1. 1 Job Analysis & HR Planning Chapter 2 Resource Person: Furqan-ul-haq Siddiqui Reference Books:  Human Resource Management (Keith Devis)  Human Resource Management (Mondy)  Internet

2. 2 Functions (Scope) of HRM 1.Staffing Personnel Planning Job Analysis Recruitment Selection Functions of HRM 5.Employee & Labor Relations 4.Safety & Health 3.Compensation & Benefits 2.Human Resource Development

3. 3 1.Staffing Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs at the right time to achieve the organization’s objectives.  It includes Personnel planning Job Analysis Recruitment Selection

4. 4 1996 Croatia USAF CT-43 crash On April 3, 1996, a United States Air Force CT-43 crashed in Croatia while on an official trade mission. The aircraft was carrying United States Secretary of Commerce Ron Brown and 35 other people (including 16 corporate executives).

5. 5 The September 11 attacks Often referred to as September 11th or 9/11were a series of coordinated suicide attacks on the United States on September 11, 2001. On that morning, 19 terrorists hijacked four commercial passenger jet airliners.  The death toll of the attacks was 2,996, including the 19 hijackers with more then 6000 injuries.  The hijackers intentionally crashed two of the airliners into the Twin Towers of the World Trade Center in New York City, killing everyone on board and many others working in the buildings.

6. 6 Succession Planning The process for identifying and developing people with the potential to fill key positions in the company once the position is vacant. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.

7. 7 Difference Between "Job" And "Position"  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. Job – A job is a pattern of tasks, duties and responsibilities that can be done by a person (Keith Devis)

8. 8 Strategic Planning- is the process by which top management determines overall organizational purposes and objectives and how they are to be achieved. HR Planning- The process of systematically reviewing HR requirements to determine & ensure that required number of employees, with the required skills, are available when they are needed. Succession Planning- Ensuring that a qualified person is available to assume a managerial position once the position is vacant usually with the help of replacement chart. Succession Development- The process of determining a comprehensive job profile of the key positions and then ensuring that key prospects are properly developed to match these qualifications

9. 9 Human Resource Planning Process External Environment Internal Environment Strategic Planning Human Resource Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Surplus of Workers Demand = Supply No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing Shortage of Workers Recruitment Selection

10. 10  Statistical approaches 1. Ratio analysis 2. Regression analysis  Judgmental methods Demand Forecasting

11. 11 Patients: Doctors = 4:1 Number of Patients = 100 Number of Doctors = 25 Ratio analysis If there are 400 patients, how many Doctors are needed?

12. 12 # Employees # Customers 50100150 75 50 25 0 Regression analysis

13. 13 The Relationship of Sales Volume to Number of Employees Number of Employees 500 400 300 200 100 0102030405060 Sales (thousands)

14. 14 Job Analysis Job analysis – Job analysis is a systematic process of determining the skills, duties and human characteristics required for performing specific job in organization. In job analysis information about jobs are systematically collected, evaluated & organized.  Job description – document providing information regarding tasks, duties, and responsibilities of job  Job specification – minimum qualifications to perform a particular job

15. 15 Job Analysis: A Basic Human Resource Management Tool TasksResponsibilitiesDuties Job Analysis Job Descriptions Job Specifications KnowledgeSkillsAbilities  Human Resource Planning  Recruitment  Selection  Training and Development  Performance Appraisal  Compensation and Benefits  Safety and Health  Employee and Labor Relations  Legal Considerations

16. 16 Job Description- a written statement that explains tasks, duties, working conditions, responsibilities & other aspects of a specified job  Job Title  Location  Duties  Machines, Tools, Equipments, Materials used.  Supervision given or received  Job Grade / Pay Scale  Employment Status  Hazard  Date  Job Summary

17. 17 Sample Job Description

18. 18

19. 19 Job Descriptions Contents Job Identification Job Summary Responsibilities and Duties Authority Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

20. 20 The Job Description Sections Job identification  Job title: name of job  Grade/ status  Preparation date: when the description was written  Prepared by: who wrote the description Job summary  Describes the general nature of the job  Lists the major functions or activities

21. 21 Relationships (chain of command)  Reports to: employee’s immediate supervisor  Supervises: employees that the job incumbent directly supervises  Works with: others with whom the job holder will be expected to work and come into contact with internally.  Outside the company: others with whom the job holder is expected to work and come into contact with externally.

