Chapter 5

Effective Job Analysis

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
Chapter 5, slide 2

Introduction
HR planning must be

linked to the organizations 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.
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.

Chapter 5, slide 4

Linking Organizational Strategy to HR Planning

During a corporate assessment,

SWOT (Strengths-WeaknessesOpportunities-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 organizations human resources through a job analysis.
Chapter 5, slide 5

Linking Organizational Strategy to HR Planning

STRATEGIC DIRECTION mission

HR LINKAGE determining organizations business setting goals and objectives determining how to attain goals and objectives determining what jobs need to be done and by whom matching skills, knowledge, and abilities to required jobs

objectives and goals

strategy

structure

people

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

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

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

Chapter 5, slide 9

Linking Organizational Strategy to Human Resource Planning

HR predicts the future labor supply. a units 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
Chapter 5, slide 10

Linking Organizational Strategy to HR Planning

Decreases in internal supply come about through:
retirements easiest to forecast

dismissals
transfers layoffs sabbaticals voluntary quits prolonged illnesses deaths

possible to forecast
possible to forecast possible to forecast possible to forecast difficult to forecast difficult to forecast hardest to forecast
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.
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

Chapter 5, slide 13

Linking Organizational Strategy to HR Planning

Employment Planning and

the Strategic Planning Process

demand for labor demand exceeds supply

Outcomes

define organization mission

establish corporate goals and objectives

assess current human resources -- - - - - - - - - - - - HRMS: job analysis

recruitment

compare demand for and supply of human resources

supply exceeds demand

supply of human resources

decruitment

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

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.
Chapter 5, slide 16

Job Analysis

understand the purpose of the job analysis

review draft with supervisor

understand the roles of jobs in the organization

develop draft

benchmark positions

seek clarification

determine how to collect job analysis information

Chapter 5, slide 17

Job Analysis
The Occupational Information Network (O*NET) content model includes:

1. 2. 3. 4. 5. 6.

worker characteristics worker requirements experience requirements occupation-specific information workforce characteristics occupational requirements

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

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 jobs compensation worth

Chapter 5, slide 20

Job Analysis
Almost all HRM activities are tied to job analysis; it is the starting point for sound HRM.
safety & health recruiting labor relations selection

HR planning

job analysis job description job specifications

compensation

employee development

performance
management career development

employee training

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

Chapter 5, slide 22

True or False?
1. HR planning must be separate from the organizations 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!
Chapter 5, slide 23

1. 2. 3. 4. 5. 6.

False True False True False True

Chapter 5, slide 24