Understand Human Resource Planning (HRP) and purpose of HRP. Identify the relationship between strategy and HRP. Identify the steps of HR planning process. Describe the approaches to understand the jobs. Discuss the phases of job analysis, including what it is and how it’s used. Design model for forecasting HR requirements and employee requisition form. Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire. Develop job specifications using the Internet as well as your judgment. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.

1. HUMAN RESOURCE
MANAGEMENT
HUMAN RESOURCE
PLANNING
CHAPTER NO. 2

2. AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:
 Understand Human Resource Planning (HRP) and
purpose of HRP.
 Identify the relationship between strategy and HRP.
 Identify the steps of HR planning process.
 Describe the approaches to understand the jobs.
 Discuss the phases of job analysis, including what it is and
how it’s used.
 Design model for forecasting HR requirements and
employee requisition form.
 Develop job descriptions , including summaries and job
functions, using the Internet and traditional methods by
using Job analysis questionnaire.
 Develop job specifications using the Internet as well as
your judgment.
 Explain job analysis in a “jobless” world, including what it
means and how it’s done in practice.

3. HUMAN RESOURCE PLANNING
The process of analyzing and identifying the need for and
availability of Human Resources so that the Organization
can meet its objectives.
The Process of determining an Organization’s human
resources needs.
Or

4. PURPOSE OF HR PLANNING
To maximize the use of Human Resources
and ensure their ongoing development.
To secure the Production Capacity required
to support Organizational
objectives.
2
To synchronize human resources activities
with the organizational objectives.
3
To increase the organization’s productivity.4
1

5. HR PLANNING PROCESS
HR Strategies &
Plans
Organizational
Objectives &
Strategies
Scanning the
External
Environment
Analyze Internal
inventory of HR
Capabilities
Forecasting
Organizational
Need for People
Survey of People
Available

6. a.LINKING ORGANIZATIONAL STRATEGY
TO THE EMPLOYMENT PLANNING
Determining what business
in the organization will be
in.
Mission
Setting goals and Objectives
Objective and
Goal
Determining how goals and
objectives will be attained
Strategy
Determining what jobs need to
be done and by whom
Structure
Matching skills, knowledge, and
abilities to required jobs
People

7. HUMAN RESOUCE
PLANNING PROCESS
Process of studying the environment of the organization to
pinpoint opportunities and threats.
b.ENVIRONMENTAL SCANNING:

8. HUMAN RESOUCE
PLANNING PROCESS Cont . . .
c.Internal Assessment of the Organizational Workforce :
Analyzing the jobs that will need to be done and the skills of people
currently available to do them is the next part of HR planning.
C. Internal Assessment
of the Organizational
Workforce
i. Auditing Jobs and
Skills
ii. Organizational
Capabilities Inventory

9. HUMAN RESOUCE
PLANNING PROCESS Cont . . .
i.Auditing Jobs and Skills :
Following questions are addressed during internal assessment
 What jobs exist now?
 How essential is each job?
 How many individuals are performing each job?
 What jobs will be needed in future?

10. ii.Organizational Capabilities Inventory:
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
By Utilizing different databases in an HRIS ,it is possible to identify the
employees SKA’S. planners can use these inventories to determine long
term needs for staffing and HR development.
 Human Resource Information Systems (HRIS):
Database systems containing the records and qualifications of each
employee that can be accessed to facilitate employment planning
decisions.

12. HUMAN RESOUCE
PLANNING PROCESS Cont . . .
Uses of an HR
Information System
(HRIS)

13. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
d.Forecasting :
Forecasting is the use of Information from the Past and Present to
identify expected future conditions.
i. Forecasting
Demand for
Human Resources
FORECASTING
ii. Forecasting
Supply for Human
Resources

14. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
i.Forecasting Demand for Human Resources:
1. Organization-wide estimate for total demand.
2. Unit breakdown for specific skill needs by number and type of
employee.
 Develop decision rules (“fill rates”) for positions to be filled
internally and externally.
 Develop additional decision rules for positions impacted by the
chain effects of internal promotions and transfers.

15. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
ii.Forecasting Supply for
Human Resources:
1. Forecasting
External HR Supply
2. Forecasting Internal
HR Supply

16. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting External HR Supply
The Following factors affect the External HR Supply.
 Individuals Demographics
 Technological Developments and Shifts
 Actions of Competing Employers
 Government Regulations and Pressures

17. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting Internal HR Supply:
a. Through Promotions, Lateral Moves, and Terminations.
b. Succession Analysis:
A method used to forecast the supply of people for certain
positions
 Replacement Charts (Succession Plans)
 Transition Matrix (Markov Matrix)

18. HUMAN RESOURCE
PLANNING PROCESS Cont . . .

19. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
Job Title Exit Manager Supervisor
Line
Worker
Manager 0.15 0.85 0.00 0.00
Supervisor 0.10 0.15 0.70 0.05
Line
Worker
0.20 0.00 0.15 0.65
Transition Matrix (Markov Matrix)

20. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
e.Managing Human Resource Surplus or Shortage:
i. WORKFORCE REALIGNMENT:
“Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all
mean reducing the number of employees in an organization.
Weak Product demand, loss of Market Share to
Competitors.
Technological Change, Mergers and Acquisitions.
Economic
Structural

21. HUMAN RESOURCE
PLANNING PROCESS Cont . . .
f.HR Strategies and Plan:
i. The means used to anticipate and manage the supply of and
demand for human resources.
 Provide overall direction for the way in which HR activities
will be developed and managed.
Overall
Strategic Plan
Human
Resources
Strategic Plan
HR Activities

22. f.Employee Requisition Form:
 Marie Stopes Society
 Wateen Telecom
 Fauz

23. EMPLOYEE
REQUISITION
FORM

24. EMPLOYEE
REQUISITION
FORM

25. EMPLOYEE
REQUISITION
FORM

26. HR MANAGEMENT AND JOBS
1. Job Analysis
4. JD & JS
2. Job Design
3. Work Analysis
Approaches
to
Understand
the Jobs

27. 1. Job Analysis:
A Systematic way of gathering and analyzing information about the
Content, Context, and the Human Requirements of jobs.
 Phases of Job Analysis
 Methods & Uses of Job Analysis

28. HR MANAGEMENT AND JOBS Cont . . .
The Phases of Job Analysis:

29. Methods & Uses
of Job Analysis:

30. HR MANAGEMENT AND JOBS Cont . . .
Components of Job Analysis Questionnaire:

31. HR MANAGEMENT AND JOBS Cont . . .
2. Job Design:
Organizing tasks, duties, and responsibilities into a productive unit of
work.
JOB
DESIGN
Job
Satisfaction
Job
Performance
Physical and
Mental
Health

32. HR MANAGEMENT AND JOBS Cont . . .
3. Workflow Analysis:
A study of the way work (inputs, activities, and outputs) moves through
an organization.
People
Materials
Equipment
INPUTS
Tasks and Jobs
ACTIVITIES
Goods and
Services
OUTPUTS
EVALUATION

33. HR MANAGEMENT AND JOBS Cont . . .
Identification of the
tasks, duties, and
responsibilities of a job
Job Description
The knowledge, skills, and
abilities (KSAs) an
individual needs to
perform a job satisfactorily.
Job Specification
4. Job Descriptions and Job Specifications:

34. HR MANAGEMENT AND JOBS Cont . . .
Job Description Components:
Identification
 Job Title
 Reporting Relationship
 Department
 Location
 Date of Analysis
General
Summary
Describes the job’s
distinguishing
responsibilities and
components
Essential Functions
and Duties
 Task
 Duties
 Responsibilities
Job Specifications
 Knowledge, Skills, and
Abilities
 Education and Experience
 Physical Requirements
Disclaimer Of Implied Contract
Signature of
Approvals
-------------------------

35. HR MANAGEMENT AND JOBS Cont . . .
Sample of job Description and
Specification:

36. HR MANAGEMENT AND JOBS Cont . . .

37. HR MANAGEMENT AND JOBS Cont . . .

38. HR MANAGEMENT AND JOBS Cont . . .
Job Analysis in a
“Jobless” World
JOB:
Generally defined as “A set of closely related Activities carried out for
Pay.”

