Hrplanningrecruitmentandselection 120310213035-phpapp01 (1)

  • 495 views
Uploaded on

 

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
495
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
30
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • The end product of a job analysis is job description and specifications. Description is information about the”WHAT” in a job and specification identity who should qualify for the job
  • The format and content of the job description and specification vary from one agency to another. However, the CSC requires some minimum qualification standards for each job in the bureaucracy.The duties assigned to a particular job may change in accordance with the needs of the organization. Sometimes there is a need to restructure the organization. The restructuring might lead to a change in the descriptions and specifications of certain jobs in the affected units or departments.
  • In the Philippines, the two broad classification systems of personnel in a government agency are the rank position and classification systems. Civil service employees are classified under the position classification system while the military personnel and the faculties of state universities and colleges are categorized under the rank classification system
  • job analysis determines the minimum and desirable qualifications for a job, , the information about the needed tasks, duties, and responsibilities can certainly guide the HR interviewer in evaluating the qualifications of the persons being considered for the job. This can be done by comparing the employee’s previous work experience and training with the tasks specified in the job analysis.Such information will help avoid the overlapping of duties and responsibilities of employees which could lead to irritants or friction in their relationships This can serve as a basis for determining how well employees have been performing their jobs. French has stressed that analysis of jobs in the organization will also lead to the development of performance appraisal forms which can be effectively used in the agency. This analysis provides a rational basis for determining wage/salary classification per rank and per stepcan also assist management in mapping out the possible career paths and advancement opportunities for each employee. In other words, the process can lead to the development of “career progression ladders” of employees in the organization.
  • . It has been pointed out by expert in the field of HRM that the type of work performed by an employee is a critical variable in job satisfaction. Job design determines how work is performed. It therefore affects how an employee feels about the job, how much authority can be exercised, what kind of decision can be made on the job, and how many tasks should be completed.
  • Planning the human resources needs of an organization starts from its overall purpose or mission. The output of the planning process will then have to reflect management philosophy, policies and program in the context of the overall strategic plans and the changing conditions within and outside the organization.
  • Once the forecast of human resources demand and supply have been made you are now ready to make detailed plans for the personnel of the organization. Recruitment of new employees may now be focus on where, how and what position they will be hired.
  • The figure illustrates the interactive phases of strategic planning and human resource planning. It further emphasized that the best methods of improving quality and productivity of the organization are directly related to human resources issues such as motivation, culture and education and training.

