Chapter 5

Human Resource Planning

and Job Analysis

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 1

Introduction

Human resource planning is a process

by which an organization ensures that

➢ it has the right number and kinds of people

➢ at the right place

➢ at the right time

➢ capable of effectively and efficiently completing

those tasks that will help the organization achieve its
overall strategic objectives

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 2

Introduction

HR planning must be

➢ linked to the organization’s overall strategy

to compete domestically and globally

➢ translated into the number and types of

workers needed

Senior HRM staff need to lead top

management in planning for HRM issues.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 3

An Organizational Framework

A mission statement defines what business the

organization is in, including

➢ why it exists

➢ who its customers are

➢ strategic goals set by senior management to establish

targets for the organization to achieve

Goals are generally defined for the next 5-20 years.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 4

Linking Organizational Strategy to HR Planning

During a corporate assessment,

➢ SWOT (Strengths-Weaknesses-Opportunities-
Threats) analysis determines what is needed to
meet objectives

➢ strengths and weaknesses and core competencies

are identified

HRM determines what knowledge, skills, and abilities are needed by

the organization’s human resources through a job analysis.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 5

Linking Organizational Strategy to HR Planning

STRATEGIC DIRECTION HR LINKAGE

mission determining organization’s

business

setting goals and

objectives and goals
objectives

strategy determining how to attain

goals and objectives

determining what jobs need to be

structure
done and by whom

matching skills, knowledge,

people and abilities to required jobs

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 6

Linking Organizational Strategy to HR Planning

HR must ensure staff levels meet strategic

planning goals.

➢ An HR inventory report summarizes

information on current workers and their skills

➢ HR information systems (HRIS)

➢ process employee information

➢ quickly generate analyses and reports

➢ provide compensation/benefits support

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 7

Linking Organizational Strategy to HR Planning

Succession planning includes the

development of replacement charts that

➢portray middle- to upper-level management

positions that may become vacant in the
near future

➢list information about individuals who might

qualify to fill the positions

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 8

Linking Organizational Strategy to HR Planning

HR must forecast staff requirements.

➢ HR creates an inventory of future staffing

needs for job level and type, broken down by
year

➢ forecasts must detail the specific knowledge,

skills, and abilities needed, not just “we need
25 new employees”

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 9

Linking Organizational Strategy to Human Resource Planning

HR predicts the future labor supply.

➢ a unit’s supply of human resources comes from:

➢ new hires
➢ contingent workers
➢ transfers-in
➢ individuals returning from leaves

➢ predicting these can range from simple to

complex

➢ transfers are more difficult to predict since they

depend on actions in other units

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 10

Linking Organizational Strategy to HR Planning

Decreases in internal supply come about through:

➢ retirements easiest to forecast

➢ dismissals possible to forecast

➢ transfers possible to forecast

➢ layoffs possible to forecast

➢ sabbaticals possible to forecast

➢ voluntary quits difficult to forecast

➢ prolonged illnesses difficult to forecast

➢ deaths hardest to forecast

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 11

Linking Organizational Strategy to HR Planning

Candidates come from

➢ migration into a community

➢ recent graduates

➢ individuals returning from military service

➢ increases in the number of unemployed and

employed individuals seeking other
opportunities, either part-time or full-time
The potential labor supply can be expanded by formal or
on-the-job training.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 12

Linking Organizational Strategy to HR Planning

To match labor demand and supply, HR

➢ compares forecasts for demand and supply of

workers

➢ monitors current and future shortages, and

overstaffing. Sometimes, strategic goals must
change as a result

➢ uses downsizing to reduce supply and

balance demand

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 13

Linking Organizational Strategy to HR Planning

Employment Planning and

the Strategic Planning Process

demand for labor Outcomes

demand exceeds recruitment

assess current supply
define establish human resources compare demand
organization corporate goals -- - - - - - - - - - - - - for and supply of
mission and objectives HRMS: human resources
job analysis supply exceeds
demand decruitment

supply of
human resources

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 14

Job Analysis

Job analysis is a systematic exploration of the

activities within a job.

➢ it defines and documents the duties,

responsibilities, and accountabilities of a job and
the conditions under which a job is performed

See http://www.staffing-and-recruiting-essentials.com/Sample-Job-
Analysis.html for a sample job analysis.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 15

Job Analysis

Job analysis methods

1. observation– job analyst watches employees directly or reviews
film of workers on the job
2. individual interview– a team of job incumbents is selected and
extensively interviewed
3. group interview– a number of job incumbents are interviewed
simultaneously
4. structured questionnaire– workers complete a specifically
designed questionnaire
5. technical conference– uses supervisors with an extensive
knowledge of the job
6. diary– job incumbents record their daily activities

The best results are usually achieved with some combination of methods.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 16

Job Analysis

understand the purpose review draft

of the job analysis with supervisor

understand the roles of

develop draft
jobs in the organization

benchmark positions seek clarification

determine how to collect

job analysis information

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 17

Job Analysis

The Occupational Information Network

(O*NET) content model includes:

1. worker characteristics
2. worker requirements
3. experience requirements
4. occupation-specific information
5. workforce characteristics
6. occupational requirements

See http://online.onetcenter.org/

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 18

Job Analysis

Position analysis questionnaire (PAQ)

➢ jobs are rated on 194 elements, grouped

in six major divisions and 28 sections

➢ the elements represent requirements

applicable to all types of jobs

➢ its quantitative structure allows many job

comparisons, however, it appears to
apply to only higher-level jobs

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 19

Job Analysis

Job descriptions list:

➢ job title
➢ job identification
➢ job duties/essential functions in order of importance
➢ job specifications - minimal qualifications for job

They are critical to:

➢ describing job to candidates
➢ guiding new-hires
➢ developing performance evaluation criteria
➢ evaluating job’s compensation worth

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 20

Job Analysis
Almost all HRM
activities are
tied to job recruiting
analysis; it is the labor selection
relations
starting point for
sound HRM.
HR
safety &
planning
health
job analysis
job description
job specifications
employee
compensation development

performance employee
management training
career
development

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 21

 Job Analysis

Job design is how a position and its tasks are organized.

➢great job design enriches and motivates through
skill variety task identity task significance
autonomy feedback from job itself

➢flexible work schedules keep employees motivated

and loyal
flex time job sharing telecommuting

➢part of HR planning and job analysis is finding team

members with
technical and interpersonal skills

Video: Jim Harris, Three Keys

to Maximize Productivity

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 22

True or False?
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 23