Human Resource Planning and Job Analysis in HRM Fundamentals

This document provides an overview of Human Resource Planning (HRP) and Job Analysis, key components of Human Resource Management (HRM). It explains the importance of aligning HR strategies with organizational goals, emphasizing the need for forecasting labor demand and supply. The document covers various aspects of job analysis, including methods like observation, interviews, and questionnaires, along with tools like O*NET and the Position Analysis Questionnaire (PAQ). It also discusses job descriptions, job design, and job enrichment strategies to motivate employees. Furthermore, it touches upon flexible work schedules and the role of teams in effective job design. The document concludes with a True/False quiz to test understanding of the concepts.

Fundamentals of
Human Resource Management 11e
Chapter 5
Human Resource Planning and 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
Introduction
2Fundamentals of Human Resource Management 11e

▪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
Introduction
3Fundamentals of Human Resource Management 11e
Senior HRM staff need to lead top
management in planning for HRM issues.

An Organizational Framework
4Fundamentals of Human Resource Management 11e
Goals are generally defined for the next 5-20 years.
▪ A 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

▪ During a corporate assessment:
• SWOT Analysis determines what is needed to meet
objectives
▪Strengths
▪Weaknesses
▪Opportunities
▪Threats
Linking Organizational Strategy to
HR Planning
5Fundamentals of Human Resource Management 11e
HRM determines what knowledge, skills, and abilities are needed by
the organization’s human resources through a job analysis.

Linking Organizational Strategy to
HR Planning
Fundamentals of Human Resource Management 11e 6
mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s
business
setting goals and
objectives
determining how to attain
goals and objectives
determining what jobs need to be
done and by whom
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)
▪Process employee information
▪Quickly generate analyses and reports
▪Provide compensation/benefits support
Linking Organizational Strategy to
HR Planning
7Fundamentals of Human Resource Management 11e

▪ Succession planning includes the development
of replacement charts that
• Portray 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
Linking Organizational Strategy to
HR Planning
8Fundamentals of Human Resource Management 11e
Carolyn
Beth Carlos Gus

HR must forecast staff requirements:
▪ HR creates an inventory of future staffing needs for
job level and type, broken down by year
▪ Forecasts must detail the specific knowledge, skills,
and abilities needed, not just “we need 25 new
employees”
Linking Organizational Strategy to
HR Planning
9Fundamentals of Human Resource Management 11e

HR predicts the future labor supply:
▪ A unit’s supply of human resources comes from:
• New hires
• Contingent workers
• Transfers-in
• Individuals returning from leaves
▪ Predicting these can range from simple to complex
▪ Transfers are more difficult to predict since they depend on
actions in other units
Linking Organizational Strategy to
HR Planning
10Fundamentals of Human Resource Management 11e

Linking Organizational Strategy to
HR Planning
11Fundamentals of Human Resource Management 11e
Decreases in internal supply come about through:
▪retirements easiest to forecast
▪dismissals possible to forecast
▪transfers possible to forecast
▪layoffs possible to forecast
▪sabbaticals possible to forecast
▪voluntary quits difficult to forecast
▪prolonged illnesses 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
Linking Organizational Strategy to
HR Planning
12Fundamentals of Human Resource Management 11e
The potential labor supply can be expanded by formal or
on-the-job training.

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
Linking Organizational Strategy to
HR Planning
13Fundamentals of Human Resource Management 11e

Linking Organizational Strategy to
HR Planning
14Fundamentals of Human Resource Management 11e
Employment Planning and the Strategic Planning
Process
demand for labor
compare demand
for and supply of
human resources
recruitment
decruitment
define
organization
mission
establish
corporate goals
and objectives
demand exceeds
supply
supply exceeds
demand
assess current
human resources
-- - - - - - - - - - - - -
HRMS:
job analysis
Outcomes
supply of
human resources

Job analysis 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
▪ Click here to see a sample job analysis
Job Analysis
15Fundamentals of Human Resource Management 11e

Job Analysis Methods
▪ 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
16Fundamentals of Human Resource Management 11e
The best results are usually achieved with some combination of methods.

Job Analysis
17Fundamentals of Human Resource Management 11e
understand the purpose
of the job analysis
understand the roles of
jobs in the organization
seek clarification
develop draft
review draft
with supervisor
benchmark positions
determine how to collect
job analysis information

▪ Occupational Information Network
• O*NET Content Model
Job Analysis
18Fundamentals of Human Resource Management 11e
See online at
http://online.onetcenter.org/

Position Analysis Questionnaire (PAQ)
▪ Jobs are rated on 194 elements, grouped in six 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 Analysis
19Fundamentals of Human Resource Management 11e

Job descriptions list:
▪ Job title
▪ Job identification
▪ Job duties/essential functions in order of importance
▪ Job specifications - minimal qualifications for job
They are critical to:
▪ Describing job to candidates
▪ Guiding new-hires
▪ Developing performance evaluation criteria
▪ Evaluating job’s compensation worth
Job Analysis
20Fundamentals of Human Resource Management 11e

Job Analysis
21Fundamentals of Human Resource Management 11e
labor
relations
safety &
health
HR
planning
Almost all HRM
activities are tied
to job analysis; it
is the starting
point for sound
HRM.
job analysis
job description
job specifications
performance
management
compensation
employee
training
employee
development
career
development
recruiting
selection

▪ Job Design is how a position and its tasks are
organized. Every job should
• Be organized to provide a sense of purpose and
accomplishment
• Have a clear relationship to the organizational
purpose and mission.
Job Design
22Fundamentals of Human Resource Management 11e

▪ Job Enrichment motivates through
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback from job itself
Job Enrichment
23Fundamentals of Human Resource Management 11e
If you want people to do a good job,
give them a good job to do…
Frederick Herzberg

▪ Types of flexible schedules:
• Compressed work week
• Flex time
• Job Sharing
• Telecommuting
Flexible Work Schedules
24Fundamentals of Human Resource Management 11e

▪ Effective work teams
• Are flexible
• Continually make adjustments
• Have competent individuals with appropriate skills
▪Technical
▪Teamwork
▪Interpersonal
• Good feedback
Job Design and Teams
25Fundamentals of Human Resource Management 11e

True or False?
26Fundamentals of Human Resource Management 11e
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!