22. 22 Responsibilities and duties  A listing of the job’s major responsibilities and duties (essential functions)  Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations. Standards of performance and working conditions  Lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities.  Job Specification  Authority

23. 23 Job Specification- a written statement that explains human characteristics needed to perform the job. Education Experience Training Physical & Mental Status Communication Skills Languages Physical Skills Personality Traits

24. 24 Sample Job Specification-

25. 25 Purposes of Job Analysis  What physical and mental tasks does the worker accomplish?  When does the job have to be completed?  Where is the job to be accomplished?  How does the worker do the job?  Why is the job done?  What qualifications are needed to perform the job?

26. 26 Reasons For Conducting Job Analysis Staffing- lacking up-to-date job analysis, a firm would have to select employees for the job without having clear guidelines. Training & Development- Incompatibility between job requirement & employee can b met by T&D. Compensation and Benefits- The relative value of a particular job to the company must be known before a monetary value can be placed on it. Safety and Health- Information derived from job analysis is also valuable in identifying safety and health considerations. Employee and Labor Relations- Job analysis provides a standard for promotion, transfer, demotion. Legal Considerations- Job analysis data is used to defend matters involving legal obligations.

27. 27 Occasions For Job Analysis  When the organization is founded  When new jobs are created  When jobs are changed significantly as a result of new technologies, methods, procedures, or systems  Job Morphing- Readjusting skills to match the job requirements or changing of a present job to a new one. like if your working in a construction site as a an electrician, then you'll do the plumbing just to make the work faster. any work you're capable of doing which is not you're usual routine.

28. 28 Job Analysis Methods  Questionnaires  Observation  Interviews  Employee recording  Analyzing jobs of rival organizations  Combination of methods

29. 29 Methods of Collecting Job Analysis Information: The Interview Information Sources  Individual employees  Groups of employees  Supervisors with knowledge of the job Advantages  Quick, direct way to find overlooked information Disadvantages  Distorted information Interview Formats  Structured (Checklist)  Unstructured

30. 30 Questionnaires Information Source  Employees fill out questionnaires to describe their job- related duties and responsibilities Questionnaire Formats  Structured checklists  Open-ended questions Advantages  Quick and efficient way to gather information from large numbers of employees Disadvantages  Expense and time consumed in preparing and testing the questionnaire

31. 31 Observation Information Source  Observing and noting the physical activities of employees as they go about their jobs Advantages  Provides first-hand information  Reduces distortion of information Disadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves a high level of mental activity

32. 32 Participant Diary/Logs Information Source  Workers keep a chronological diary/ log of what they do and the time spent on each activity Advantages  Produces a more complete picture of the job  Employee participation Disadvantages  Distortion of information  Depends upon employees to accurately recall their activities

33. 33 People Who Participate in Job Analysis Should Include (at a minimum)  Employee  Employee’s immediate supervisor  Job analyst  Consultants

34. 34 JOB DESIGN- Process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in the organization in order to increase productivity & employees satisfaction. Or else  Lower productivity  Employees Turnover  Absenteeism  Resignations  Employees dissatisfaction  Sabotage  Unionization  Complaint

35. 35 Job Design is Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation are the various techniques used in a job design exercise.

36. 36 Elements of Job Design 1. Organizational Elements (Efficiency)  Mechanistic Approach- Involves identifying every task of a job so that task can be arranged & grouped into a job. Results Specialization & shortens Job Cycle.  Work flow- Sequence & balance between jobs.  Work Practices- Set ways of performing work.  Ergonomics- Study of how human beings physically interface with equipments.

37. 37 2. Environmental Elements  Employee abilities & Availability  Social & Cultural Expectations 3.Behavioral Elements.  Autonomy  Variety  Task Identity  Task Significance  Feedback

38. 38 Organizational Elements Environmental Elements Behavioral Elements Job Design Productivity & Satisfying Jobs Feedback Input Transformation Process Desired Outputs The Job design Input-output Framework

39. 39 Job Analysis in a “Jobless” World From Specialized to Enlarged Jobs Techniques of Job Redesign Job enlargement “ adds more things to do ” Assigning workers additional same level activities, thus increasing the number of activities they perform. (Horizontal loading) Job enrichment“ adds more responsibility ”  Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. (Vertical loading)

40. 40 Job rotation  Moving an employee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company  Systematically moving workers from one job to another to enhance work team performance.

41. 41 Why Managers Are Dejobbing /Redesigning Dejobbing Broadening the responsibilities of the company’s jobs by encouraging employees not to limit themselves up to job description. Internal factors leading to dejobbing  Flatter organizations  Work teams  Reengineering External factors leading to dejobbing.  Rapid product and technological change  Global competition  Deregulation,  Political instability,  Demographic changes  Rise of a service economy.