1. © 2008 by Prentice Hall4-1 Timeliness of Job Analysis Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.

2. © 2008 by Prentice Hall4-2 Job Analysis for Team Members With team design, there are no narrow jobs Work departments do is often bundled into teams Last duty shown on proverbial job description, “And any other duty that may be assigned,” is increasingly becoming THE job description.

3. © 2008 by Prentice Hall4-3 Job Analysis and the Law Equal Pay Act - Similar pay must be provided if jobs are not substantially different as shown in job descriptions Fair Labor Standards Act - Employees categorized as exempt or nonexempt

4. © 2008 by Prentice Hall4-4 Job Analysis and the Law (Cont.) Civil Rights Act - Basis for adequate defenses against unfair discriminations charges in selection, promotion, and other areas of HR administration Occupational Safety and Health Act - Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people Americans with Disabilities Act - Make reasonable accommodations for disabled workers

5. © 2008 by Prentice Hall4-5 Strategic Planning Strategic planning - Process by which top management determines overall organizational purposes and objectives and how they are to be achieved Strategic planning at all levels can be divided into four steps

6. © 2008 by Prentice Hall4-6 Strategic Planning and Implementation Process MISSION DETERMINATION Decide what is to be accomplished (purpose) Determine principles that will guide the effort ENVIRONMENTAL ASSESSMENT Determining external conditions, threats, and opportunities Determining competencies, strengths, and weaknesses within the organization. External Internal OBJECTIVE SETTING Specifying corporate-level objectives that are: Challenging, but attainable Measurable Time-specific Documented (written) STRAGEDY SETTING Specifying and documenting corporate level strategies and planning STRAGEDY IMPLEMENTATION

7. © 2008 by Prentice Hall4-7 Strategy Implementation Leadership Organizational Structure Information and Control Systems Technology Human Resources

8. © 2008 by Prentice Hall4-8 Human Resource Planning Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of time

9. © 2008 by Prentice Hall4-9 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 Shortage of Workers Recruitment Selection Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing

10. © 2008 by Prentice Hall4-10 Definitions Requirements forecast - Determining number, skill, and location of employees organization will need at future dates in order to meet goals Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sources

11. © 2008 by Prentice Hall4-11 Forecasting Human Resource Requirements Zero-based forecasting - Uses current level as starting point for determining future staffing needs Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs.

12. © 2008 by Prentice Hall4-12 Forecasting Human Resource Requirements (Cont.) Relationship between Volume of Sales and Number of Workers Required Simulation Models - Simulation is a forecasting technique for experimenting with real-world situation through mathematical model representing that situation. A model is abstraction of the real world.

13. © 2008 by Prentice Hall4-13 The Relationship of Sales Volume to Number of Employees Number of Employees 500 400 300 200 100 0102030405060 Sales (thousands )

14. © 2008 by Prentice Hall4-14 Forecasting HR Availability Determining whether firm will be able to secure employees with necessary skills, and from what sources Show whether needed employees may be obtained within company, from outside organization, or from combination of these sources

15. © 2008 by Prentice Hall4-15 Use of HR Databases Many workers needed for future positions may already work for firm Databases include information on all managerial and nonmanagerial employees Companies search databases within company to see if employees with needed qualifications already exist. Growing trend is to automatically notify qualified employees of new positions.