The document discusses human resource planning and job analysis. It states that human resource planning is important for ensuring an organization has the right number and types of employees with the necessary skills in the right places at the right time. The process involves assessing current human resources, predicting future labor supply and demand, and matching supply and demand. Job analysis provides information on current jobs and the skills needed to perform them. It helps with job descriptions, specifications, comparisons, and evaluation. The document also discusses job design, enrichment, and flexible work schedules.

1. In The Name of Allah
Lecturer: Muhammad Ali

2. Human
Resource
Planning and
Job Analysis
Chapter 5

3. Best Buy
Best Buy
leadership
recognized that
morale and
productivity
suffer when
employees are
unhappy

4. Human Resource Planning
Process of determining
its human resource
needs
Human resource
planning is one of the
most important
elements in a
successful HRM

5. Human Resource Planning
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

6. HR planning
must be
Linked to the organization’s overall strategy
to compete domestically and globally
Because it cannot work in an isolation
It must be translated into the number and
types of workers needed
Aggressive domestic and global competition
have made strategic planning mandatory

7. An
Organizational
Framework
As we know, strategic planning process in an
organization begins with mission statement
A mission statement defines purpose and business of
organization, including
• Why it exists
• Who its customers are
• The mission statement is important because it’s
the foundation on which every decision in the
organization should be mad
• Once mission statement is done, senior
management then begins to set goals

8. After these goals
are set, the next
step is;
• A company begins to analyze its goals in terms of whether
they can be achieved with the current organizational
resources
• Corporate Assessment
• SWOT (strengths-weaknesses-opportunities-threats)
analysis determines what is needed to meet objectives
• Strengths and weaknesses and core competencies are
identified

9. mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s
business
setting goals and
objectives
determining how to attain
goals and objectives
determining what jobs need to be
done and by whom
matching skills, knowledge,
and abilities to required jobs
All Jobs In The Organization Ultimately Must Be Tied To The Company’s Mission And
Strategic Direction

10. Linking Organizational Strategy to Human
Resource Planning
• Assessing Current Human Resources
• Assessing current human resources begins by
developing a profile of the organization’s current
employees
• Includes information about the workers and the skills
they currently possess
• Today, Human Resource Information Systems Software
(HRIS), helps to generate an effective and detailed
human resources inventory report
• . The input to this report would be derived from forms
completed by employees and checked by supervisors
• This report includes a complete list of all employees by
name, education, training, prior employment, current
position, performance ratings, salary level, languages
spoken, capabilities, and specialized skills

11. Linking
Organizational
Strategy to
Human Resource
Planning
• Succession Planning and Replacement Chart
• Succession Planning
• ensuring that another individual is ready to
move into a position of higher responsibility
• Replacement Chart
• the replacement chart highlights those positions
that may become vacant in the near future due
to retirements, promotions, transfers,
resignations, or even upon the death of the
incumbent
• Research suggests that in organizations
where succession planning efforts occur,
employee morale is increased by 25 percent

13. Linking
Organizational
Strategy to
Human Resource
Planning
Determining
the Demand
for Labor
Predicting
the Future
Labor Supply
Where Will
We Find
Workers?
Matching
Labor
Demand and
Supply

14. Determining the
Demand for Labor
• Accurate estimates of future demands

15. Predicting
the Future
Labor Supply
• Estimating changes in internal supply requires HRM to look at
those factors that can either increase or decrease its employee
base
• Department X and Department Y transfer example and
replacement chart
• Supply of human resources comes from:
• new hires
• contingent workers
• transfers-in
• individuals returning from leaves
• Where as, decreases in the internal supply can come about
through;
• retirements, dismissals, transfers out of the unit, layoffs,
voluntary quits, sabbaticals, prolonged illnesses, or deaths
• Retirement is easy to predict by HR

16. Where Will We Find Workers?
• Factors outside the organization that influence the supply
of available workers
Candidates come from
• 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

17. Matching
Labor Demand
and Supply

18. Employment Planning and the Strategic Planning Process

20. Job Analysis
Provides information about jobs currently
being done and the knowledge, skills, and
abilities that individuals need to perform the
jobs adequately.
Procedure used to define a job’s duties,
responsibilities, and accountabilities
What is happening on the job, the
knowledge, and the skills necessary for
performing them and conditions under
which they must be performed

21. Job Analysis Methods
1. Observation Method
• A job analysis technique in which data
are gathered by watching employees
work
2. Individual Interview Method
• Meeting with an employee to determine
what his or her job entails
3. Group Interview Method
• Meeting with several employees to
collectively determine what their jobs
entail
4. Structured Questionnaire Method
• A specifically designed questionnaire on
which employees rate tasks they
perform in their jobs
5. Technical Conference Method
• A job analysis technique that involves
extensive input from the employee’s
supervisor
6. Diary Method
• A job analysis method requiring job
incumbents to record their daily
activities

22. Purpose
of Job
Analysis

23. Job Description
• It is a written statement of
what the jobholder does,
how it is done, under what
conditions, and why.

24. Job Specification
• Statements indicating the minimal acceptable qualifications incumbents
must possess to successfully perform the essential elements of their jobs

25. Job analysis also provides valuable information
for making job comparisons
Job evaluation contributes by specifying the
relative value of each job in the organization,
which makes it an important part of
compensation administration
Jobs that have similar demands in terms of skills,
knowledge, and abilities should be placed in
common compensation groups

26. Purpose of Job
Evaluation
• To ensure that the employees are paid
fairy
• Setting pay grades for jobs
• Starting salary, increments and bonuses

27. The Multifaceted
Nature of Job Analysis

28. Question

29. Job Design
• Refers to the way that the position and the
tasks within that position are organized,
including how and when the tasks are done
and any factors that affect the work such as in
what order the tasks are completed and the
conditions under which the tasks are
completed.

30. Job Design
• Good job design incorporates tasks that
relate to organizational goals and values
into every job description
• What tasks are included
• How and when the tasks are done
• In what order the tasks are completed
• And the conditions under which the tasks
are completed

31. Job Enrichment
Expanding job content to create more
opportunities for job satisfaction.
The best way to motivate employees
is through job enrichment.
The ultimate aim of job enrichment is
to create a motivating job

32. Job Enrichment
Model that provide motivation based on five core
job characteristics
Skill
variety
Task
identity
Task
significance
Autonomy
Feedback
from the
job itself
“If you want people to do a good job, give
them a good job to do.”

33. Model that provide motivation based on
five core job characteristics
• Skill variety
• Allowing workers to use different skills and talents
to do a number of different activities
• Task identity
• workers can see a completed product or project or
some visible outcome that creates a sense of
accomplishment
• Task significance
• The tasks performed have some meaningful impact
on the organization, or the external environment
• Autonomy
• Worker has some control over the job
• Feedback from the job itself
• The job includes some opportunity to show the
worker if the tasks are done properly

34. Flexible
Work
Schedules
• Employees work longer days in exchange
for longer weekends or other days off
Compressed work week schedules
• An alternative to traditional “9 to 5”
work schedules allows employees to
vary arrival and departure times
Flex time
• Two people share one job by splitting
the work week and the responsibilities
of the position.
Job sharing
• Using technology to work in a location
other than the traditional workplace
Telecommuting

35. Pros & Cons of Flexible Work Schedules

36. THANK YOU