EMPLOYMENT PLANNING AND

JOB ANALYSIS

• Introduction.• Employment Planning / HR Planning• An organizational framework.• Linking organizational strategy to employment

planning.• Determining essential skills, knowledge and

abilities.• Summing up / Question Answer Session.

EMPLOYMENT PLANNING AND JOB ANALYSIS

• One of the most important elements in a successful human resource management program.

• It is defined as the process by which an organization ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

• Ultimately translates the organization’s overall goals into the number and types of workers needed to meet those goals.

• Without clear-cut planning, and a direct linkage to the organization's strategic direction, estimations of an organization’s human resource needs are mere guesswork.

• Employment planning OR HR Planning cannot exist in isolation. It must be linked to the organizations overall strategy.

EMPLOYEES PLANNING / HR PLANNING

• Strategic Planning Process.• Determine what business the company is in and who are its

consumers, set strategic goals.• Develop mission statement for 5 to 10 years.• Analyze its goals, current strategies and external environment.• SWOT (strengths, weaknesses, opportunities and threats) analysis. • This process helps to a clear assessment of the organization’s

internal resources and skills available or it may be lacking such as;

- Capital. - Worker Skills.

- Patents. - Departmental abilities.

- Training & Development. - Marketing.

- Accounting. - Human Resources.

- Research & Development . - Management Information System.

AN ORGANIZATIONAL FRAMEWORK

• The swot analysis phase of planning serves as the link between organization’s goals and ensures that the company meets its objectives, i.e establishes the direction of the company.

• The company needs to determines what jobs need to be done, and what type of workers will be required. (Organizing)

• This assists in determining the KSAs (knowledge, Skills and abilities) required of jobholders. (Establishes the structure of the Organization)

• This process helps to determines the people needed to meet these criteria.

• At this point HRM comes to play an integral role i.e “To determine what skills are needed.”

• HRM conducts job analysis. • All jobs in the organization must be tied to the company’s mission and

strategic direction of the organization.

AN ORGANIZATIONAL FRAMEWORK

THE STRATEGIC DIRECTION - HRP LINKAGE

Mission

Objectives & Goals

Strategy

Structure

People

Determining what business the organization will be in

Setting goals and objectives

Determining how goals and objectives will be attained

Determine what jobs need to be done and by whom

Matching skills, knowledge, and abilities to required jobs

• How do you assess current human resources.• Human resources information system.• Replacement charts.• How does one determines the demand for labor.• Can we predicts the future supply of labor.• Where will we find workers.• How do we match the demand and supply of labor.

LINKING ORGANIZATIONAL STRATEGY TO EMPLOYMENT PLANNING

• By developing a profile of the organizations current employees.

• To generate an effective & detailed Human Resource Inventory Report With

- name - performance rating

- education - salary level- training - languages spoken- prior employees - capabilities- current position - Specialized skills

• This inventory serves as a guide for new organizational pursuits or while altering the organizations strategic direction.

HOW DO YOU ASSESS CURRENT HR

• To assist in HR inventory we use HRIS or HRMS

• It is a database system that keeps important information about employees in a central & accessable location

• Its tech potential permits the organizations to track most info about employees and jobs.

• These are also linked to the MIS for more effective use.

• Useful in HR planning process & HRM System

HRIS

Group 1 Basic Non-Confidential Information:• Employee name.• Organization name.• Work location.• Work phone number.

Group 2 General Non-Confidential Information:• Information in the previous category.• Social security number.• Other organization number (code, effective date)• Position related information (code, title, effective date)

Group 3 General Information with Salary:• Information in the previous salary category.• Current salary, effective date, amount of last change, type of

last change and reason for last change.

HUMAN RESOURCE INFORMATION SYSTEM

Group 4 Confidential Information with Salary:• Information in the previous salary category.• Other position information (EEO, code, position ranking, and

FLSA)

Group 5 Extended Confidential Information with Salary:• Information in the previous category.• Bonus information.• Projected salary increase information.• Performance evaluation information.

