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8/11/2019 Job Analysis Hr p
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JOB ANALYSIS AND HUMAN
RESOURCE PLANNING
1
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Chapter Objectives
2
Describe the components of a well-designed jobdescription
Describe the importance of succession planning.
Describe why job analysis is a basic human resourcetool.
Explain the reasons for conducting job analysis.
Describe the types of information required for job
analysis. Describe the various job analysis methods.
Explain strategic planning and the human resourceplanning process.
Describe some human resource forecasting techniques.
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Definitions3
Job- Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position- Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
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Definitions (Continued)4
Job analysis- systematic process of determining the
skills, duties, and knowledge required for performing
jobs in an organization Job descriptiondocument providing information
regarding tasks, duties, and responsibilities of job
Job specificationminimum qualifications to perform
a particular job
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Job Analysis: A Basic Human Resource
Management Tool5
Tasks Responsibilities Duties
Job
Analysis
JobDescriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource Planning
Recruitment
SelectionTraining and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor RelationsLegal Considerations
Job Analysis for Teams
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Reasons For Conducting Job
Analysis6
Staffingwould be haphazard if recruiter did not know
qualifications needed for job
Training and Developmentif specification lists aparticular knowledge, skill, or ability, and the person
filling the position does not possess all the necessary
qualifications, training and/or development is needed
Compensation and Benefitsvalue of job must beknown before dollar value can be placed on it
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Reasons For Conducting Job Analysis
(Continued)7
Safety and Healthhelps identify safety and healthconsiderations
Employee and Labor Relationslead to moreobjective human resource decisions
Legal Considerationshaving done job analysisimportant for supporting legality of employmentpractices
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Summary of Types of Data Collected Through
Job Analysis8
Work Activitieswork activities and processes; activity records (in film
form, for example); procedures used; personal responsibility
Worker-oriented activitieshuman behaviors, such as physical actions
and communicating on the job; elemental motions for methods analysis;
personal job demands, such as energy expenditure
Machines, tools, equipment, and work aids used
Job-related tangibles and intangiblesknowledge dealt with or applied
(as in accounting); materials processed; products made or services
performed
Work performanceerror analysis; work standards; work measurements,
such as time taken for a task
Job contextwork schedule; financial and nonfinancial incentives; physical
working conditions; organizational and social contexts
Personal requirements for the jobpersonal attributes such as
personality and interests; education and training required; work experience
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Conducting Job Analysis
9
The people who participate in job analysis should
include, at a minimum:
The employee
The employees immediate supervisor
Other key stakeholders in the organization
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Job Description
10
Job Identificationjob title, department, reporting
relationship, and job number or code
Job Analysis Dateaids in identifying job changesthat would make description obsolete
Job Summaryconcise overview of job
Duties Performedmajor duties
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Job Description (Continued)
11
Job Specificationminimum qualifications person
should possess to perform a particular job
Expanded Job Descriptionlast duty shown, Andany other duty that may be assigned, is becoming THE
job description
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Job Analysis Methods
Questionnaires
Observation
Interviews
Employee recording
Combination of methods
12
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Other Job Analysis Methods13
U.S. Department of Labor Job Analysis Schedule
major component ofjob analysis scheduleis Work
Performed Ratings, which evaluates what workers do
with regard to data, people, and things
Functional Job Analysisconcentrates on
interactions among work, worker and organization
Position Analysis Questionnairestructured
questionnaire that uses checklist to identify job
elements
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Other Job Analysis Methods (Continued)14
Management Position Description Questionnaire
designed for management positions using checklist
method to analyze jobs
Guidelines Oriented Job Analysisstep-by-step
procedure for describing work of a particular job
classification
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STRATEGIC PLANNING&
HUMAN RESOURCES PLANNING
16
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Strategic Planning
The process by which top management determines
overall
organizational purposes and objectives and how they
are to
be achieved
17
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Succession Planning
Planning to have the right
people on the Bus at theright time.
18
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HUMAN RESOURCE PLANNING
The process of systematically reviewing HR
requirements to ensure that the required number
of employees, with the required skills, are
available when they are needed
19
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Human Resources Panning20
Human Resource Planning
ForecastingHumanResourceRequirements
ComparingRequirementsand Availability
ForecastingHuman ResourceAvailability
Demand =
Supply
No Action Restricted Hiring,Reduced Hours,Early Retirement,
Layoff, Downsizing
Shortage of
Workers
Recruitment
Selection
Surplus of
Workers
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Forecasting HR Availability
Determining whether the firm will be able to secure
employees with the necessary skills, and from what
sources these individuals may be obtained
Show whether the needed employees may be
obtained from within the company, from outside the
organization, or from a combination of the two sources
21
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HR Forecasting Techniques
Zero-based forecasting
Justify back filling positions
Bottom-up approachProper lead time to back fill positions
Mathematical Model
Sales volume drives number of hires
Simulation
What if scenarios driving number of
hires
22