MODULE 3: Effective Job Analysis

• Human Resource Planning is a 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.
• HR planning must be:

  • Linked to the organization's overall strategy to compete domestically and globally.
  • Translated into the number and types of workers needed.
• Mission statement defines what business the organization is in, including:

  • Why it exists
  • Who its customers are
  • Strategic goals set by senior management to establish targets for the organization to achieve.
• Senior HRM staff need to lead top management in planning for HRM issues.
• Goals are generally defined for the next 5-20 years.
• During a corporate assessment,

  • SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis determines what is needed to meet objectives.
  • Strengths and weaknesses and core competencies are identified.
• HRM determines what knowledge, skills, and abilities are needed by the organization’s human resources through ajob analysis.
• Linking Organizational Strategy to HR Planning:

  1. Mission => determining organization's business
  2. Objectives and Goals => setting goals and objectives
  3. Strategy => determining how to attain goals and objectives
  4. Structure => determining what jobs need to be done and by whom.
  5. People => matching skills, knowledge, and abilities to required jobs.
• HR must ensure staff levels meet strategic planning goals.

  • An HR inventory report summarizes information on current workers and their skills.
  • HR information systems (HRIS)

  1. Process employee information
  2. Quickly generate analyses and reports
  3. Provide compensation or benefits support
• Succession planning includes the development of replacement charts that:

  • Covers individual in middle- to upper-level management positions that may become vacant in the near future.
  • List information about individuals who might qualify to fill the positions.
• HR predicts the future labor supply:

  1. A unit's supply of human resources comes from new hires, contingent workers, transfers-in, and individuals returning from leaves.
  2. Predicting these can range from simple to complex.
  3. Transfers are more difficult.
• Decreases in internal supply come about through:

  Retirements => Easiest to forecast

  Dismissals, Transfers, Layoffs, Sabbaticals => Possible to Forecast

  Voluntary Quits, Prolonged Illness => Difficult to Forecast

  Deaths => Hardest to Forecast
• Candidates come from:

  • Migration into a community
  • Recent graduates
  • Individuals returning from military service
  • Increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time.
• The potential labor supply can be expanded by formal or OJT.
• To match labor demand and supply, HR:

  • Compares forecasts for demand and supply of workers.
  • Monitors current and future shortages, and overstaffing. Sometimes, strategic goals must change as a result.
  • Uses downsizing to reduce supply and balance demand.
• Employment Planning and the Strategic Planning Process

  1. Define organization mission
  2. Establish corporate goals and objectives
  3. Assess current human resources and HRMS job analysis
  4. Compare demand for and supply of human resources.
  5. Demand exceeds supply or Supply exceeds demand
• Recruitment => if demand exceeds supply.

  Decruitment => if supply exceeds demand.
• Job Analysis

  • It is a systematic exploration of the activities within a job.
  • It defines and documents the duties, responsibilities, and accountabilities of a job and the conditions under which a job is performed.
• Job Analysis Methods:

  1. Observation
  2. Individual Interview
  3. Group Interview
  4. Structured Questionnaire
  5. Technical Conference
  6. Diary
• Observation => job analyst watches employees directly or reviews film of workers on the job.
• Individual Interview => a team of job incumbents is selected and extensively interviewed.
• Group Interview => a number of job incumbents are interviewed simultaneously.
• Structured Questionnaire => workers complete a specifically designed questionnaire.
• Technical Conference => uses supervisors with an extensive knowledge of the job.
• Diary => job incumbents record their daily activities.
• Job Analysis Process:

  1. Understand the purpose of the job analysis
  2. Understand the roles of jobs in the organization
  3. Benchmark positions
  4. Determine how to collect job analysis information
  5. Seek clarification
  6. Develop draft
  7. Review draft with supervisor
• Occupational Information Network (O*NET) content model includes:

  1. Worker characteristics
  2. Worker requirements
  3. Experience requirements
  4. Occupation-specific information
  5. Workforce characteristics
  6. Occupational requirements
• Position Analysis Questionnaire (PAQ):

  • Jobs are rated on 194 elements, grouped in 6 major divisions and 28 sections.
  • The elements represent requirements applicable to all types of jobs.
  • Its quantitative structure allows many job comparisons, however, it appears to apply to only higher-level jobs.
• Job Descriptions List:

  • Job Title
  • Job Identification
  • Job Duties/Essential Functions in order of Importance
  • Job Specifications - minimal qualifications for job
• Job description lists are critical to:

  • Describing job to candidates
  • Guiding new-hires
  • Developing performance evaluation criteria
  • Evaluating job's compensation worth
• Almost all HRM activities are tied to job analysis; it is the starting point for sound HRM:

  • Recruiting
  • Selection
  • HR planning
  • Employee Development
  • Employee Training
  • Career Development
  • Performance Management
  • Compensation
  • Safety and Health
  • Labor Relations
• Job design is how a position, and its tasks are organized:

  • Great job design enriches and motivates through skill variety, task identity, task significance, autonomy, feedback from job itself.
  • Flexible work schedules keep employees motivated and loyal flex time, job sharing, and telecommuting.
  • Part of HR planning and job analysis is finding team members with technical and interpersonal skills.