HUMAN RESOURCE INFORMATION SYSTEM

Arthur RobertsCurrent Position: PresidentAge:64Exp. Replacement needed: 1 yearEducation: Master in taxation.Experience: 27 years of financial operations

Possible replacement Potential Ready inJohn Harbor Medium 8 monthsSean Benefield Medium 2.5 yrsNatalie March High 14 months

REPLACEMENT CHARTS

John HarborCurrent Position: V.P MarketingExp. Replacement needed: 1 yearExperience: 17 yrs in mkt. management

P. Replacement Potential Ready inRick Sapp Law 2.5 yrsJennifer Medium 3.0 yrs

Sean BenefieldCurrent Position: V.P Human ResourcesExp. Replacement needed: 7 yearExperience: 23 yrs as an attorney

P. Replacement Potential Ready inBill McGregor High 2.75 yrsEric Hayden Medium 5.50 yrs

Natalie MarchCurrent Position: V.P & Corp. Counsel Exp. Replacement needed: 11 monthsExperience: 18 years in HRM

P. Replacement Potential Ready inJudy Vogel High ImmediatelyNo other candidate

EMPLOYMENT PLANNING (HRP) AND THE STRATEGIC PLANNING PROCESS

Demand for labor

Compare demand for and supply of human resources

Supply of human

resources

Assess current

HR

HRMS

Job analysis

Establish corporate goals and objectives

Demand exceeds supply

Define organiza

-tion mission

Supply exceeds demand

Recruitment

decruitment

Outcomes

• What is job analysis.• Job analysis methods.• Purpose of job analysis. Three outcomes:

– Job Description– Job Specification– Job Evaluation

DETERMINING ESSENTIAL SKILLS, KNOWLEDGE AND ABILITIES

• Jobs are important to individuals:

1- They help determine standards of living, places of residents, status (value ascribed to individuals because of their position).

2- One’s sense of self-worth.

• Jobs are important to organization because they are the vehicles through which work are accomplished (and thus organizational objectives).

WHY ARE JOBS IMPORTANT

• A job analysis is a systematic exploration of the activities within a job.

• It is a technical procedure used to define the duties, responsibilities and accountability of a job.

• The analysis involves the identification and description of what is happening on the job ---- accurately and precisely identifying the required tasks, the knowledge and the skills necessary for performing them and the conditions under which they must be performed.

• Please note that it is a conceptual & analytical process or action from which we develop outcomes, JD, JS, & JE.

JOB ANALYSIS

What job analysis is and what is should accomplish. There are two basic things:

• ONE: Every thing changes and so do jobs. A job must change with time according to the workers who do it. Three reasons for change:

1. Time.2. People.3. Environment.

• TWO: Job analysis comprises job specification and people requirements that should reflects minimally acceptable qualification for job holders.

• HOW ARE JOB SPECIFICATION SET: By consensus among experts, immediate supervisors, job incumbents and job analysis.

JOB ANALYSIS

• A JOB DESCRIPTION: defines what a job is, it is a profile of job and explains the duties, working conditions and other aspects of specified job.

• A JOB SPECIFICATION: describes the job demands on the employees who do it and the human skills that are required. These includes:

– Experience.– Training.– Education.– Ability to meet physical and mental demands.– Specific actions and job specifications.

• Since job description and job specification both focus on the job, they are often combined into one document commonly called a “JOB DESCRIPTION”.

JOB DESCRIPTION / JOB SPECIFICATION

• A job description is a written statement of what the job holder does, how it is done, under what conditions it is done, and why it is done.

• It should accurately portray job content, environment, and conditions of employment.

• A common format for a job description includes the job title, the duties to be performed, the distinguishing characteristics of the job, environmental conditions, and the authority and responsibilities of the jobholder.

JOB DESCRIPTIONS

JOB TITLE: Benefits Manager REPORTS TO: Director, Human ResourcesSUPERVISES: Staff of three ENVIRONMENTAL CONDITIONS: None.FUNCTIONS: Manages employees benefits program for organizationOCCUPATIONAL CODE: 166 JOB NO: 1207 DATE: February 2002

DUTIES AND RESPONSIBILITIES.• Plans and directs implementation and distribution of written and verbal information to inform

employees of benefits programs such as insurance and pension plans, paid time off, bonus pay, and special employer sponsored activates.

• Analyses existing benefits policies of organization and prevailing practices among similar organization, to establish competitive benefits program.

