2. Workforce Planning and Forecasting
demand and Supply
Job Analysis – Writing Job Descriptions
and Job Specifications
3. JOB ANALYSIS
Job : A job is a collection or aggregation of tasks, duties, and responsibilities
which as a whole is regarded as a regular assignment to individual
employees and which is different from other assignments.
(Dale Yoder)
Job Analysis : It is the process of getting information about jobs: specially,
what the worker does; how he gets it done; why he does it ; skill,
education and training required; relationship to other jobs, physical
demands; environmental conditions
(Jones and Decothis)
4. Job analysis can be defined as an assessment that
describes jobs and the behaviour necessary to perform
them.
Two major aspects of job analysis are :
1. Job Description
2. Job Specification
5. Job Description
Functional Description of the contents of the job. It is a
description of the activities to be performed in a job, the
relationship of the job with other jobs, the equipments and
tools involved, the nature of supervision , working
conditions and hazards of the job and so on.
It is a written statement of what a job holder does, how it is
done, and why it is done.
6. Job Specification
It is a statement of the minimum levels of qualifications, skills, physical
and other abilities, experience, judgement and attributes required for
performing job effectively.
Job specification specifies the physical, psychological, personal, social
and behavioural characteristics of the job holders.
7. Writing Job Description and Job Specification
Job Description Job Specification
Job title Education
Location Experience
Job Summary Training
Responsibilities and Duties Judgement
Machines, tools and equipment Initiative
Supervision given or received Physical effort
Working conditions Physical skills
Hazards Communication skills
Emotional Characteristics
Unusual sensory demands such as sight, smell,
hearing
8.
9. Conducting a Job Analysis
STEP 1: DECIDE HOW YOU WILL USE THE INFORMATION
STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS
ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTION
STEP 3: SELECT REPRESENTATIVE POSITIONS
STEP 4: ACTUALLY ANALYZE THE JOB BY COLLECTING DATA ON JOB
ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND
ABILITIES NEEDED TO PERFORM THE JOB
STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER
PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR
STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION
10.
11.
12. Human Resource Planning
It is the process by which an organization
ensures that it has the right number and kinds of
people, at the right places, at the right time,
capable of effectively and efficiently completing
those tasks that will help the organization to
achieve its overall objectives.
Human Resource Planning is viewed as a
process by which an organization should move
from its current manpower position to its desired
manpower position.
E.W. Vetter
13. Six-Steps HRP Process
Step 1 : Environmental Scanning
a) External b) Internal
Step 2 : Forecasting demand of manpower Demand Forecast
Step 3. Forecasting Supply of Manpower
Step 4 : RAG analysis (required, available and gap) analysis
Step 5 : Plan of action
Step 6 : Control and Assessment
15. Ratio Analysis : This is the quickest HR forecasting technique. The technique involves studying
past ratios, say, between the number of workers and sales in an organization and forecasting
future ratios, making some allowance or changes in the organization or its methods.
Example of trend analysis –
• Production of Units : 5,000
• No. of Workers : 100
• Ratio : 100:5000 = 0.02
• Estimated Production : 8,000
• No. of Workers required : 8000 × 0.02 = 160
16. Benchmarking/Thumb Rule : It established with many years of experience (ex; international
benchmark for HR is 1:100)
Trend analysis means studying variations in your firm’s employment levels over the last few
days (or) years The purpose is to identify trends that might continue into the future.
Ex : Compute no. of employees last five years, or perhaps the nos. in each function
(sales, HR, production etc.).
Scatter Plot : It refers to the graphical representation which depicts how two variables are
related to each other. (Ex: If the sales and organization recruitment level is related)
Ex : Assume a 500-bed hospital expects to expand to 1,200 beds over the next five years.
The director of nursing and the HR director want to forecast the requirement for registered
nurses. The HR director decides to determine the relationship between size of hospital and
number of nurses required.
17.
18. Work Study Technique : Work Study can be used when it is possible to apply
work measurement to calculate how long operations should take and the number
of people required for the same.
19. Qualitative Methods
1. Managerial Forecast : It seeks opinions of manger, functional and departmental heads, who are
aware of the manpower needs of the organization to arrive an estimate.
‘Bottom-up approach’ : The line mangers send their departmental requirement of human
resources to top management.
Top-down approach', top management forecasts the human resource requirement for the
entire organisation and various departments. This information is supplied to various departmental
heads for their review and approval.
2. Delphi Technique : This technique takes into consideration human resources requirements
given by a group of experts. The human resource experts collect the manpower needs, summarizes
the various responses and prepare a report. This process is continued until all experts agree on
estimated human resources requirement.
20. Supply Forecast
Replacement Charts: It identifies possible replacement for positions which may be rendered vacant or
open.
Skill Inventories : It is a compilation of the skills, education and experiences of current employees.
Staffing Tables : Graphical representation of all organizational jobs, along with the number of
employees currently occupying those jobs.
Wastage Analysis : Analysis of Employee Turnover in an organization
Succession Planning : It is a process for identification of critical key positions and then developing
internal people with the potential to fill these positions.
