HRP,Job Analysis

7/31/2019 HRP,Job Analysis

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Meeting Human ResourceRequirements


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Strategic Analysis What human resources are needed and what

are available?

Strategic Formulation What is required and necessary in support of

human resources?

Strategic Implementation

How will the human resources be allocated?

HRP and Strategic Planning

Human Resources

Planning

Strategic

Planning


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Strategic Planning

Procedures for making decisions about the

organizations long-term goals and strategies Human Resources Planning (HRP)

Process of anticipating and making provision

for the movement (flow) of people into, within,and out of an organization.

Strategic Planning and HumanResources


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Staffing

Filling a firms open positions; also, the

personnel process that includes six steps: jobanalysis, personnel planning; recruiting,interviewing, testing and selection.


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Forecasting: A Critical Element of

Planning Forecasting involves:

a. forecasting the demand for labor

b. forecasting the supply of labor

c. balancing supply and demandconsiderations.


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Step One: Mission, Vision, and Values

Mission The basic purpose of the organization as well as its

scope of operations

Strategic Vision A statement about where the company is going and

what it can become in the future; clarifies the long-

term direction of the company and its strategicintent

Core Values The strong and enduring beliefs and principles that

the company uses as a foundation for its decisions


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Step Two: Environmental Scanning

Environmental Scanning The systematic monitoring of the major external forces

influencing the organization.

1. Economic factors: general and regional conditions

2. Competitive trends: new processes, services, andinnovations

3. Technological changes: robotics and office automation

4. Political and legislative issues: laws and administrativerulings

5. Social concerns: child care and educational priorities

6. Demographic trends: age, composition,and literacy


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Step Three: Internal Analysis

Composition

Culture Competencies

InternalAnalysis


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Job Analysis

Job Analysis The procedure used to determine the duties of

particular jobs and the kinds of people (in terms of

skills and experience) who should be hired for them. Job Specification

The human qualifications in terms of traits, skills, andexperiences required to accomplish a job.

Job Description A document that identifies a particular job, provides a

brief job summary, and lists specific responsibilitiesand duties of the job.


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Job Requirements Job Specification

Statement of the needed knowledge, skills,

and abilities (KSAs) of thepersonwho isto perform the job

Job Description Statement of the tasks, duties, and

responsibilities (TDRs) of ajobto beperformed


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Performing Job Analysis

1. Select jobs to study

2. Determine information to collect: Tasks,

responsibilities, skill requirements3. Identify sources of data: Employees,

supervisors/managers

4. Methods of data collection: Interviews,

questionnaires, observation, diaries and records5. Evaluate and verify data collection: Other

employees, supervisors/managers

6. Write job analysis report


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Job Analysis Questions What is the job being performed? What are the major duties of your position? What

exactly do you do?

What are the education, experience, skill, and[where applicable] certification and licensingrequirements?

In what activities do you participate now? What are the jobs responsibilities and duties? What are the basic accountabilities or performance

standards of your work?


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What are your responsibilities?

What are the environmental and workingconditions involved?

What are the jobs physical demands? Itsemotional and mental demands?

What are the health and safety conditions?

Does the job expose you to any hazards orunusual working conditions?

Job Analysis Questions


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Job Analysis

Job Description

Statement containingitem such as

Job SpecificationA statement of humanqualifications necessaryto do a job

Job Title

LocationDutiesMachines, toolsMaterials and Forms usedSupervision given or received

Working ConditionsHazards

EducationExperienceTrainingJudgmentInitiativePhysical Efforts

ResponsibilitiesCommunicationSkillsEmotional

CharacteristicsSensor Demand


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Job Design

Job Design An outgrowth of job analysis that improves jobs through

technological and human considerations in order to enhanceorganization efficiency and employee job satisfaction.

Job Enrichment (Herzberg) Enhancing a job by adding more meaningful tasks and duties(vertical expansion) to make the work more rewarding orsatisfying.

Providing opportunities for achievement, recognition, growth,responsibility, and performance.

Job Enlargement:Job Enlargement is the horizontal expansion of a job. It

involves the addition of tasks at the same level of skilland responsibility


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Job Characteristics

Job Characteristics Model(Hackman and Oldham)

Job design theory that purports that threepsychological states (experiencingmeaningfulness of the work performed,responsibility for work outcomes, and

knowledge of the results of the workperformed) of a jobholder result inimproved work performance, internalmotivation, and lower absenteeism and

turnover.


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Job Characteristics (contd)

1. Skill variety: The degree to which a job entails a variety of

different activities, which demand the use of a number ofdifferent skills and talents by the jobholder

2. Task identity: The degree to which the job requirescompletion of a whole and identifiable piece of work, that is,doing a job from beginning to end with a visible outcome

3. Task significance: The degree to which the job has asubstantial impact on the lives or work of other people, whetherin the immediate organization or in the external environment

4. Autonomy: The degree to which the job provides substantial

freedom, independence, and discretion to the individual inscheduling the work and in determining the procedures to beused in carrying it out

5. Feedback: The degree to which carrying out the work activitiesrequired by the job results in the individual being given direct

and clear information about the effectiveness of his or her


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Job Characteristics Model

JobCharacteristics

Skill variety

Task identity

Tasksignificance

Autonomy

Feedback

PsychologicalStates

Meaningfulne

ss of theworkperformed

Responsibility for work

outcomes Knowledge of

the results ofthe workperformed.