• Evaluates services, coverage, and options available through insurance and investment companies to determine programs best meeting needs of organization.

• Plan modification of existing benefits programs, utilizing knowledge of laws concerning employee insurance coverage, and agreements with labor unions to ensure compliance with legal requirements.

• Recommends benefits plan changes to management, notifies employees and labor union representatives of changes in benefits programs.

• Directs performance of clerical functions, such as updating records and processing insurance claims.• May interview, select, hire and train employees.

JOB CHARACTERISTICS:• Successful incumbent will have knowledge of policies and practices involved in personnel / human

resource management functions – including recruitment, selection, training, and promotion regulations and procedures, compensation and benefits, packages, labor relations and negotiations strategies and human resource information systems.

• Excellent written and verbal communications skills as well as deductive and inductive reasoning skills are critical.

JOB DESCRIPTION (SAMPLE)

• The job specifications state the minimum acceptable qualifications that the incumbent must possess to perform the job successfully,.

• Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification and abilities needed to do the job effectively.

• The job specifications, therefore, is an important tool in the selection process, for it keeps the selector’s attention on the list of qualification necessary for an incumbent to perform the job and assists in determining whether candidates are essentially qualified.

JOB SPECIFICATIONS

METHODS• Observation Method• Individual Interview Method• Group Interview Method• Structured Questionnaire Method• Technical Conference Method• Diary Method

TECHNIQUES – Job Analysis process– Position Analysis Questionnaire

JOB ANALYSIS METHODS

STEPS IN A JOB ANALYSIS

Understand the role of job in the organization

Benchmark positions

Understand the purpose of the job

analysis

Determine how to collect job analysis

information

Review draft with supervisor

Develop draft

Seek clarification

JOB ANALYSIS PROCESS

Data People Things0. Synthesizing.0. Mentoring. 0. Setting up.1. Coordinating.1. Negotiating. 1. Precision Working.2. Compiling. 2. Instructing. 2. Operating - Controlling.3. Computing. 3. Supervision. 3. Driving - Operating.5. Copying. 4. Diverting. 4. Manipulating.6. Comparing. 5. Persuading. 5. Tending.

6. Speaking - Signating. 6. Feeding - off bearing.7. Serving. 7. Handling.

8. Taking instructions - helping.

WORK FUNCTIONS

• Information input.

• Mental process.

• Work output.

• Relationships with other people.

• Job context.

• Other job characteristics.

JOB ELEMENTS OF PAQ

In addition to providing data for job descriptions and specifications, job analysis is also valuable in providing the information that makes comparison of jobs possible. If an organization is to have an equitable compensation program, jobs that have similar demands in terms of skills, knowledge, and abilities should be placed in common compensation groups.

Job evaluation contributes toward that end by specifying the relative value of each job in the organization. Job evaluation, therefore, is an important part of compensation, administration and etc. Job evaluation is made possible by the data generated from job analysis.

JOB EVALUATIONS

Almost every thing that HRM does is directly related to the job analysis process e.g. recruiting, selection, compensation and performance appraising activities are most frequently cited as being directly affected by the job analysis.

Employee training and career development are assisted by the job analysis process by identifying necessary skills, knowledge and abilities . Where deficiencies exist, training and development efforts can be used.

Similar effects can also be witnessed in determining safety & health requirements, and labor relations processes etc.

If an organization doesn’t do its job analysis well, it probably doesn’t perform many of its human resources activities well.

The job analysis is the starting point of sound human resources management.

THE MULTIFACETED NATURE OF JOB ANALYSIS

EMPLOYMENT PLANNING & JOB ANALYSIS

Job analysis

Job description

Job specification

Recruiting

Labor Relations

Safety & Health

Compensation

Performance Appraisal

Career developmen

t

Employee development

Employee training

Strategic Human Resources Planning

Selection

1. Understand the purpose of conducting the job analysis.

2. Understand the role of jobs and values in the organization.

3. Benchmark positions.

4. Determine how you want to collect the job analysis information.

5. Seek clarification, wherever, necessary.

6. Develop the first drat of the job description.

7. Review draft with the job supervisors.

HRM SKILLSCONDUCTING THE JOB ANALYSIS