Transcript

  • 1. JOB ANALYSIS, DESIGN AND EVALUATION
  • 2. JOB ANALYSIS the process of systematically determining the essential components of a job – the duties, skills and qualifications required of the employee. Such data may be gathered through interviews with the employees and their respective supervisors, job observations, and the use of a questionnaire
  • 3. JOB DESCRIPTION refers to the following: job title, division and department, nature of the job, duties and responsibilities, methods and tools used, hours of work, the person to whom the employee is accountable, funds or properties responsible for, compensation, benefits and privileges, hazards and risks, and
  • 4. JOB SPECIFICATIONS specification list the needed qualifications of the employee who is supposed to be appointed for the job described. It specifies the educational qualifications, work experience, psychological traits particularly the mental and personality characteristics, health status, special qualification like age, sex, status and special skills.
  • 5. RANK CLASSIFICATION SYTEM vs. POSITION CLASSIFICATION
  • 6. RANK CLASSIFICATION SYTEM POSITION CLASSIFICATION •it is the person or incumbent of the position or job who is classified. •The person’s official rank in the organization will depend on educational qualifications, training, experiences, achievements and seniority. •The employee is paid in accordance with the rank and not according to the kind of work that is actually performed. •This means that the rank is attached to the person and that is carried to wherever the person is assigned including the salary grade attached to the rank • Each rank requires certain credentials such as masters or doctorate’s degree, experience and seniority. •The faculty maintains his/her rank regardless of the discipline he/she specializes in and regardless of the courses he/she teaches, whether graduate or undergraduate courses. • it is the position that is classified and not the person or the incumbent. The classification is based on the duties and responsibilities required by the position or the functions that are required to be performed by the incumbents.
  • 7. Uses of Job Analysis provides critical inputs to management decision- making particularly in relation to the recruitment and selection of personnel analysis reveals the areas in which the new employee has to be trained to successfully perform the tasks in the assigned job. provide critical information about work relationships in a particular unit or department as well as among departments in the whole organization. assist management in coming up with standards for work performance also serve as a tool for evaluating jobs in the organization management can be guided to determine the movement of employees by promotion, demotion, transfer, layoff, or resignation.
  • 8. Methods of Job Analysis The Functional Job Language Technique.  you have to interview the employees or workers to ascertain which of the activities they perform could be considered critical in the effective performance in their jobs. Rather than identifying all the relevant employee activities as is done in the functional job language technique, you will identify only those crucial to effective performance The Critical Incident Technique  In this technique, you have to interview the employees or workers to ascertain which of the activities they perform could be considered critical in the effective performance in their jobs. Rather than identifying all the relevant employee activities as is done in the functional job language technique, you will identify only those crucial to effective performance.
  • 9. The Job Element Technique  more of a quantitative procedure used to question a panel of “expert” about the important activities of the employee. You will ask each “expert” about an element to determine its importance in the job to be done. Job element usually human qualities or traits and not behaviors. The “expert” panel is selected by management. This panel usually composed of employees and supervisors performing the same job or within the same job category. The Positive Analysis Questionnaire Technique  To use this technique, you have to prepare a standard questionnaire which will be used to build a profile of any job and rank it relative to others based on certain broad categories as work relationship, work environment or job situation.
  • 10. Job Design the process of determining the content, functions, and relationships of jobs in a way which meets the goals and interests of the organization and the employee. The content of a job includes the various tasks to be carried out, the autonomy of the job holder, the routines of the tasks performed, the difficulty of the tasks carried out, and the identity of the job holder. The functions of a job include the work methods employed and the coordination of the work, responsibility, information flow, and authority of the job. The relationships of the job refer to the shared work between and among employees in the agency
  • 11. Approaches to Job Design Job rotation A technique used to enhance employee motivation is job rotation. This involves periodically assigning employees to alternating jobs or tasks Job enlargement The main purpose of this technique is also to reduce boredom through job enlargement which increases the scope of the work. In other words, the tasks being performed are enlarged such that the methods of operation are changed and in turn, the pace of the work is changed
  • 12. Employee-centered work design Employees are encouraged to be involved in redesigning their work to make their work more satisfying. The work changes to be introduced should be designed to accomplish the over-all objectives/goals of the department or unit. Job enrichment jobs are redesigned in scope and in depth. Scope refers to the dimension of the job concerned with the length of time an employee takes to complete the job Reengineering involves the processes of restructuring, downsizing, or automating the organization to make it more productive and efficient. Included in the process is the application of new technology to allow employees to work more efficiently and effectively.
  • 13. Job Evaluation is a systematic process of comparing jobs to determine their relative worth to the organization. This kind of job analysis is the basis of a job hierarchy and pay range. The result of this is a pay system with the pay rate for each job commensurate with its status within the job hierarchy
  • 14. HR PLANNING, RECRUITMENT AND SELECTION
  • 15. HR Planning Begins with a review of the human resources needs in the light of organizational goals and plans for ensuring the employment of competent, qualified and stable work force Closely related to staffing process where an analysis of the skills level among employees is done in addition to an analysis of the external labor market
  • 16. HR Planning Forecast the need for the additional personnel over some future period of time (Estimates the future human resources needs of the organization based on personnel turnover, retirement, promotion and expansion) Survey the skills levels among the employees and in the job market (Estimates of future labor supply based on economic projections, population movement, trends in education, and rate of promotion w/in the organization ) Decide on ways to meet the need
  • 17. Human Resource Planning The Human Resource Planning Process Strategic Planning Forecasting Human Resource Requirements Comparison of Requirements and Availability Forecasting Human Resource Availability EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Demand = Supply Surplus of Workers Shortage of Workers No Action Restricted Hiring, Reduced Hours; Early Retirement Layoff Recruitment Selection
  • 18. RECRUITMENT AND SELECTION PROCESS RECRUITMENT - refers to the process of attracting applications from people SELECTION - process of measuring and assessing the characteristics of applicants and choosing those persons who are most likely to succeed on the job
  • 19. FACTORS AFFECTING THE RECRUITMENT PROCESS ORGANIZATIONAL FACTORS - Perception about the organization - Growth opportunities - Reward system - Leadership and management style EXTERNAL FACTORS - Supply and Demand of Labor - Social attributes on particular type of employment RECRUITMENT W/IN & OUTSIDE THE ORGANIZATION
  • 20. SELECTION PROCESS Selecting the best candidates among the applicants on the basis of certain factors which range from the concrete and measurable to the abstract and personal like leadership and potential. SELECTION TEST - Measures of Proficiency, achievement or knowledge - Measures of aptitude or potential - Measures of mental ability - Measures of interest - Measures of personality - Measures of substance abuse