JobOutcomes

Improvedwork

performance Increased

Internalmotivation

Lower

absenteeismand turnover


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Employee Empowerment

Employee Empowerment

Granting employees power to initiate change,thereby encouraging them to take charge of whatthey do

Organizational conditions favoring empowerment: Participation and autonomy

Innovation and acceptance of risk-taking

Access to information

Accountability for results

Cultural openness to change


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Recruitment

It is the process of finding and attractingcapable applicants for the employment. The

process begins when new recruits are soughtand ends when their applicants aresubmitted. The result is a pool of applicantsfrom which new employees are selected.


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Steps in the Recruitment andSelection Process


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Outside Sources of Recruitment

Advertisements

Unsolicited applications

and resumes Internet recruiting

Employee referrals

Executive search firms

Educational institutions

Professionalassociations

Labor unions

Public employment

agencies Private employment

agencies

Temporary help

agencies

Employee leasing


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Internal Source

IJP

Transfer

Promotion


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IJP

Job posting publicizes an open job toemployees (often by literally posting it

on bulletin boards and intranets) andlisting its attributes, like qualifications,supervisor, working schedule, and pay

rate.


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Employee referral Form


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Reference Check Form

(Verify that the applicant has provided permission before conducting reference checks)

Candidate Name:Reference Name: Company Name:

Dates of Employment: (From: and To:)

Position(s) Held: Salary History:

Reason for Leaving:

Explain the reason for your call and verify the above information with the supervisor (including thereason for leaving)

1. Please describe the type of work for which the candidate was responsible.

2. How would you describe the applicants relationships with coworkers, subordinates (if

applicable), and with superiors?

3. Did the candidate have a positive or negative work attitude? Please elaborate

4. How would you describe the quantity and quality of output generated by the former employee?

5. What were his/her strengths on the job?

6. What were his/her weaknesses on the job?

7. What is your overall assessment of the candidate?

8. Would you recommend him/her for this position? Why or why not?

9. Would this individual be eligible for rehire? Why or why not?

Other comments?


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External RecruitmentConsiderations

Yield Ratio Percentage of applicants from a recruitment source that

make it to the next stage of the selection process.

100 resumes received, 50 found acceptable = 50% yield. Cost of Recruitment (per employee hired)

H

NCRBAFAC

H

SC

SC = source costAC = advertising costs, total monthly expenditure (example: $28,000)AF = agency fees, total for the month (example: $19,000)RB = referral bonuses, total paid (example: $2,300)NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)H = total hires (example: 119)

Cost to hire one employee = $414


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Matching People and Jobs

Selection

The process of choosing individuals who have relevantqualifications to fill existing or projected job openings.

Selection Considerations Person-job fit: job analysis identifies required

individual competencies (KSAOs) for job success.

Person-organization fit: the degree to which

individuals are matched to the culture and values ofthe organization.


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Steps in the Selection Process

Steps may vary. An applicantmay be rejected after anystep in the process.Completionof application

Initial interview inHR department

Employment testing(aptitude, achievement)

Background investigation

Preliminary selection inHR department

Supervisor/team interview

Medical exam/drug test

Hiring decision


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The Selection Process

Obtaining Reliable and ValidInformation

Reliability The degree to which interviews, tests, and

other selection procedures yield comparabledata over time and alternative measures.

Validity

Degree to which a test or selection proceduremeasures a persons attributes.


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Employment Test

An objective and standardized measureof a sample of behavior that is used to

gauge a persons knowledge, skills,abilities, and other characteristics(KSAOs) in relation to other individuals.


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Testing for Employee Selection

Uses of Tests Reliability (repeatability of test results)

Validity (measures what it suppose to measure)

Types of Tests Intelligence

Personality and interests

Ability/achievement (current capabilities/knowledge) Aptitude (performance potential)

Physical Ability Tests

EQ test


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Conducting EffectiveInterviews

Plan the interview

Structure the interview

Establish rapport

Ask effective questions

Close the interview


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Guidelines for Interviewees

Prepare

Make a good first impression

Uncover the interviewers needs

Relate your answers to the interviewersneeds

Think before answering

Watch your nonverbal behavior


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Interviewing Methods

Nondirective Interview

The applicant determines the course of the discussion, whilethe interviewer refrains from influencing the applicants

remarks. Structured Interview

An interview in which a set of standardized questions havingan established set of answers is used.


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Interviewing Methods (contd) Situational Interview

An interview in which an applicant is given ahypothetical incident and asked how he or she

would respond to it. Behavioral Description Interview (BDI)

An interview in which an applicant is askedquestions about what he or she actually did in a

given situation. Panel Interview

An interview in which a board of interviewersquestions and observes a single candidate.


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Interviewing Methods (contd) Computer Interview

Using a computer program that requirescandidates to answer a series of questions tailored

to the job. Answers are compared either with an ideal profile

or with profiles developed on the basis of othercandidates responses.

Video interviews Using video conference technologies to evaluatejob candidates technical abilities, energy level,appearance, and the like before incurring the

costs of a face-to-face meeting.


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Some errors in Interview

Halo Effect

StereotypingProjection/ Similar to me Effect

Documents

HRP,Job Analysis