Staffing
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The document discusses key aspects of staffing, including definitions, importance, and factors affecting staffing. It also outlines the process of job analysis, which involves collecting data about jobs, developing job descriptions and specifications. Job analysis defines the tasks, duties, responsibilities, qualifications and skills required for particular jobs. The goal is to integrate individual and organizational needs through job design methods like job simplification, rotation, enlargement and enrichment.
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Staffing , duties and responsibilities of various categories
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Techniques of job analysis
Job analysis is the process of collecting information about the duties, skills, and requirements of a job. It provides essential information for human resource planning, recruitment, job evaluation, training and development, performance appraisal, job design, compensation, organizational design, and workplace safety. A job analysis identifies the key tasks and responsibilities of a job, the skills and qualifications required to perform the job, and how the job is performed. This information is used to develop job descriptions and job specifications.
HRP (3).pptx
Succession planning is the process of identifying and developing internal employees with the potential to fill key leadership roles in the organization. It involves identifying critical positions, creating succession profiles for those roles, assessing current employees, developing succession plans, and reviewing and updating those plans. Succession planning helps ensure leadership continuity, saves costs associated with external hiring, and provides insight into the organization's talent. The process involves identifying critical positions, constructing succession profiles, assessing staff, creating development plans, developing successors, and reviewing plans on an ongoing basis.
job analysis
Job analysis is the process of systematically gathering information about jobs within an organization. It involves investigating the tasks, duties, responsibilities required to perform a job and the skills and knowledge needed. The results of job analysis are used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. Job analysis involves collecting data on job content, developing job descriptions and specifications, and evaluating jobs. Regular review and updates of job analysis data are needed to address issues like subjectivity and bias over time.
Job analysis
Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and qualifications required to perform a specific job. It involves studying job duties, working conditions, relationships, and the skills, education, and training required. The outcomes of job analysis include job descriptions, which summarize the tasks and responsibilities of a job, and job specifications, which outline the qualifications needed to perform the job. Job analysis provides important information for recruitment and selection, performance appraisal, training, compensation, and other human resource functions.
3 job analyisis
This document discusses job analysis and rewards. It begins by outlining job analysis, which is defined as a systematic investigation of the tasks, duties, and responsibilities of a job. It also discusses competency-based job analysis and how it supports performance management. Finally, it discusses collecting information on job rewards through interviews and surveys, and establishing the job-related nature of staffing practices through a valid job analysis.
Unit II - job analysis,job design, recruitment and selection
The document discusses various aspects of job analysis including definitions, uses, steps, techniques, components, job description, job specification, job design, job rotation, job enlargement, and recruitment and selection. Specifically, it defines job analysis as a systematic process of collecting information about job duties, responsibilities, and qualifications. It also outlines the key elements included in a job description such as duties, qualifications, and working conditions.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities required to perform a job. It involves gathering information about jobs through methods such as interviewing employees, observing work, and reviewing existing job descriptions. This information is used for various human resource functions such as recruitment, selection, training, performance management, and compensation. The key outputs of job analysis are job descriptions, which detail the tasks and responsibilities of a job, and job specifications, which outline the qualifications and characteristics needed to perform the job. Regular review and updates of job analysis data is important to ensure accuracy and address changes over time.
Job analysis & hr planning
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.
Job analysis
This document discusses job analysis and talent management processes. It provides information on:
1) The basics and uses of job analysis including work activities, behaviors, equipment, standards, and human requirements.
2) Steps to conduct a job analysis including deciding how information will be used, reviewing background data, analyzing jobs, and developing descriptions.
3) Methods for collecting job analysis information such as interviews, questionnaires, observation, and quantitative techniques.
4) Guidelines for writing job descriptions and specifications focused on duties, requirements, and standards.
5) Defining talent management as an integrated process of planning, recruiting, developing, managing, and compensating employees to meet goals.
lecture_2_hrm_atif.pptx
This document provides an overview of organizational structure and job analysis. It defines key elements of organizational structure, including work specialization, departmentalization, chain of command, and centralization/decentralization. It also discusses learning organizations and different types of job designs. The document then focuses on job analysis, defining it as the systematic exploration of job activities. It outlines the parts and steps of job analysis, and methods for collecting job analysis data, including observation, interviews, questionnaires, and diaries. Finally, it discusses using job analysis to evaluate relative job values and adapt jobs to changing business needs.
