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Session 2: Employee

HR Planning Job Analysis

Nobody plans to fail, they just fail to plan

HR Planning-Definition

The process by which an org ensures that it has the right number and kinds of people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that will help the org achieve its overall objectives Ensuring HR supply meets HR demands.

HR Inventory
HRIS Job Analysis Succession Planning

Planning and Forecasting


Employment or Personnel Planning
The process of deciding what positions the firm

will

have to fill, and how to fill them.

Succession Planning
The process of deciding how to fill the companys most

important executive jobs.

What to Forecast?
Overall personnel needs The supply of inside candidates The supply of outside candidates
4

Forecasting Personnel Needs


Forecasting Tools

Trend Analysis

Ratio Analysis

Scatter Plotting

FIGURE 53 Determining the Relationship Between Hospital Size and Number of Nurses

Note: After fitting the line, you can project how many employees youll need, given your projected volume.

Size of Hospital (Number of Beds) 200 300 400 500 600 700 800 900

Number of Registered Nurses 240 260 470 500 620 660 820 860

Drawbacks to Traditional Forecasting Techniques


They focus on projections and historical relationships. They do not consider the impact of strategic initiatives on future staffing levels. They support compensation plans that reward managers for managing ever-larger staffs. They bake in the idea that staff increases are inevitable. They validate and institutionalize present planning processes and the usual ways of doing things.

Forecasting the Supply of Inside Candidates


Qualification Inventories

Manual Systems and Replacement Charts

Computerized Information Systems

FIGURE 54 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

Employee Replacement Chart for Succession Planning

Job Analysis

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.
Deals with realities- what emps actually do, perceptions-how emps view their jobs, standardswhat should be done and future strategies of jobfuture potential of emps in their jobs Work activities, human behaviors, machines, tools, equipments and work aids, performance standards, job context and human requirements

Components of job analysis

Job Description (content and context of job)- a list of job's duties, responsibilities, reporting relationships, working conditions and supervisory responsibilities
Job Specification (human part) - A list of job's 'human requirements', that is the requisite education, skills, personality and so on

Uses of Job Analysis Information

Recruitment and Selection


Compensation

Performance Appraisal
Training

Steps in Job Analysis

Determining the purpose of job analysis, what kind of info collecting technique is to be used

Review relevant background information- org charts-> relationship among diff jobs, reporting authorities
Select representative positions for analysis- not all jobs can be analysed, select a sample Actually analyse the job by collecting data on job activities, employee behaviors, working conditions etc.

Reviewing gathered info with the worker performing the job and the immediate supervisor
Develop a job description and job specification.

Methods of collecting job analysis information

Interview Method

Individual interviews

Group interviews- gp of people doing the same job


Supervisor interviewsSimple and quick Employee can vent frustrations, skilled interviewer can probe and unearth many issues that cant be written/documented Distortion of information is possible

Pros

Cons

Intvws viewed as efficiency evaluation which may affect their pay

Methods of collecting job analysis information

Questionnaires

Structured checklist, inventory of items


Open ended questions Less costly when large number of people to be intvwed Quick and efficient when large number is conerned Developing and testing the reliability validity is time consuming and also expensive

Pros

Cons

Methods of collecting job analysis info

Observation

When jobs consist of observable physical activitiesmental activities can be observed? If only occasional activity is possible- emergency/ disaster management Reactivity is a problem, worker changes normal behavior as he/she is being observed Every activity is recorded along with the time; digital diaries, pagers Produce a complete picture when substantiated with intvw data.

Participant Diary/Logs

Possibility of exaggerating some activities while underplaying others

Job Analysis in Jobless World

Job- a set of closely related activities carried out for pay


Dejobbing- broadening the responsibilities of the Company's jobs and encouraging emps not to limit themselves to what's on their Jds

Job enlargement- increase in no. Of activities


Job rotation- move from one job to another, identify the strong and weak points Job enrichment- redesigning jobs to increase opportunities for responsibility, achievement growth

Why mgrs are dejobbing their COs

Flatter Organizations
Work Teams- team structure, Toyota plants- selfmanaged teams- complimentary skills Boundaryless Organizations- GE Reengineering- radical redesign of business processes

Competency based job analysis

Competency- ability of an individual to do a job successfully; demonstrable characteristics of a person that enable performance of a job
Combination of knowledge, skills and abilities Job competencies are observable and measurable behaviors Competency based job analysis- writing Jds based on competencies rather than job duties

Traditional analysis- what is accomplished; competency based- how the worker meets the job's objectives or actually accomplishes work Traditional job analysis- job focused- duties responsibilities; competency based- worker focused Why to use comp based analysis?

In case of high perf work system, where emps are encouraged to work in a self-motivated way..around teams, duties lead to a narrow definition of job More strategic to define in terms of competencies Also perf mgmt process becomes easier

Examples of competencies

General competencies- reading writing, mathematical reasoning


Leadership competencies- leading, strategic thinking, teaching, coaching Technical competencies- basic understanding of MS office, finance,

Next class

Ascent discussion
Discuss three job descriptions.

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