This document discusses job analysis and human resource planning. It begins by defining job analysis as the process of gathering and analyzing information about job content, requirements, and context. This information forms the basis for human resource functions like recruitment, selection, training, and compensation. The document then describes various job analysis methods and discusses how job analysis is used to create job descriptions and specifications. It also outlines the key components and uses of human resource planning, including forecasting needs, identifying surpluses or shortages, succession planning, and techniques like Delphi.

1. JOB ANALYSIS AND HUMAN
RESOURCE PLANNING
1
MEMBERS
Abdul Rehman
Jawad Javaid
Mirza Abeer Sultan
Turab Mehdi
Facilitator
Mirza Izhar Baig

2. ObjectivesObjectives
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 Describe Job Analysis and Job Analysis Requirements
 Describe how Job analysis is a Basis forHuman Resource
function.
 Describe the Uses Of Job Analysis
 Describe Various Job Analysis Methods.
 Describe Job Description
 Describe Job Design
 Describe O* NET
 Describe Human Resource Planning and types of planning
 Describe Strategic Planning and H.RPlanning Process.
 Describe Delphi technique
 Describe Succession Planning & its Importance

3. 3
Job AnalysisJob Analysis
Job analysis is the process of
gathering and analyzing
information about the content
and the human requirements of
jobs, as well as, the context in
which jobs are performed. This
process is used to determine
placement of jobs.

4. 4
Job Analysis RequirementsJob Analysis Requirements
 Job Description:
An overall written summary of task requirements is called job
description.
 Job Specification:
An overall written summary of worker requirements is called job
specification.

5. Job Analysis: Basis forHumanJob Analysis: Basis forHuman
Resource FunctionResource Function
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Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities

6. Why Use a Job Analysis?Why Use a Job Analysis?
 To establish and document the tasks and competencies required
for the job
 To identify the job-relatedness of the tasks and competencies
 To form the basis of applicant assessment tools
 To help provide legal defensibility
 To enhance the validity and utility of human resource products
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7. USES OF JOBANALYSISUSES OF JOBANALYSIS
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 ORGANIZATIONAL STRUCTURE ANDDESIGN:
Interrelationships among jobs, responsibilities at all levels can be
specified, promoting efficiency, minimizing overlap or duplication of work.
 HUMAN RESOURCE PLANNING:
It is the foundation of human resource planning as well as plans of other
activities like training, transfer or promotion.
 Frequent job analysis is maintained into a human resource information
system (HRIS).
 JOBEVALUATION ANDCOMPENSATION:
Helps in understanding the job evaluation and compensation decisions.
(job description and specification).
 RECRUITMENT:
Helps the management to get the right person for the right job.

8. USES OF JOBANALYSIS (Cont’d)USES OF JOBANALYSIS (Cont’d)
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 SELECTION:
It facilitates the development of job related selection techniques. It means
proper matching of an applicant with a job.
 PLACEMENT:
If selection decision will be accurate, the workers will be placed in jobs
where they will be most productive. Selection and placement go hand in
hand.
 ORIENTATION, TRAINING ANDDEVELOPMENT:
It helps the new employee to understand the work to be performed.
Training and development enhance the skills of employees.
 PERFORMANCE APPRAISAL:
Helps the managers to distinguish between effective and in-effective
employees.

