JOB ANALYSIS AND HUMANRESOURCE PLANNINGDR SORAB SADRI AND PROF.JAYASHREE SADRI1
Chapter Objectives2 Describe the components of a well-designed jobdescription Describe the importance of succession plan...
Definitions3 Job - Consists of a group of tasks that must beperformed for an organization to achieve its goals Position ...
Definitions (Continued)4 Job analysis - systematic process of determining theskills, duties, and knowledge required for p...
Job Analysis: A Basic Human ResourceManagement Tool5Tasks Responsibilities DutiesJobAnalysisJobDescriptionsJobSpecificatio...
Reasons For Conducting JobAnalysis6 Staffing – would be haphazard if recruiter did not knowqualifications needed for job...
Reasons For Conducting Job Analysis(Continued)7 Safety and Health – helps identify safety and healthconsiderations Emplo...
Summary of Types of Data Collected ThroughJob Analysis8 WorkActivities – work activities and processes; activity records ...
Conducting Job Analysis9The people who participate in job analysis shouldinclude, at a minimum: The employee The employe...
Job Description10 Job Identification – job title, department, reportingrelationship, and job number or code Job Analysis...
Job Description (Continued)11 Job Specification – minimum qualifications personshould possess to perform a particular job...
Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods12
Other Job Analysis Methods13 U.S. Department of LaborJob Analysis Schedule –major component of jo b analysis sche dule is...
Other Job Analysis Methods (Continued)14 Management Position Description Questionnaire –designed for management positions...
STRATEGIC PLANNING&HUMAN RESOURCES PLANNING16
Strategic PlanningThe process by which top management determinesoverallorganizational purposes and objectives and how they...
Succession PlanningPlanning to have the rightpeople on the “Bus” at theright time.18
HUMAN RESOURCE PLANNINGThe process of systematically reviewing HRrequirements to ensure that the required numberof employe...
Human Resources Panning20Human Resource PlanningForecastingHumanResourceRequirementsComparingRequirementsand AvailabilityF...
Forecasting HR Availability Determining whether the firm will be able to secureemployees with the necessary skills, and f...
HR Forecasting Techniques Zero-based forecastingJustify back filling positions Bottom-up approachProper lead time to bac...
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Job analysis HRP

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Job analysis HRP

  1. 1. JOB ANALYSIS AND HUMANRESOURCE PLANNINGDR SORAB SADRI AND PROF.JAYASHREE SADRI1
  2. 2. Chapter Objectives2 Describe the components of a well-designed jobdescription Describe the importance of succession planning. Describe why job analysis is a basic human resourcetool. Explain the reasons for conducting job analysis. Describe the types of information required for jobanalysis. Describe the various job analysis methods. Explain strategic planning and the human resourceplanning process. Describe some human resource forecasting techniques.
  3. 3. Definitions3 Job - Consists of a group of tasks that must beperformed for an organization to achieve its goals Position - Collection of tasks and responsibilitiesperformed by one person; there is a position for everyindividual in an organization
  4. 4. Definitions (Continued)4 Job analysis - systematic process of determining theskills, duties, and knowledge required for performingjobs in an organization Job description – document providing informationregarding tasks, duties, and responsibilities of job Job specification – minimum qualifications to performa particular job
  5. 5. Job Analysis: A Basic Human ResourceManagement Tool5Tasks Responsibilities DutiesJobAnalysisJobDescriptionsJobSpecificationsKnowledge Skills AbilitiesHuman Resource PlanningRecruitmentSelectionTraining and DevelopmentPerformance AppraisalCompensation and BenefitsSafety and HealthEmployee and Labor RelationsLegal ConsiderationsJob Analysis for Teams
  6. 6. Reasons For Conducting JobAnalysis6 Staffing – would be haphazard if recruiter did not knowqualifications needed for job Training and Development – if specification lists aparticular knowledge, skill, or ability, and the personfilling the position does not possess all the necessaryqualifications, training and/or development is needed Compensation and Benefits – value of job must beknown before dollar value can be placed on it
  7. 7. Reasons For Conducting Job Analysis(Continued)7 Safety and Health – helps identify safety and healthconsiderations Employee and LaborRelations – lead to more objectivehuman resource decisions Legal Considerations – having done job analysisimportant for supporting legality of employmentpractices
  8. 8. Summary of Types of Data Collected ThroughJob Analysis8 WorkActivities – work activities and processes; activity records (in filmform, for example); procedures used; personal responsibility Worker-oriented activities – human behaviors, such as physical actions andcommunicating on the job; elemental motions for methods analysis;personal job demands, such as energy expenditure Machines, tools, equipment, and workaids used Job-related tangibles and intangibles – knowledge dealt with or applied (asin accounting); materials processed; products made or services performed Workperformance – error analysis; work standards; work measurements,such as time taken for a task Job context – work schedule; financial and nonfinancial incentives; physicalworking conditions; organizational and social contexts Personal requirements forthe job – personal attributes such as personalityand interests; education and training required; work experience
  9. 9. Conducting Job Analysis9The people who participate in job analysis shouldinclude, at a minimum: The employee The employee’s immediate supervisor Other key stakeholders in the organization
  10. 10. Job Description10 Job Identification – job title, department, reportingrelationship, and job number or code Job Analysis Date – aids in identifying job changesthat would make description obsolete Job Summary – concise overview of job Duties Performed – major duties
  11. 11. Job Description (Continued)11 Job Specification – minimum qualifications personshould possess to perform a particular job Expanded Job Description – last duty shown, “And anyother duty that may be assigned,” is becoming THE jobdescription
  12. 12. Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods12
  13. 13. Other Job Analysis Methods13 U.S. Department of LaborJob Analysis Schedule –major component of jo b analysis sche dule is WorkPerformed Ratings, which evaluates what workers dowith regard to data, people, and things Functional Job Analysis – concentrates on interactionsamong work, worker and organization Position Analysis Questionnaire – structuredquestionnaire that uses checklist to identify jobelements
  14. 14. Other Job Analysis Methods (Continued)14 Management Position Description Questionnaire –designed for management positions using checklistmethod to analyze jobs Guidelines Oriented Job Analysis – step-by-stepprocedure for describing work of a particular jobclassification
  15. 15. STRATEGIC PLANNING&HUMAN RESOURCES PLANNING16
  16. 16. Strategic PlanningThe process by which top management determinesoverallorganizational purposes and objectives and how theyare tobe achieved17
  17. 17. Succession PlanningPlanning to have the rightpeople on the “Bus” at theright time.18
  18. 18. HUMAN RESOURCE PLANNINGThe process of systematically reviewing HRrequirements to ensure that the required numberof employees, with the required skills, areavailable when they are needed19
  19. 19. Human Resources Panning20Human Resource PlanningForecastingHumanResourceRequirementsComparingRequirementsand AvailabilityForecastingHuman ResourceAvailabilityDemand =SupplyNo Action Restricted Hiring,Reduced Hours,Early Retirement,Layoff, DownsizingShortage ofWorkersRecruitmentSelectionSurplus ofWorkers
  20. 20. Forecasting HR Availability Determining whether the firm will be able to secureemployees with the necessary skills, and from whatsources these individuals may be obtained Show whether the needed employees may beobtained from within the company, from outside theorganization, or from a combination of the two sources21
  21. 21. HR Forecasting Techniques Zero-based forecastingJustify back filling positions Bottom-up approachProper lead time to back fill positions Mathematical ModelSales volume drives number of hires SimulationWhat if scenarios driving number ofhires22

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