1. CHAPTER 4

2. JOB ANALYSIS: A BASIC HR MANAGEMENT TOOL
HR PLANNING
RECRUITMENT
SELECTION
EQUAL EMPLOYMENT
HR DEVELOPMENT
JOB ANALYSIS
HR RESEARCH
PERFORMANCE APPRAISAL
EMPLOYEE & LABOR RELATIONS
SAFETY & HEALTH
COMPENSATION AND BENEFIT

3. COMBINATION OF METHODS
JOB ANALYSIS METHOD
QUESTIONNAIRES
OBSERVATION
INTERVIEWS
EMPLOYEE RECORDING
COMBINATION OF METHODS

4. JOB DESCRIPTION COMPONENTS
JOB IDENTIFICATION
DATE OF THE JOB ANALYSIS
JOB SUMMARY
DUTIES PERFORMED

5. EDUCATIONAL REQUIREMENTS
JOB SPECIFICATION: A DOCUMENT CONTAINING THE MINIMUM ACCEPTABLE QUALIFICATIONS, INCLUDING: K
EDUCATIONAL REQUIREMENTS A
EXPERIENCE S
PERSONALITY TRAITS O
PHYSICAL ABILITIES

6. HUMAN RESOURCES PLANNING MODEL
Lead to
Resulting in
EMPLOYMENT
FORECASTING
SUPPLY ANALYSIS
BALANCING SUPPLY & DEMAND CONSIDERATIONS
Top-down and bottom-up technique
Recruiting or reduction
Internal and external considerations
internal
external

7. Approaches to Human resources planning
DISTINGUISHING
CHARACTERISTICS
approach used
focus upon
conducted by
techniques used
seeks to reconcile
involves
TOP DOWN
Quantitative
Management needs
Professional planners
Statistical and mathematical
Supply of human resources with demand
Forecasting HR shortages, surpluses, career paths, and blockages
Qualitative
Employee needs
Human resources practitioners
Counseling/training/ development
Employee personal characteristics
Appraisal of performance, promotability, management, and career development
BOTTOM UP

8. CHAPTER 5

9. STRATEGIC PLANNING IS THE PROCESS BY WHICH TOP MANAGEMENT DETERMINES:
Objectives &
Overall organizational purposes,
How they are to be achieved

10. THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS INVOLVES:
Mission determination
Environmental assessment
Objective setting
Strategy setting

11. POSSIBLE ACTIONS WHEN CONFRONTED WITH A SURPLUS OF EMPLOYEES
Restricted hiring
Reduced hours
Early retirement
Layoffs

12. Human resource Planning
Strategic Planning
Human resource Planning
Forecasting Human resource requirements
Comparing requirements and availability
Forecasting human resource availability
Demand = supply
Surplus of workers
Shortage of workers
No action
Restricted hiring , reduced hours, Early retirement, layoffs, downsizing
recruitment
selection

13. THE HR PLANNING PROCESS: the systematic review of human resource requirement to ensure that:
The required number
of employees
With the required skills
Are available when needed

14. FORMULATING STRATEGY & IMPLEMENTATION
MISSION DETERMINATION
ENVIRONMENTAL ASSESSMENT
External Internal
Objective setting
Strategy setting
STRATEGY IMPLEMENTATION

15. THE LEVELS OF STRATEGIC PLANNING
Corporate-level strategic planning
Business-level strategic planning
Strategic business unit (SUB)
Functional-level strategic planning

16. THE LEVELS OF STRATEGIC PLANNING
CORPORATE LEVEL
Board of directors
chief executive officer
VP finance
VP HR
Other VPs
BUSINESS LEVEL
Product division A
Product division B
Other divisions
FUNCTIONAL LEVEL
HR manager
Product manager
Marketing manager
Finance manager

17. CHAPTER 6

18. THE RECRUITMENT PROCESS
HR Planning
Alternatives to recruitment
Recruitment
Internal sources
External sources
Internal methods
External methods
Recruited individuals

19. ALTERNATIVES TO RECRUITMENT
outsourcing
contingent workers
Employee leasing
overtime

20. Recruitment databases/ Automated applicant tracking systems
INNOVATIVE EXTERNAL METHODS OF RECRUITMENT
Internal recruiting
Recruitment databases/ Automated applicant tracking systems
Virtual job fairs
Sign-on bonuses

21. Employment agencies private & public
CONVENTIONAL EXTERNAL METHODS OF RECRUITING
Advertising
Employment agencies private & public
Recruiters
Special events
internships

22. CONVENTIONAL EXTERNAL METHODS OF RECRUITING (CONTINUED)
executive search firms
professional associations
Employee referrals
Unsolicited walk-in applicants

23. EXTERNAL SOURCES OF RECRUITMENT
High schools & vocational schools
community colleges
colleges& universities
competitors & other firms
unemployed
older individuals
military personnel
self-employed workers