39. HR MANAGEMENT AND JOBS Cont . . .
From Specialized to Enlarged Jobs:
Assigning workers additional same level
activities, thus increasing the number of
activities they perform.
Redesigning jobs in a way that
increases the opportunities for the
worker to experience feelings of
responsibility, achievement, growth, a
nd recognition.
JOB
ENLARGEMENT
JOB
ENRICHMENT
Systematically moving workers from one
job to another to enhance work team
performance.
JOB
ROTATION

40. HR MANAGEMENT AND JOBS Cont . . .
Why Managers are De Jobbing their Companies:
DE JOBBING:
 Broadening the responsibilities of the company’s jobs.
 Encouraging Employee Initiative.
DE JOBBING
Internal factors
leading to De
Jobbing
External
factors leading
to De Jobbing

41. HR MANAGEMENT AND JOBS Cont . . .
INTERNAL FACTORS
LEADING TO DE
JOBBING
 Flatter
Organizations
 Work Teams
 Boundary Less
Organizations
 Reengineering
EXTERNAL FACTORS
LEADING TO DE
JOBBING
 Rapid Product and
Technological Change
 Global Competition
 Deregulation,
 Political Instability,
 Demographic
Changes
 Rise of a Service
Economy
Why Managers are De Jobbing their Companies:

42. HR MANAGEMENT AND JOBS Cont . . .
Competency-Based Job Analysis:
COMPETENCY
• Demonstrable characteristics of a person that
enable performance of a job.
COMPETENCY- BASED JOB
ANALYSIS
•Describing a job in terms of the measurable, observable,
behavioral competencies (knowledge, skills, and/or
behaviors) an employee must exhibit to do a job well.

43. HR MANAGEMENT AND JOBS Cont . . .
Why Use Competency Analysis?
Traditional job descriptions (with
their lists of specific duties) may
actually backfire if a high-
performance work system is the goal.
To Support
HPWS
Describing the job in terms of the
skills, knowledge, and
competencies the worker needs is
more strategic.
Maintain a
Strategic
Focus
Measurable skills, knowledge, and
competencies are the heart of any
company’s performance management
process.
Measuring
performance

44. HR MANAGEMENT AND JOBS Cont . . .
Examples of Competencies:
Reading, Writing, and Mathematical
reasoning.
General
competencies
Leadership, Strategic Thinking, and
Teaching others.
Leadership
competencies
Specific Technical Competencies
required for specific types of jobs
and/or Occupations.
Technical
competencies

45. HR MANAGEMENT AND JOBS Cont . . .
The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.

46. Human resource
planning
HR Planning
Process
Environment
Scanning
Purpose of HR
Planning
• To Maximize the use of
Human Resources & ensure
their ongoing development
• To secure the production
capacity required to support
organizational objectives
• To synchronize human
resources activities with the
organizational objectives.
• To increase the
organizational productivity.
Scanning the
External
Environment
Internal Assessment
of Organizational
Workforce
Organizational
Capabilities
inventory
Auditing Jobs
& Skills
Human Resource
Information
System
Uses of an HRIS
System
Forecasting HR
Demand & Supply
Forecasting
Forecasting
Demand for HR
Forecasting
Supply for HR
External Supply
Internal Supply
• Replacement Charts
• Transition Matrix
Managing Human
Resource Surplus or
Shortage
Workforce
Realignment
HR Strategies &
Plan
Overall
Strategic Plan
HR Strategies
Plan
HR Activities
HR Management &
Jobs
Workflow
AnalysisInputs
Activities
Outputs
Job Design
Job Analysis
JD & JS
• Getting
Organized
• Choosing Jobs
• Reviewing
Knowledge
• Selecting Job
Agents
• Collecting Job
Information
• Creating a JD
• Creating a JS
CHAPTER : 2
Management Quality Circle
Job Analysis in a
“Jobless” World
From Specialized
to Enlarged Jobs
Job
Enlargement
Job
Enrichment
Job Rotation
Job
Satisfaction
Job
Performance
Job Rotation
Why Managers are De
Jobbing their Companies
Competency-Based
Job Analysis

47. THOUGHT FOR THE DAY
The Journey to Happiness involves
finding the courage to go down into
ourselves and take responsibility for
what's there: all of it.
(Richard Rohr)