1. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Eighth Edition
DeCenzo and Robbins
Chapter 5
Human Resource Planning and Job Analysis
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

2. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
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.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

3. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Introduction
Linked to the organization’s overall strategy and planning to compete domestically and globally.
Overall plans and objectives must be translated into the number and types of workers needed.
Senior HRM staff need to lead top management in planning for HRM issues.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. An Organizational Framework
A mission statement defines what business the organization is in, including why it exists and who its customers are.
Strategic goals
Set by senior management to establish targets for the organization to achieve.
Generally defined for the next 5-20 years.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. An Organizational Framework
Corporate assessment
Gap or 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.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. An Organizational Framework
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

7. Linking Organizational Strategy to Human Resource Planning
Ensures that people are available to meet the requirements set during strategic planning.
Assessing current human resources
A human resources inventory report summarizes information on current workers and their skills.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

8. Linking Organizational Strategy to Human Resource Planning
Human Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

9. Linking Organizational Strategy to Human Resource Planning
Assessing current human resources
Succession planning
includes the development of replacement charts
portray middle-to-upper level management positions that may become vacant in the near future
lists information about individuals who might qualify to fill the positions
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

10. Linking Organizational Strategy to Human Resource Planning
Determining the Demand for Labor
A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type.
Forecasts must be made of the need for specific knowledges, skills and abilities.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

11. Linking Organizational Strategy to Human Resource Planning
Predicting 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.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Linking Organizational Strategy to Human Resource Planning
Predicting the Future Labor Supply
Decreases in internal supply come about through:
Retirements
Dismissals
Transfers-out
Lay-offs
Voluntary quits
Sabbaticals
Prolonged illnesses
Deaths
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

13. Linking Organizational Strategy to Human Resource Planning
Retirements are the easiest to forecast.
Other factors are much more difficult to project.
Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

14. Linking Organizational Strategy to Human Resource Planning
Where Will We Find Workers
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.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

15. Linking Organizational Strategy to Human Resource Planning
Matching Labor Demand and Supply
Employment planning compares forecasts for demand and supply of workers.
Special attention should be paid to current and future shortages and overstaffing.
Decruitment or downsizing may be used to reduce supply and balance demand.
Rightsizing involves linking staffing levels to organizational goals.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

16. Linking Organizational Strategy to Human Resource Planning
Employment Planning and
the Strategic Planning Process
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

17. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
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.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

18. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Analysis Methods
Observation method – job analyst watches employees directly or reviews film of workers on the job.
Individual interview method – a team of job incumbents is selected and extensively interviewed.
Group interview method – a number of job incumbents are interviewed simultaneously.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

19. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Analysis Methods
Structured questionnaire method – workers complete a specifically designed questionnaire.
Technical conference method – uses supervisors with an extensive knowledge of the job.
Diary method – job incumbents record their daily activities.
The best results are usually achieved with some combination of methods.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

20. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

21. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Structured Job Analysis Techniques
Department of Labor’s Job Analysis Process:
Information from observations and interviews is used to classify jobs by their involvement with data, people and things.
Information on thousands of titles available on O*Net OnLine which is the Department of Labor’s replacement for the Dictionary of Occupational Titles.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

22. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Position Analysis Questionnaire (PAQ)(developed at Purdue University)
Jobs are rated on 194 elements, grouped in six major divisions and 28 sections.
The elements represent requirements that are applicable to all types of jobs.
This type of quantitative questionnaire allows many different jobs to be compared with each other, however, it appears to be more applicable to higher-level professional jobs.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

23. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Descriptions
Written statement of what jobholder does, how it is done, under what conditions and why.
Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities.
Used to describe the job to applicants, to guide new employees, and to evaluate employees.
Identification of essential job functions is needed to assure compliance with Americans with Disabilities Act.
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24. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Specifications
States minimum acceptable qualifications.
Used to select employees who have the essential qualifications.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

25. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Evaluations
Specify relative value of each job in the organization.
Used to design equitable compensation program.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

26. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
The Multi-faceted Nature of Job Analysis
Almost all HRM activities are tied to job analysis.
Job analysis is the starting point for sound HRM.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

27. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Job Analysis
Job Analysis and the Changing World of Work
Globalization, quality initiatives, telecommuting, and teams require adjustments to the components of a job.
Today’s jobs often require not only technical skills but interpersonal skills and communication skills as well.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins