E-HRM | Job Ana.| Unit 2

1. KYTC Prepared by: Safaa S.Y. Dalloul E-HRM | Job Ana.| Unit 2 http://safaadalloul.wordpress.com 2013-2014

2. 1 3 HR Planning Process Succession Planning 2 Job Analysis 4 Enterprise Resource Planning System

3. 1 Succession Planning

4. Succession Planning The process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant.

5. Succession Planning Continued Positions may be vacant for the reasons of: untimely deaths, resignations, terminations or the orderly retirements of company officials.

6. 2 Job Analysis Job Analysis

7. Job Analysis It is the systematic process of determining the skills, duties and knowledge required for performing jobs in an organization. Traditionally, it is an essential and pervasive human resource technique. It is the starting point for other human resource activities.

8. Job Analysis Continued Job analysis provides a summary of a job's duties and responsibilities, its relationship to other jobs, the knowledge and skills required and working conditions under which it is performed.

9. Job Analysis Continued • Job analysis is done in the occasions: • The organization is found and a job analysis program is initiated for the first time. • New jobs are created. • Jobs are changed significantly as a result of new technologies, methods, procedures or systems.

10. Job Analysis Continued • Job Analysis is used to prepare: • Job description: is a document that provides information regarding the essential tasks, duties, and responsibilities of the job. • A document outlines the minimum acceptable qualifications a person should possess to perform a particular job. Note: Without a properly conducted job analysis, it would be difficult to satisfactorily perform the other human resource-relate functions.

11. Job A Job: is a group of tasks that must be performed for an organization to achieve its goals. A job may require the services of one person or more according to its nature.

12. Position It is a collection of tasks and responsibilities performed by one person.

13. Define the Job Analysis, Position, and Job

14. Job Analysis Information • Worker-Oriented Activities • Human behavior (physical actions, communicating on the job … etc.) • Elemental motions for methods analysis • Personal job demands • Work Activities • Work activities and processes • Activity records • Procedures used • Personal responsibility

15. Job Analysis Information Continued • Job-related tangibles and intangibles. • Knowledge dealt with or applied • Materials processed • Products made or services performed • Work Performed • Error analysis • Work standards • Work measurements • Other • Machines, tools, equipment, and work aids used.

16. Job Analysis Information Continued • Personal Requirement for the Job • Personal attributes • Education and training required • Word experience • Job Context • Knowledge dealt with or applied • Work schedule • Financial and non-financial incentives • Physical working conditions • Organizational and social contexts

17. Challenge !! From your previous studying for different modules, What do you think the method/s the HR department is/are used to outline/analyze the job analysis?

18. Job Analysis Methods Note: to know more about it click here

19. Timeliness of Job Analysis • The rapid pace of technological change makes the need for accurate job analysis more important. How much the HR Department conduct the Job Analysis? • Historically, job analyses could be conducted and then set aside for several years. • Nowadays, job requirements are changing so rapidly, so they must be constantly reviewed to keep them relevant.

20. Job Description • Job description information must be relevant and accurate in order to select qualified worker. • Job description provides concise statements of what employees are expected to do on the job and indicate: how to do and the condition under which the duties to be performed.

21. The main elements of job description: Continued Job Description Job Identification: includes the job title, the department, the reporting relationship and a job number or code. Date of the job analysis: aids in identifying job changes that would make the description obsolete. Job summary: provides a concise overview of the job to states job content. Duties performed: is short delineates paragraphs that major duties to be performed. Job specification: a document contains the minimum acceptable qualifications that a person should possess in order to perform a particular job. Job Identification Date of the job analysis Job summary Duties performed Job specification

22. 3 HR Planning Process HR Planning Process

23. HR Planning Process • Strategic Planning • HR Planning • Accelerated Succession Planning • Job Design Concepts

24. Strategic Planning • It is the process by which top management determines overall organizational purposes and objectives and how they are to be achieved. • When a firm's mission is clearly defined and its guiding principles understood, employees and managers are likely to put forth maximum effort in pursuing company objectives.

25. HR Planning • It is the process of systematically reviewing human resource requirements to ensure that the required numbers of employees with the required skills are available when and where they are needed? • Effective staffing decisions begin with human resource planning.

26. HR Planning • Human Resource Planning involves matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time. • HRP Process includes the following: • HR forecasting requirements. • HR forecasting availability.

