Session 3

Job Analysis & HR Planning : 

Job Analysis & HR Planning DANH NGUYEN NGUYEN, PhD. RODERIC J. MURRAY, MA.

Relationship of Job Requirements & HRM Functions : 

Relationship of Job Requirements & HRM Functions Recruitment Selection Training and development Performance appraisal Compensation management

Job Analysis : 

Job Analysis Purpose: to improve organizational performance and productivity Definition: Process of obtaining information about jobs by determining what the duties, task, or activities of jobs are. Results of job analysis: Job descriptions Job specifications

The Importance of Job Analysis : 

The Importance of Job Analysis Job Analysis Information Performance Standard & Reward System HR Planning Recruitment Selection and Placement Job Classification & Evaluation Training Design Career Planning & Employee Development Succession Planning Work Force Analysis Man-machine Systems HRIS Design Organizational Analysis & Job Definition

Job Analysis : 

Job Analysis The job analyst’s responsibilities The primary responsibility of the HR department. High degree of analytical ability and writing skill Cooperation of the employees and managers at the place that jobs are analyzed

Steps in Job Analysis : 

Steps in Job Analysis Determining information needs Determining methods for obtaining information Determining who will collect information

Job Analysis : 

Job Analysis SOURCES OF DATA Job Analyst Employee Supervisor METHODS OF COLLECTING DATA Interviews Questionnaires Observations Records DOT JOB DATA Tasks Performance Standards Responsibilities Knowledge required Skills required Experience needed Job context Duties Equipment used JOB DESCRIPTION Tasks Duties Responsibility HUMAN RESOURCES FUNCTION Recruitment Selection Training & development Performance appraisal Compensation management JOB SPECIFICATION Skill requirements Physical demands Knowledge requirements Abilities needed The Process of Job Analysis

Selecting Job Analysis Methods : 

Selecting Job Analysis Methods Job analysts individuals who perform job analysis in organizations Job analysis methods observing tasks and job behaviors interviewing job incumbents and supervisors distributing questionnaires and check lists having the job analyst actually perform the job

Job Analysis Methods : 

Job Analysis Methods Source: Rowley (2003: 61) Is used to elicit what a particular job is about and what it involves

Responsibilities for Job Analysis : 

Responsibilities for Job Analysis Parties responsible for conducting job analysis line managers human resource group or department job analysts Dictionary of Occupational Titles (DOT) A federal index of occupations listed by a standardized code. It describes the people, data, and things associated with different jobs listed. O*NET An online job information resource that provides information on 33 knowledge areas and on the relative importance of 46 skills, 36 cross-functional skills, and other data useful as comparison job analysis information.

Collecting Job Analysis Data : 

Collecting Job Analysis Data Subject Matter Experts (SMEs) are individuals presumed to be highly knowledgeable about jobs who will provide data for job analysis; they may be job incumbents, supervisors, or other employees. Job analysis information identifies the major job dimensions that can then be subdivided into specific job tasks. identifies the basic KSAs `neccessary to perform` the job tasks.

Specific Job Analysis Techniques : 

Specific Job Analysis Techniques Narrative job analysis One or more SMEs prepare a straight written narrative or text description of the job. Fleishman job analysis system This approach relies on a taxonomy of 52 abilities representative of relevant work dimensions and considered to be enduring individual attributes that account for differences in performance. SMEs use Fleishman scales to represent the level of ability required for a job.

Specific Job Analysis Techniques : 

Specific Job Analysis Techniques Task analysis inventory is a family of job analysis methods; each method focuses on analyzing the focal job to create task inventories. Each task is then evaluated separately on job dimensions. Functional job analysis The first approach to a single universal instrument that can be used to describe all jobs in common terms of people, data, and things. The degree to which these three factors are present in the job determines the complexity of the job.

Specific Job Analysis Techniques : 

Specific Job Analysis Techniques Position analysis questionnaire Developed by Ernest McCormick as a standardized job analysis instrument consisting of 194 items in six sections that are related to job dimensions of work behaviors. Critical incidents approach relies on critical incidents of behaviors that distinguish effective from ineffective performers. Useful in developing appraisal instruments and focusing on effective performance.

Job Descriptions & Job Specifications : 

Job Descriptions & Job Specifications Job description lists the tasks, duties, and responsibilities that aparticular job entails. Job specification specifies the characteristics of the individual who will perform the job. It lists the knowledge, skills, abilities,and other characteristics that are necessary to be able to perform the job successfully.

Job Description : 

Job Description Benefits Ensures that every one who has a say in the hiring decisions is on the same page with respect to what the job entails. Serves as a basis for key hiring criteria. Ensures that candidates have a clear idea of what to expect if, indeed, you hire them. Serves as a reference tool during the evaluation process. Serves as a benchmark for performance after you hire the candidate. Contents Title of the position Department (if applicable) Direct report (to whom the person directly reports) Responsibilities Necessary skills Experience required Source: Messmer (1999: 60-61)

Sample of Job Description : 

Sample of Job Description Principles: A distinction is drawn between overall responsibility and specific areas of responsibility. The experience requirement is separated from skills and attributes. The language is easy to understand. Position title: Senior mailroom clerk Reports to: Building service supervisor Department: Operations Overall responsibility: Supervise mailroom staff and interface with all levels of management regarding mail and supply deliveries.

