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Human Resource Planning & Job Analysis

Human Resource Planning & Job Analysis. BMA 360 Session 5. Human Resource Management. Explain the importance of the person-job-organization match and how it can be established. Interpret & analyze how HRM policies & practices support the entire organization.

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Human Resource Planning & Job Analysis

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  1. Human Resource Planning &Job Analysis BMA 360 Session 5

  2. Human Resource Management Explain the importance of the person-job-organization match and how it can be established Interpret & analyze how HRM policies & practices support the entire organization Identify & explain HR policies & practices that motivate workers Discuss avenues to maintain strong employment relationships Planning for human resources Understanding work: Job/work analysis

  3. Four Phases to HR Planning • What will we need? • What’s available? • Reconcile requirements & availabilities • Control and evaluate

  4. Four Phases vs. Cascio’s Framework • What will we need? (Cascio: Talent inventory & workforce forecast) • What’s available? (Cascio: Workforce forecast) • Reconcile requirements & availabilities (Cascio: Action plans) • Control and evaluate

  5. HR Planning Process Losses, Internal Moves, Accessions Other HR Activities Forecasted HR Availabilities Current Workforce Action Plans External & Internal Scanning Reconciliation (Gaps) Business Plans Forecasted HR Requirements Staffing Activities Organization Plans

  6. Seven strategic staffing decisions Organization Mission Goals & Objectives Organization Strategy HR Strategy Staffing Strategy Acquire or Develop Talent (“make or buy”) Staffing as a Lag or Lead System Specific or General Competencies Exceptional or Acceptable Workforce Quality External or Internal Hiring Active or Passive Pursuit of Diversity Core or Flexible Workforce HR Planning Strategy

  7. Determining Requirements • Begin with strategic plan • Possible techniques • Statistical • Judgmental

  8. Determining Requirements

  9. Determining Availabilities: Internal • Inventory employees available • Anticipate losses • Figure impact of promotions, transfers, recruitment

  10. Determining Availabilities: Internal • Techniques • Statistical • Past employee flow patterns • Transition or Markhov matrices • Judgmental • Executive reviews • Succession planning • Vacancy analysis

  11. Determining Availabilities: Internal

  12. Determining Availabilities: Internal • Vacancy Analysis:

  13. Replacement Chart Mgr. Trng. & Devel. C.D. Smith J.H. Doe: 0 G.M. Jones: 0 C.B. Mills: 2 Qualification Codes for Readiness 0: Ready to move up now 1: Ready in a year 2: Ready in two years Mgr. Mgmt. Devel. J.H. Doe Mgr. Training G.M. Jones Mgr. Exempt Comp. C.B. Mills W.K. Rule: 1 K.A. Dyer: 2 M.W. Field: 0 S.B. Moore: 0 L.S. Wood: 2 L.Q. Brush: 0 H.L. Shaw: 2

  14. Determining Availabilities: External • Monitoring of • Major environmental trends • Labor market(s)

  15. Reconcile • Anticipate, clarify & define “gaps” • Determine action plans

  16. Action Plan Options Employee Shortage Long-term Options Short-term Options Recalls Hires Permanent In-transfers Retrain Transfer Work Out Increase OT or PT Increase Subcontracts Increase Productivity Buy-back Vac. or Hol. Temporary Assignments Temporary Hires Transfer Work Out

  17. Freeze Hires Use Attrition Permanent Out-transfers Layoffs Retirement Incentives Retrain Transfer Work In Freeze Hires Use Attrition Reduce OT or PT Transfer Work In Reduce Workweek Temp. Shut-Down or Layoff Excused Absences Temporary Assignments Train or Retrain Accumulate Surplus Action Plan Options Employee Surplus Long-term Options Short-term Options

  18. Control and Evaluate • Qualitative evaluation • Problems & opportunities assessed • Working relationships • Decision-makers’ use of plan • Value of plan

  19. Control and Evaluate • Quantitative evaluation • Staffing levels vs. forecast • Productivity • Personnel flow against desired rates • Programs implemented • Costs • Benefits & costs

  20. Job Analysis • Types of jobs • Traditional • Evolving • Flexible • Idiosyncratic • Team-based • Telework

  21. Job Analysis • Jobs can differ based on • Time • People • Context

  22. Job Analysis • Systematic study of job content • Process of obtaining information about work or job • Many uses

  23. HR Practices Job evaluation Recruitment Selection Orientation, training and development Performance appraisal Promotions, transfers Career planning Labor relations Organization design Organizing HR Planning Role definition Work/equipment design Job design Safety Methods improvement Other uses Personnel research Rehabilitation counseling Vocational guidance Uses of Job Analysis Information

  24. Outcomes of Job Analysis • Job descriptions • Job specifications

  25. Types of Job Analysis • Job requirements • Competency-based • Job rewards

  26. Job Specifications • KSAOs • Knowledge • Skills • Abilities • Other characteristics KSAOs

  27. Traditional Job Analysis • Two Major Types • Conventional • Quantitative

  28. Conventional Methods • Direct observation • Individual interview • Group interview • Technical conference • Diaries/logs • Open-ended questionnaires

  29. Quantitative Methods • Highly structured questionnaires • Position Analysis Questionnaire (PAQ) • Task inventories

  30. Competency-Based Job Analysis • What is a “competency”? • Can span jobs • Job performance • Organizational success • Why use competencies?

  31. Methods to collect competency information Issue of job-relatedness General competencies Job-spanning competencies Competency-Based Job Analysis

  32. Standards for Job Analysis • Reliability • Validity

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