This document discusses job analysis and human resource planning. It defines job analysis as the systematic process of determining the skills, duties, and knowledge required for jobs. Job analysis answers questions about tasks, timelines, locations, procedures, reasons for jobs, and qualifications. Job analysis is performed when organizations are founded, for new jobs, or when jobs significantly change. The results are used for staffing, training, compensation, safety, and legal compliance. Methods include questionnaires, observation, interviews, and employee recording. Participating in job analysis are employees, supervisors, analysts, and consultants. Human resource planning forecasts needs and availability of employees and addresses surpluses or shortages.

1. JOB ANALYSIS AND
HUMAN RESOURCE
PLANNING

2. Job, Job Analysis,
• Job - Consists of a group of tasks that
must be performed for an organization
to achieve its goals
• Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs
in an organization

3. Questions Job Analysis
Should Answer
• What physical and mental tasks does the
worker accomplish?
• When does the job have to be completed?
• Where is the job to be accomplished?
• How does the worker do the job?
• Why is the job done?
• What qualifications are needed to perform
the job?

4. When Job Analysis Is
Performed
• When the organization is
founded
• When new jobs are created
• When jobs are changed
significantly as a result of new
technologies, methods,
procedures, or systems

5. Job
Descriptions/Specifications
• Job description - A document that
provides information regarding the
tasks, duties, and responsibilities
of the job
• Job specification - Minimum
acceptable qualifications that a
person should possess in order to
perform a particular job

6. Reasons For Conducting
Job Analysis
• Staffing
• Training and Development
• Compensation and Benefits
• Safety and Health
• Employee and Labor Relations
• Legal Considerations

7. Job Analysis for Teams
• Historically, companies established
permanent jobs and filled these jobs
with people who best fit the job
description
• In some firms today, people are being
hired and paid on a project basis
• Today whenever someone asks "What is
your job description?" the reply might
well be "Whatever."

8. Types of Job Analysis
Information
• Work activities
• Worker-oriented activities
• Machines, tools, equipment, and
work aids used
• Job-related tangibles and intangibles
• Work performance
• Job content
• Personal requirements for the job

9. Job Analysis Methods
• Questionnaires
• Observation
• Interviews
• Employee
recording
• Combination of
methods

10. Conducting Job Analysis
• Interested in gathering
data regarding what is
involved in performing a
particular job
• People who participate in
job analysis

11. People Who Participate in Job
Analysis Should Include
(at a minimum)
• Employee
• Employee’s immediate
supervisor
• Job analyst
• Consultants

12. Items Typically Included in Job
Descriptions
• Major duties performed
• Percentage of time devoted to each duty
• Performance standards to be achieved
• Working conditions and possible hazards
• Number of employees performing the job
and who they report to
• The machines and equipment used on the
job

13. Job Analysis and the Law
• Fair Labor Standards Act
• Equal Pay Act
• Civil Rights Act
• Occupational Safety and Health Act
• Disabilities Act

14. Strategic Planning
The process by which top
management determines
overall organizational
purposes and objectives and
how they are to be achieved

15. Human Resource Planning
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

16. Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human Resource
Availability
Surplus of
Workers
Demand =
No Action Restricted Hiring,
Reduced Hours,
Early Retirement,
Layoff, Downsizing
Shortage of
Workers
Recruitment
Selection

17. Forecasting HR Requirements
• Estimate of numbers and kinds of
employees the organization will need at
future dates
• Demand for firm’s goods or services
must be forecasted
• Forecast is then converted into people
requirements

18. Forecasting HR Availability
• Determining whether the firm will be
able to secure employees with the
necessary skills and from what
sources
• Show whether the needed employees
may be obtained from within the
company, from outside the
organization, or from a combination
of the two sources

19. Surplus of Employees
• Restricted hiring
• Reduced hours
• Early retirement
• Layoffs

20. Shortage of Workers
Forecasted
• Creative recruiting
• Compensation incentives
• Training programs
• Different selection standards

21. Succession Planning and
Development
• Succession planning - Process of
ensuring that the qualified person is
available to assume a managerial
position once a position is vacant
• Succession development - Process of
determining a comprehensive job profile
of key positions and then ensuring that
key prospects are properly developed to
match these qualifications

22. Job 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
• Job enrichment - Basic changes in the
content and level of responsibility of a
job, so as to provide greater challenge to
the worker
• Job enlargement - Changes in the scope
of a job to provide greater variety to the
worker

23. Total Quality Management
• A commitment to excellence by
everyone in an organization that
emphasizes excellence achieved by
teamwork and a process of
continuous improvement

24. Re-engineering
• The fundamental rethinking
and radical redesign of
business processes to
achieve dramatic
improvements in critical
contemporary measures of
performance, such as cost,
quality, service, and speed