Sample of Job Description (cont.) : 

Sample of Job Description (cont.) Key areas of responsibility Maintain established shipping/ receiving procedures. Sort and distribute all mails on a timely basis. Maintain all photocopies, fax machines and portage meters. Order, store and distribute supplies. Facilitate all off-site storage, inventory and record management requests. Document current policies and procedures in the department as well implement new procedures for improvement. Oversee the use of a company van when needed. Skills and attributes Strong sense of customer service. Good organizational skills. Ability to lift a minimum of 15 kilos. Experience requirement Supervisory experience in a corporate mailroom environment. Good driving record.

Sample of Job Description : 

Sample of Job Description Job Title: Maintenance Mechanic  General Description of Job: General maintenance and repair of all equipment used in the operations of a particular district. Includes the servicing of company vehicles, shop equipment, and machinery used on job sites.  1. Essential Duty (40%): Maintenance of Equipment Tasks: Keep a log of all maintenance performed on equipment. Replace parts and fluids according to maintenance schedule. Regularly check gauges and loads for deviances that may indicate problems with equipment. Perform nonroutine maintenance as required. May involve limited supervision and training of operators performing maintenance.  2. Essential Duty (40%): Repair of Equipment Tasks: Requires inspection of equipment and a recommendation that a piece be scrapped or repaired. If equipment is to be repaired, mechanic will take whatever steps are necessary to return the piece to working order. This may include a partial or total rebuilding of the piece using various hand tools and equipment. Will primarily involve the overhaul and troubleshooting of diesel engines and hydraulic equipment.  3. Essential Duty (10%): Testing and Approval Tasks: Ensure that all required maintenance and repair has been performed and that it was performed according to manufacturer specifications. Approve or reject equipment, as being ready for use on a job.  4. Essential Duty (10%): Maintain Stock Tasks: Maintain inventory of parts needed for the maintenance and repair of equipment. Responsible for ordering satisfactory parts and supplies at the lowest possible cost.  Nonessential Functions - Other duties as assigned.

Model of HR Planning : 

Model of HR Planning Action & Assessment Source: Rowley (2003: 45) Source: Internal vs external Organizational Plan Organizational Objectives HR Plan Reconcile: data/decisions Demand Supply

HR Planning : 

HR Planning Source: Rowley (2003: 45) Specifying how to reach the ultimate goal of employing the correct number and type of HR’s at the right time Corporate Plan Specifying which products will be offered and in what quantities Specifying methods of production, distribution and development HP plans Marketing plans Financial plans Operational Planning Strategic planning

The HR Planning Process : 

The HR Planning Process Forecasting the supply of human resources Forecasting the demand for human resources Comparing forecasted supply and forecasted demand Taking appropriate actions

Data for HR Planning : 

Data for HR Planning Source: Rowley (2003: 44)

Forecasting the Supply of Human Resources : 

Forecasting the Supply of Human Resources Sources for labor supply forecast information an organization’s records related to the internal supply of human resources external information about the supply of human resources Methods to forecast future labor supplies mathematical models that assume linearity of current trends input from supervisors and managers in the organization Executive succession involves systematically planning for future promotions into top management positions. includes slotting replacement candidates into successor roles before their anticipated positions open.

Forecasting the Demand for Human Resources : 

Forecasting the Demand for Human Resources Changes in corporate strategy create structural changes in firms and in the human resource requirements of firms. Statistical approaches that are based heavily on trend analysis may overlook important dynamics in the business environment. Unit (bottom-up) forecasting relies on organizational units to predict their own future demand for employees. Top-down forecasting is the use of top managers and top executives to develop a forecast of human resource demand.

Labor-related Forecasting Ratios : 

Labor-related Forecasting Ratios Productivity Ratio Staffing Ratio Learning Curve Multiple Regression The average number of units produced per direct labor employee per year. Used to calculate the number of individuals required in jobs not directly involved in the production of actual products. An elaboration of basic forecasting methods that takes into account increases in productivity related to gains in experience and learning. A complex mathematical procedure forecasting technique that relies on multiple correlation indices that are interrelated to predict HR demand.

Human Resource Information System : 

Human Resource Information System Name: Joe Dough DOB: 11/1/74Job: Baker Hired: 05/1/02Education: Cream Puff CollegePerformance: Rising to the topAnnual pay: $28,500 - $34,000KSA: Birthday Cake Specialist

Outcomes of Human Resource Planning : 

Outcomes of Human Resource Planning Comparison of demand and supply

Action Decisions in HR Planning : 

Action Decisions in HR Planning If the supply of workers is less than the demand: It can be filled with present employees who are willing to work overtime If there is a shortage of skilled employees: Train and/or promote present employees Recruit less-skilled employees Recall employees who were previously laid off

Action Decisions in HR Planning : 

Action Decisions in HR Planning Organizations are using more: Part-time workers Subcontractors Independent professionals This is in response to: Intense global competition Rapid technological change Fears caused by recent workforce reductions

Action Decisions in HR Planning : 

Action Decisions in HR Planning Possible solutions to an employee surplus: Attrition Early retirements Demotions Layoffs Terminations Employees who are considered surplus are seldom responsible for the conditions leading to the surplus

Action Decisions in HR Planning : 

Action Decisions in HR Planning Most organizations avoid layoffs by using attrition, early retirement, creation of work, and so on Attrition can be accelerated by encouraging employees to leave early Drawbacks to losing workers over the age of 50: They tend to be healthier than younger workers They have fewer work-related injuries They are less likely to change jobs They take critical skills and experience with them

Action Decisions in HR Planning : 

Action Decisions in HR Planning If voluntary reductions don’t eliminate the gap between supply and demand, layoffs may be necessary Corporations too frequently and quickly turn to layoffs They fail to consider the consequences About one-third lay off too many workers Poorly designed workforce reductions can kill morale