Job Analysis and job Performance
Job analysis is the process of describing and recording the key aspects of a job. It results in a job description, which outlines the tasks and physical/environmental requirements, and a job specification, which describes the necessary knowledge, skills, and abilities. Job analysis provides the basis for personnel selection, recruitment, performance appraisal, and other human resource functions. Common methods of conducting job analysis include task inventories, observation, interviews, and reviewing critical incidents. The analysis identifies the duties, skills required, equipment used, and other important job details.
JA
The document discusses job analysis, which is defined as a systematic process of studying and collecting information about the tasks, duties, responsibilities, and qualifications required for a specific job. Job analysis is used for human resource planning, recruitment, selection, training, performance evaluation, and job design. It involves breaking a job down into individual elements and using techniques like observation, interviews, and questionnaires to collect data. The results are used to create job descriptions, which outline the tasks and responsibilities of a role, and job specifications, which define the necessary qualifications and skills.
Job Analysis And Design
A good job analysis lays the foundation of a good staffing process. Making a sound Job description, a sound Job Specification are a key fundamentals.
hrm ut2 prof.kanchan.pptx
This document discusses key aspects of human resource management, including:
- Human resource planning is used to balance employee flows and prevent shortages or surpluses. It ensures a business has the right skilled workers.
- The seven steps of human resource planning are: analyzing objectives, inventorying current resources, forecasting demand, estimating gaps, formulating an action plan, implementing the plan, and monitoring/providing feedback.
- Recruitment finds candidates while selection picks from applicants. Sources of recruitment/selection include internal/external advertising. The selection process has five stages: criteria development, application review, interviewing, testing, and making an offer.
- Placement connects selected employees to their jobs by
Human resource planning
Human resource planning involves analyzing internal and external environments to forecast staffing needs, identify gaps, and develop action plans. Key activities include job analysis to understand job requirements and design jobs effectively. Various approaches to job design must balance organizational and individual needs. Outsourcing some HR functions is an option but requires clear service level agreements.
STAFFING.ppt
The document discusses the staffing process, which includes filling organizational positions with qualified candidates through recruitment, selection, training, and development. It outlines the key steps in staffing such as determining manpower needs, recruiting both internally and externally, selecting candidates through interviews and reference checks, and providing new employee orientation. The goal of staffing is to appoint the right people with the necessary skills and qualifications to help the organization achieve its goals.
Ch 02 human resource planning
Human resource planning is a process that determines the future staffing needs of an organization in terms of quantity and types of employees required. It aims to ensure the right number of employees with the appropriate skills. The objectives of human resource planning include determining personnel needs, identifying critical skill shortages or surpluses, and developing succession plans. Organizations use both internal and external recruitment sources to fulfill their staffing needs. Internal sources like job postings and referrals have advantages like being cost-effective but can limit new perspectives, while external sources provide a larger talent pool but require more socialization.
R&s
This document discusses human resource management topics like job analysis, job descriptions, recruitment, and interviewing. It describes job analysis as a systematic process to gather job information and determine human requirements, knowledge, skills, abilities, duties, standards, and context. Recruitment is defined as the process of generating job applicant pools, which can come from internal transfers or external hiring. Interview types include structured, semi-structured, situational, and panel interviews. The goal is to match qualified people to jobs through analysis and selection processes.
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Unit II - job analysis,job design, recruitment and selection
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Net marketplace
There are four main types of B2B e-commerce marketplaces: e-distributors, e-procurement exchanges, consortia, and private industrial networks. E-distributors provide catalogs of manufacturers' products for spot purchasing of indirect goods. E-procurement exchanges connect hundreds of suppliers for contractual purchasing of indirect goods. Consortia are industry-owned vertical markets that enable long-term contractual purchasing directly from a limited set of business partners. Private industrial networks bring together a small number of strategic partners to collaborate on highly efficient supply chains.
Net marketplace
There are four main types of B2B e-commerce marketplaces: e-distributors, e-procurement exchanges, consortia, and private industrial networks. E-distributors provide catalogs of manufacturers' products for spot purchasing of indirect goods. E-procurement exchanges connect hundreds of suppliers for contractual purchasing of indirect goods. Consortia are industry-owned vertical markets that enable long-term contractual purchasing directly from a limited set of business partners. Private industrial networks bring together a small number of strategic partners to collaborate on highly efficient supply chains.
Delegation of authority
1. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is the relationship between superiors who make decisions and subordinates who are expected to accept them.
2. There are different types of authority, including legal/formal authority given by law, traditional authority based on social relationships, and charismatic authority based on personality.
3. Delegation of authority is allowing someone to act on your behalf by performing tasks available to you, with the delegate having limited powers within the delegation policy. Effective delegation involves determining duties, authorizing action, and creating obligations.
