2. FUNDAMENTALS OF
HUMAN RESOURCE
MANAGEMENT

3. HUMAN RESOURCE
PLANNING AND JOB
ANALYSIS
Presented by :
Awais Umar
&
M. Ghaus
Presented to :
Sir. Youns
MBA 2nd Semester

4. OUTLINE
 HR Planning
 Organizational Framework
 Job Analysis
 Steps in Job Analysis
 Methods of Job Analysis
 Purpose of Job Analysis
 Multifaceted Nature of Job Analysis

5. HUMAN RESOURCE
PLANNING
It is process of determining the organization’s human resource
needs. HR planning is the most important element in successful
HRM program, because it is a process by which an organization
find the right number & kinds of people at right place, right
time which helps the organization to achieve its strategic
objectives.

6. AN ORGANIZATIONAL
FRAME WORK
Mission Statement
Objectives & Goals
Strategy ( SWOT Analysis)
Structure
People

7. Mission Statement:
Defining the organization mission
forces to identify the scope of its product s or services carefully.
Objectives and Goals:
During this phase manager defines
the objectives for the company for the next 5 to 20 years.
Strategy:
After these goals are set, next step is the planning
process that is SOWT analysis that tell us the company’s
position that whether we are in a position to achieve those goals
or not.

8. Structure:
Determine what job needs to be done and how
many and what type of workers will be required.
People:
Once the organization structure is establish the next
step is to determining the matching skills, knowledge , and
abilities to required for the job.

9. JOB ANALYSIS
A systematic approach to collect information about a job such as
tasks, responsibilities and the skills required to perform those
tasks. Its an important part of Human Resources (HR) planning

10. Steps In Job Analysis
Understand the Purposes of the Job analysis
Develop Draft & Review the Draft Understand the
with Supervisor Roles of Job in
Organization
Determine
Seek How to Collect
Clarification Job Analysis Benchmark
Information Positions

11. METHODS OF JOB
ANALYSIS
Following are the basic method by which HRM can determine
the job elements;
 Observation Method
 Individual Interview Method
 Group Interview Method
 Structured Questionnaire Method
 Technical Conference Method
 Diary Method

12. Observation Method:
 In this method a job analyst watches employees directly
or reviews films of workers on the job.
 Useful when job is fairly routine
 Workers may not perform to expectations
Individual Interview
Method:
 Several workers are interviewed individually
The answers are consolidated into a single job
analysis

13. Group Interview Method:
Employees are interviewed simultaneously
Group conflict may cause this method to be
ineffective
Structured Questionnaire
Method:
 Employees answer questions about the job’s tasks and
responsibilities
 Each question is answered using a scale that rates the
importance of each task

14. Diary Method:
 Employees record information into diaries of their daily
tasks
 Record the time it takes to complete tasks
 Must be over a period of several weeks or months
Technical Conference Method:
 Uses experts to gather information about job characteristics

15. Purpose of Job Analysis
The purpose of the job analysis is to identify the
experience, education, training, and other qualifying
factors, possessed by candidates who have the potential to be the
best performers of the job to be filled. It can also be used to
identify for the job description, job specification, job evaluation.
Job Description:
Job description is a written statement
of what the job holder does, how, under what condition and why.
It should accurately portray job content, job environment and
condition of employment. It includes job title, duties &
responsibilities, functions etc.,

16. Job Specification:
Job Specification indicating the minimum acceptable qualifications
incumbent s must possess to successfully perform the essential
elements of their job. It based on ;
 Degree of education
 Certification
 Specific Skills required
 Health Considerations
 Knowledge & Liabilities

17. Job Evaluation:
 Process of systematically determining the relative worth of jobs
to create a job structure for the organization. Depending upon the
characteristics and requirements of a job. These relative values
of jobs assist in deciding wage rate and salaries for different
jobs. In short it specifies the relative value of each job in
organization.