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Chapter 5

Human Resource Planning and Job Analysis

Fundamentals of Human

Resource Management

Introduction

• 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.

An Organizational Framework

• A mission statement defines what

business the organization is in,

including why it exists and who its

customers are.

• Strategic goals
  • Set by senior management to establish targets for the organization to achieve.
  • Generally defined for the next 5-20 years.

An Organizational Framework

• Corporate assessment
  • Gap or 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.

Linking Organizational Strategy to

Human Resource Planning

• Ensures that people are available

to meet the requirements set

during strategic planning.

• Assessing current human

resources

• A human resources inventory report summarizes information on current workers and their skills.

Linking Organizational Strategy to

Human Resource Planning

• Human Resource Information

Systems (HRIS) are

increasingly popular

computerized databases that

contain important information

about employees.

Linking Organizational Strategy to

Human Resource Planning

• Determining the Demand for Labor
  • A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type.
  • Forecasts must be made of the need for specific knowledges, skills and abilities.

Linking Organizational Strategy to

Human Resource Planning

• Predicting 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

Human Resource Planning

• Retirements are the easiest to forecast.
• Other factors are much more difficult to project.
• Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.

Linking Organizational Strategy to

Human Resource Planning

• Where Will We Find Workers
  • 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 on-the-job

training.

Linking Organizational Strategy to

Human Resource Planning

Employment Planning and the Strategic Planning Process

Job Analysis

• 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.

Job Analysis

• Job Analysis Methods
  • Structured questionnaire method – workers complete a specifically designed questionnaire.
  • Technical conference method – uses supervisors with an extensive knowledge of the job.
  • Diary method – job incumbents record their daily activities.
• The best results are usually achieved

with some combination of methods.

Job Analysis