion

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 Forecasting Methods (cont’d)

– Mathematical

• Statistical regression analysis—

• Simulation models

• Productivity ratios—units produced per employee

• Staffing ratios—estimates of indirect labor needs

 Forecasting Periods

– Short-term—less than one year

– Intermediate—up to five years

– Long-range—more than five years

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Forecasting

Methods

Figure 2–8

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 Forecasting the Demand for Human Resources

– Organization-wide estimate for total demand

– Unit breakdown for specific skill needs by number and type of employee

• Develop decision rules (“fill rates”) for positions to be

filled internally and externally

• Develop additional decision rules for positions

impacted by the chain effects of internal promotions and transfers

 Forecasting the Supply for Human Resources

– External Supply

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 Forecasting External HR Supply

– Factors affecting external

• Net migration for an area

• Individuals entering and leaving the workforce

• Individuals graduating from schools and colleges

• Changing workforce composition and patterns

• Economic forecasts

• Technological developments and shifts

• Actions of competing employers

• Government regulations and pressures

• Other factors affecting the workforce

 Forecasting Internal HR Supply

– Effects of promotions, lateral moves, and terminations

– Succession analysis  Succession plan

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Succession Planning Process

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Example of A succession plan

President & CEO

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Estimating Internal Labor Supply for a Given Unit

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Managing Human Resource

• Loss of specialized skills and experience

• Loss of growth and innovation skills

– Managing survivors

• Provide explanations for actions and the future

• Involve survivors in transition/regrouping activities

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Surplus or Shortage

 Downsizing approaches

– Attrition and hiring freezes

• Not replacing departing employees and not hiring new

employees/

– Early retirement buyouts

• Offering incentives that encourage senior employees to

leave the organization early

– Layoffs

• Employees are placed on unpaid leave until called back

to work when business conditions improve

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Surplus or Shortage

 Downsizing approaches (cont’d)

– Outplacement services provided to displaced

employees to give them support and assistance:

• Personal career counseling

• Resume preparation and typing services

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Assessing HR Effectiveness

 Diagnostic Measures of HR Effectiveness

– HR expense per employee

– Compensation as a percent of expenses

– HR department expense as a percent of total

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Overview of the

HR Evaluation

Process

Figure 2–10

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• Legal compliance (e.g Labor Law, Union Law, etc.)

• Current job specifications and descriptions

• Valid recruiting and selection process

• Formal wage and salary system

• Employee benefits

• Employee handbook

• Absenteeism and turnover control

• Grievance resolution process

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Uses of an HR

Information

System (HRIS)

Figure 2–12

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Accessing the HRIS

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HR Management and Jobs

 Dividing Work into Jobs

– Work

• Effort directed toward producing or accomplishing

results

– Job

• A grouping of tasks, duties, and responsibilities that

constitutes the total work assignment for an employee

 Workflow Analysis

– A study of the way work (inputs, activities, and

outputs) moves through an organization

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Job Issues and HR Approaches

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 Discuss within your assignment group to

choose 2 examples for your group to present

to the class

 Lesson learned from these examples will be

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Developing Jobs for Individuals and Teams

Job Performance

Physical and Mental Health

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Nature of Job Design

 Job Enlargement

– Broadening the scope of a job by expanding the

number of different tasks to be performed

 Job Enrichment

– Increasing the depth of a job by adding the

responsibility for planning, organizing , controlling, and evaluating the job

 Job Rotation

– The process of shifting a person from job to job

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Job Characteristics Model

Figure 6–3

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Characteristics of Jobs

Job Characteristics

Skill Variety The extent to which the work requires several

different activities for successful completion

Task Identity The extent to which the job includes a “whole”

identifiable unit of work that is carried out from start to finish and that results in a visible outcome Task Significance The impact the job has on other people

Autonomy The extent of individual freedom and discretion in

the work and its scheduling

Feedback The amount of information received about how well

or how poorly one has performed

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Alternative Work Schedules

 Flextime

– A work scheduling arrangement in which employees work a set number of hours per day but vary their starting and ending times

 Compressed Work Week

– A work schedule in which a full week’s work is

accomplished in fewer than five days

 Dual jobs

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Alternative Work Locations

 Telecommuting

– The process of going to work via electronic

computing and telecommunications equipment

 Temporary Locations

– Hoteling

– Virtual office

 Effects of Alternative Work Arrangements

– A shift to evaluating employees on results

– Greater trust, less direct supervision

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The Nature of Job Analysis

 Job Analysis

– A systematic way to gather and analyze information about the content, context, and the human

requirements of jobs

• Work activities and behaviors

• Interactions with others

• Performance standards

• Financial and budgeting impact

• Machines and equipment used

• Working conditions

• Supervision given and received

• Knowledge, skills, and abilities needed

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Typical Division of HR Responsibilities: Job Analysis

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Job Analysis in

Perspective

Figure 6–5

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Workflow Analysis

 Workflow Analysis

– A study of the way work (inputs, activities, and

outputs) moves through an organization

Outputs Goods and Services

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Task-Based Job Analysis

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Competency Approach to Job Analysis

 Competencies

– Basic characteristics that can be linked to enhanced performance by individuals or teams

 Reasons for using the competency approach

– To communicate value behaviors throughout the

organization

– To raise the competency levels of the organization – To emphasize the capabilities of people to enhance organizational competitive advantage

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Stages in

the Job

Analysis

Process

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Job Analysis Methods

PAQ MPDQ

Computerized Job Analysis

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Typical Areas Covered in a Job Analysis Questionnaire

Figure 6–8

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Sample Job Duty Statements and Performance Standards

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Job Descriptions and Job Specifications

 Job Description

– Identification of the tasks, duties, and

responsibilities of a job

 Performance Standards

– Indicator of what the job accomplishes and how

performance is measured in key areas of the job

description

 Job Specification

– The knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily

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Job “2 in 1” Description Components

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Sample Job Description and Specifications

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Figure 6–11b

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