Controlling
Controlling is the process of monitoring organizational activities to ensure they are accomplished as planned and taking corrective actions for any deviations. It is a forward-looking, continuous process exercised at all levels that helps ensure better performance, coordination, efficiency and effectiveness through establishing standards, measuring performance against those standards, and taking corrective action when needed. There are various techniques for controlling, including budgetary control, cost control, production planning and control, and non-budgetary techniques like return on investment analysis and management audits.
Acceptance sampling
Acceptance sampling is a quality control process used to determine if a sample of items meets certain standards, and whether to accept or reject the full lot. It helps balance the risks of accepting low quality products (consumer risk) versus rejecting high quality products (producer risk). Acceptance sampling can be applied at input, output, or process stages to monitor quality and make adjustments. A typical plan involves setting sample size, acceptance number, and deciding whether to accept or reject the full lot based on comparing defective items found to the acceptance number.
Net marketplace
There are four main types of B2B e-commerce marketplaces: e-distributors, e-procurement exchanges, consortia, and private industrial networks. E-distributors provide catalogs of manufacturers' products for spot purchasing of indirect goods. E-procurement exchanges connect hundreds of suppliers for contractual purchasing of indirect goods. Consortia are industry-owned vertical markets that enable long-term contractual purchasing directly from a limited set of business partners. Private industrial networks bring together a small number of strategic partners to collaborate on highly efficient supply chains.
Quality
Quality refers to the ability of a product or service to meet customer needs and expectations. There are several tools and techniques used to ensure quality, including ISO 9000 quality standards, quality control processes, quality circles, and different types of inspection. Statistical process control uses control charts to monitor quality and identify when a process is out of control. Control charts can be used for variables, which measure quantitative characteristics, or attributes, which classify items as defective or not.
Quality
Quality refers to the ability of a product or service to meet customer needs and expectations. There are several techniques used to ensure quality, including ISO 9000 quality standards, quality control processes, quality circles, and inspection processes. Control charts are used to monitor quality and identify when a process is out of control by plotting metrics like mean, range, defects per unit, or number of defects over time. Control charts can be for variables, to monitor measurable characteristics, or attributes, to monitor pass/fail outcomes.
Just in time
Just-in-time (JIT) inventory control aims to reduce in-process inventory by having materials arrive just as they are needed in manufacturing. JIT is most successful for repetitive manufacturing companies that can accurately forecast sales and produce standardized products from reliable vendors on schedule. Key elements of JIT include eliminating waste, problem solving, reducing inventory, and purchasing materials just in time for production through small, frequent lots.
Services
Services are intangible products that are simultaneously produced and consumed, such as by a doctor or accountant. Services have the nature of being intangible, heterogeneous as no two are the same, inseparable as they are produced and consumed together, and perishable as they cannot be stored. The service development process involves business strategy development, idea generation, concept development, business analysis, service development and testing often with customers or employees, market testing by offering to employees, and commercialization with post-evaluation.
Tqm
Total quality management focuses on customer focus, continuous improvement, and teamwork. Its core concepts include quality for profit, getting it right the first time, acceptable quality levels, cost of quality, involving everyone, and synergy through teamwork. The elements of a TQM program include training everyone in quality, defining quality at the source, employee participation, continuous improvement, preventive maintenance, involving suppliers, and gaining top management commitment.
Scm
Supply chain management involves coordinating all parties involved in fulfilling customer requests, including suppliers, manufacturers, distributors, retailers, and customers. The objective is to maximize overall profit by generating revenue from customers that exceeds costs incurred along the entire supply chain. An effective supply chain manages product, information, and fund flows to have the right products in the right quantities available at the minimal cost. A simple example supply chain for bread shows the value added at each stage from farmer to grocery store. Logistics is the management of the flow of goods, information, and resources between the point of origin and consumption, integrating transportation, inventory, and warehousing to add time and place value.
Maintenance management
Maintenance management involves effectively planning and executing tasks to maintain equipment, assets, and facilities. The objectives of maintenance management are to maintain production assets and facilities in safe working condition, enhance existing assets to achieve environmental standards, and renovate and modify existing facilities. There are three main types of maintenance management: predictive maintenance which replaces items at fixed intervals based on monitoring, preventive maintenance which relies on average lifespans for scheduling, and corrective maintenance which fixes things after failure. The maintenance management process involves planning maintenance across production, scheduling work to minimize losses, executing work safely and with quality, and analyzing each phase's performance.