27. HR Planning • HR Forecasting Techniques • Zero-Base Forecasting • Bottom-Up Approach • Use of Mathematical Model  • Simulation

28. HR Planning • HR Forecasting Techniques • Zero-Base Forecasting: is approach uses the organization's current level of employment as the starting point for determining future staffing needs. • Bottom-Up Approach:isa forecastingmethod beginning with the lowest organizational units and progressing upward through an organization ultimately to provide an aggregate forecast of employment needs.

29. HR Planning • HR Forecasting Techniques • Use of Mathematical Model:isto predict future requirement. By using this method, managers can approximate the number of employees required at different demand level. • Simulation: isa technique for experimenting with a real-world situation by means of a mathematical model that represents the actual situation.

30. HR Planning • Forecasting HR Requirements • An estimate of the numbers and kinds of employees and organization will need at future dates to realize its stated objectives. • Before human resource requirements can be projected, demand for the firm's goods or services must be forecasted. Note: Projected = Expected

31. HR Planning • Forecasting HR Requirements • This forecast is to be converted into people requirement for the activities of necessary to meet this demand. • Forecasting requirements provides managers with the means of estimating how many and what types of employees will be required.

32. HR Planning • Forecasting HR Availability • Availability forecast is a process of determining whether the firm will be able to secure employees with the necessary skills, and from what sources.

33. HR Planning • Forecasting HR Availability • It helps to show whether the needed employees may be internal or external the company. • Database is necessary to be used by organizations, and they include information on all managerial and non-managerial employees. (i.e. that means the HR is using the HRIS)

34. HR Planning • Forecasting HR Availability - Surplus • When a comparison of requirement and availability indicates a worker surplus will result, one of the following actions is to be taken: • Restricted Hiring • Reduced Hours • Early retirement • Layoffs

35. HR Planning • Forecasting HR Availability - Shortage • When firms are faced with a shortage of workers, organizations will have to intensify their efforts to recruit the necessary people to meet the needs of the firm. One of the following actions is to be taken: • Creative Recruiting. • Compensation Incentives. • Training Programs. • Different Selection Standards.

36. Accelerated Succession Planning • Management succession programs typically focus on placement rather than skill development. • Acceleration Pools System: It is a management succession planning system that develops a group of high potential candidates for undefined executive jobs and focuses on increasing their skills and knowledge rather than targeting one or two people for each senior management position.

37. Accelerated Succession Planning • The pool members receive stretch assignments that offer the best learning and highest visibility opportunities, and they receive exposure to more special developmental experiences.

38. Job Design Concepts • Job Design: is a process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in an organization.

39. Job Design Concepts • Job Enrichment • The restructuring of the content and level of responsibility of a job makes it more challenging, meaningful and interesting to worker. • Principles of job enrichment (According to Herzberg): • Increasing job demands. • Increasing the worker’s accountability. • Providing work scheduling freedom. • Providing feedback. • Providing new learning experiences.

40. Job Design Concepts • Job enlargement: is the process of increasing the number of tasks a worker performs without increasing the level of responsibility. • Re-engineering: the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, services and speed.

41. Define the Job Enrichment, Job Enlargement,Re-engineering

42. Enterprise Resource Planning Systems: Revolutionizing Lodging Human Resources Management 4 Enterprise Resource Planning System

43. Note: this section of unit 2 is talking about the ERPS from the Lodging Companies view as a sample, but most of time this information is applicable to most organizations

44. Challenge !! Do you think the ERPS is an important to exist in the organization? Support your answer.

45. Introduction

46. Introduction • Enterprise resource planning systems (ERPS): • Have become Integral, essential, and criticalcomponent in the overall business processes. • Represent one of the largest information technology investments for several companies. • Represent one of the fastest growing sectors of the information system industry.

47. LINK between ERPS and Competition

48. Introduction • The advent/beginning and growth of this form of technology has been propelled/pushed largely by increased competition which has forced companies to rethink business processes, “find new ways” to improve operational efficiencies, while at the same timereduce overall operational costs.

49. Introduction Continued • Many companies, ERPS offer an attractive solution since they enable the attainment of competitive advantages since they enable organizations to streamline business processes and integrate data from multiple and often disparate systems and sources.

50. Introduction Continued • These activities ultimately enable organizations to revolutionize business processes and transform organizational cultures to meet the challenges of a changing global environment.