Chapter 3 & 4
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
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.
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.
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.
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
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
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
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”
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
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
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.
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
Employment Planning and
the Strategic Planning Process
demand for labor
Outcomes
assess current
human resources demand exceeds
recruitment
define establish -- - - - - - - - - - - - - supply
compare demand
organization corporate goals HRMS: for and supply of
mission and objectives job analysis human resources
supply exceeds
demand decruitment
supply of
human resources
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-Analy
sis.html
for a sample job analysis.
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
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
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
Job Analysis
recruiting
labor selection
relations
Almost all HRM
activities are tied safety &
HR
planning
to job analysis; it health
is the starting job analysis
point for sound job description
job specifications
HRM. compensation
employee
development
performance employee
management training
career
development