Production planning and control
This document outlines the key responsibilities of production planning and control which include preparing budgets and schedules, determining manufacturing methods, specifying equipment needs, designing tools, estimating material and labor requirements, planning production routes and schedules, assigning workloads, dispatching work orders, supervising production, inspecting outputs, and taking corrective actions as needed.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand and price changes. The objectives of material management are to select materials with low operating costs and high quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand changes and prices. The objectives of material management are to select materials with low operating costs and good quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Material management
Material management involves planning, directing, and coordinating activities related to materials and inventory. It aims to control material flow in relation to demand and price changes. The objectives of material management are to select materials with low operating costs and good quality, receive and control materials safely, issue materials with proper authorization, identify and reduce surplus stocks, minimize storage and control costs, purchase best quality items, and minimize waste during material handling.
Job recruitment
The document discusses the job recruitment process, which involves finding and attracting qualified applicants. It begins when a company seeks new recruits and ends when applications are submitted, resulting in a pool of candidates to select new employees from. The purposes of recruitment are to determine current and future staffing needs, attract a large applicant pool at low cost, and increase selection success by screening candidates. Sources of recruitment include internal promotions/transfers and external options like ads, agencies, exchanges, educational institutions, and recommendations. Methods of recruitment are direct contact with candidates, indirect advertising, and using third parties.
Performance appraisal
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
Selection
The document discusses the selection process for hiring employees. It describes selection as dividing applicants into suitable and unsuitable candidates based on matching their qualifications to job requirements. The key steps of the selection process include preliminary interviews, application forms, selection tests, employment interviews, reference checks, and medical examinations. Selection tests evaluate aptitude, skills, knowledge, personality, and other traits. Interviews allow verification of information and evaluation of a candidate's qualifications and characteristics. Different types of interviews, like structured and stress interviews, are discussed. Common errors in interviewing like halo effects and stereotyping are also outlined.
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Staffing
- 1. STAFFING
- 2. Definition • Staffing is the function by which managers build an organization through the recruitment , selection and development of individuals as capable employees
- 3. Importance of Staffing • Filling organizational positions ( quality people ) • Developing competencies • Retaining employees
- 4. Factors affecting Staffing • Nature of competition • Legal factors • Socio cultural factors • External factors • Internal factors Size of organization Organizational image Past practices Organizational business plan
- 5. Job Analysis • Job analysis is a process of collecting and analyzing data relating to a job • It includes : 1 – operations and tasks involved(like timing) 2 – location , physical settings 3 – duties involved 4 – material and methods involved 5 – relation with other jobs 6 – personal attributes required
- 6. Job Description • Document providing information regarding tasks, duties, and responsibilities of job • In other words it discloses what , how and why the job is to be done • The main object of job description is to differentiate it from other jobs and to set out its outer limits • It includes : activities to be performed , job location , duties and responsibilities , machines/tools/materials , working conditions , nature of supervision , relation to other jobs
- 7. Job Specification • A statement of the minimum qualifications required for a job is called job specification • It includes : 1 - physical characteristics(height , age , weight , age ) 2 – psychological characteristics ( emotional stability ) 3 – mental characteristics ( intelligence , memory ) 4 – personal characteristics ( education , family background job experience )
- 8. Process of Job analysis • Defining the use of job analysis • Information collecting • Information processing • Job description & job specification
- 9. Process Of Job Analysis The process of job analysis is a data collection process : • Organizing & planning for the programme (to decide who will be incharge of the programme and must assign responsibilities to the designated persons ) • Obtaining current job design information(to obtain information concerning the current design of the job) • Conducting “ need research ” (analyst should investigate to determine which managers or staff people ) • Establishing priorities in the jobs to be analyzed ( human resource department should identify the jobs and priority of each job ) • Collecting job data
- 10. CONTD. • Redesigning the job ( if necessary ) • Preparing job descriptions (information collected must be processed i.e it is a statement showing the details of the activities of a job ) • Developing job specification ( specification is also prepared on the basis of information calculated )
- 11. Job Evaluation • Job evaluation is defined as to calculate the actual worth of the job Job Design • Job design is defined as what an employee actually does on the job • The main objective of job design is to integrate the needs of the individual and the requirements of the organization
- 12. Methods of Job Design • Job Simplification implies breaking down of job into small subparts so that employees can do these jobs without much specialized training • Job Rotation is shifting of employees from one job to another job within a working group so that there is some variety and relief from the boredom of routine) • Job Enlargement is the process of increasing the scope of a job by adding more tasks to it. • Job Enrichment involves designing a job in such a way that it provides the worker greater autonomy for planning and controlling his own performance