9. USES OF JOBANALYSIS (Cont’d)USES OF JOBANALYSIS (Cont’d)
 CAREERPLANNING ANDDEVELOPMENT:
HR Managers are better placed to offer career guidance when they have a
good understanding of the types of jobs existing in an organization.
 COMPENSATION ANDBENEFITS:
Helps to assign the compensation and benefits according to the job level.
 HEALTHANDSAFETY:
Job analysis information helps create a healthy and safe working
environment.
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10. FIVE COMMON METHODS OF JOBFIVE COMMON METHODS OF JOB
ANALYSISANALYSIS
1- JOBPERFORMANCE:
In this approach an analyst actually do the job itself to get the
firsthand knowledge.
2- OBSERVATION:
In this approach the analyst only observes a worker or group of
workers without interfering to know the requirement of job.
(Recorded in standard format)
3- INTERVIEW:
• In this the analyst rely on workers own descriptions. (e.g. airline
pilot, architect).
• Analyst use standard format to prepare the questions for
interview.
• Helps the analyst do compare what different people are saying
about the job in question.
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11. FIVE COMMON METHODS OF JOBFIVE COMMON METHODS OF JOB
ANALYSIS (Cont’d)ANALYSIS (Cont’d)
4- CRITICAL INCIDENTS:
These are actual reports which illustrate the effective or ineffective worker
behaviors.
ForExample:
In a restaurant customers ordered a fish and ask the waiter what kind
of fish they use, in response to the customers question the waiter told them
all the necessary information about the fish they will serve to the customer
i.e. from where it is bought, species etc.
5- STRUCTUREDQUESTIONNAIRES:
A series of questions asked to individuals to obtain statistically useful
information about the topic.
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12. Job DescriptionJob Description
 Job Identification – job title, department, and job
number or code
 Job Summary – concise overview of job
 Duties Performed – major duties
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13. Job DescriptionJob Description
 Job Specification – minimum qualifications person
should possess to perform a particular job
 Expanded Job Description – last duty shown, “And
any other duty that may be assigned,” is becoming THE
job description
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14. Job DesignJob Design
 Process of determining the specific tasks to be
performed, the methods used in performing
these tasks, and how the job relates to other
work in the organization
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15.  Job Enlargement
Broadening the scope of a job by expanding the number of
different tasks to be performed
 Job Enrichment
Increasing the depth of a job by adding the responsibility for
planning, organizing , controlling, and evaluating the job
 Job Rotation
The process of shifting a person from job to job
Job Design IncludesJob Design Includes
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16. O* NET, the Occupational Information
Network4-16
 The (O* NET)is a free online database that contains
hundreds of occupational definitions to help students,
job seekers, businesses and workforce development
professionals to understand today's world of work in the
United States.

17. Foreach job, O* NET provides the
following information:
 Personal requirements: the skills and knowledge
required to perform the work
 Personal characteristics: the abilities, interests and
values needed to perform the work
 Experience requirements: the training and level of
licensing and experience needed for the work
 Job requirements: the work activities and context,
including the physical, social, and organizational factors
involved in the work
 Labor market: the occupational outlook and the pay
scale for the work
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18. HUMAN RESOURCES PLANNING
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19. 19
 The process of systematically reviewing
HR requirements to ensure that the
required number of employees, with the
required skills, are available when they
are needed
Human Resource PlanningHuman Resource Planning

20. Types of Plans
 Strategic Plans
 Apply to the entire organization.
 Establish the organization’s overall goals.
 Seek to position the organization in terms of its
environment.
 Cover extended periods of time.
 Operational Plans/Tactical plans
 Specify the details of how the overall goals are to be
achieved.
 Cover short time period.

21. Strategic PlanningStrategic Planning
The process by which top management
determines overall organizational
purposes and objectives and how they
are to be achieved.
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22. Human Resources Panning Process
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23. 23
Forecasting HRRequirementsForecasting HRRequirements
 Estimate of numbers and kinds of employees
the organization will need at future dates
 Demand for firm’s goods or services must be
forecast
 Forecast is then converted into people
requirements

24. Forecasting HRAvailabilityForecasting HRAvailability
 Determining whether the firm will be able
to secure employees with the necessary
skills, and from what sources these
individuals may be obtained
 Show whether the needed employees
may be obtained from within the company,
from outside the organization, or from a
combination of the two sources
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25. Surplus of EmployeesSurplus of Employees
 Restricted hiring
 Employees who leave are not replaced
 Reduced hours
 Early retirement
 Downsizing - Layoffs
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26. Shortage of Workers ForecastedShortage of Workers Forecasted
 Recruiting(selection & screening)
 Different selection standards
 Training programs
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27. Delphi technique
• This technique is the method of forecasting
personnel needs.
• It solicits estimates of personnel needs from a
group of experts, usually managers.
• The HRP experts act as intermediaries,
summarize the various responses and report
the findings back to the experts.
• Summaries and surveys are repeated until the
experts opinion begin to agree.

28. Succession PlanningSuccession Planning
Planning to have the right
people on the “Bus” at the
right time.
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29. Importance of Succession PlanningImportance of Succession Planning
 It is the process of ensuring that qualified
persons are available to assume key
managerial positions once the positions are
vacant
 Goal is to help ensure a smooth transition
and operational efficiency
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