HUMAN RESOURCE PLANNING

HUMAN RESOURCEMANAGEMENT

HUMAN RESOURCEPLANNING

CHAPTER NO. 2

AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Understand Human Resource Planning (HRP) and purpose of HRP.

Identify the relationship between strategy and HRP.

Identify the steps of HR planning process.

Describe the approaches to understand the jobs.

Discuss the phases of job analysis, including what it is and how it’s used.

Design model for forecasting HR requirements and employee requisition form.

Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.

Develop job specifications using the Internet as well as your judgment.

Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.

HUMAN RESOURCE PLANNING

The process of analyzing and identifying the need

for and availability of Human Resources so that the

Organization can meet its objectives.

The Process of determining an Organization’s human

resources needs.

Or

PURPOSE OF HR PLANNING

To maximize the use of Human Resources and ensure their ongoing development.

To secure the Production Capacity required to support Organizational

objectives.2

To synchronize human resources activities with the organizational objectives.

3

To increase the organization’s productivity.4

1

HR PLANNING PROCESS

HR Strategies & Plans

Organizational Objectives & Strategies

Scanning the External

Environment

Analyze Internal

inventory of HR Capabilities

Forecasting

Organizational Need for People

Survey of People

Available

a. LINKING ORGANIZATIONAL STRATEGYTO THE EMPLOYMENT PLANNING

Determining

what business in the

organization will be in.

Mission

Setting goals and Objectives

Objective and Goal

Determining how goals and

objectives will be

attained Strategy

Determining what jobs need to

be done and by whom

Structure

Matching skills, knowledge, and

abilities to required jobs

People

HUMAN RESOUCEPLANNING PROCESS

Process of studying the environment of the

organization to pinpoint opportunities and threats.

b. ENVIRONMENTAL SCANNING:

HUMAN RESOUCEPLANNING PROCESS Cont . . .

c. Internal Assessment of the Organizational Workforce :

Analyzing the jobs that will need to be done and the skills of

people currently available to do them is the next part of HR

planning.

C. Internal Assessment of the

Organizational Workforce

i. Auditing Jobs and Skills

ii. Organizational Capabilities Inventory


i. Auditing Jobs and Skills : Following questions are addressed during internal assessment

What jobs exist now?

How essential is each job?

How many individuals are performing each job?

What jobs will be needed in future?

ii. Organizational Capabilities Inventory:


By Utilizing different databases in an HRIS ,it is possible to

identify the employees SKA’S. planners can use these

inventories to determine long term needs for staffing and HR

development. Human Resource Information Systems (HRIS):Database systems containing the records and qualifications of

each employee that can be accessed to facilitate employment

planning decisions.


Uses of an HR Information System

(HRIS)

HUMAN RESOURCEPLANNING PROCESS Cont . . .

d.

Forecasting :Forecasting is the use of Information from the Past and Present

to identify expected future conditions.

i. Forecasting Demand for

Human Resources

FORECASTING

ii. Forecasting Supply for

Human Resources


i. Forecasting Demand for Human Resources:

1. Organization-wide estimate for total demand.

2. Unit breakdown for specific skill needs by number and type of

employee.

Develop decision rules (“fill rates”) for positions to be filled

internally and externally.

Develop additional decision rules for positions impacted by

the

chain effects of internal promotions and transfers.


ii. Forecasting Supply for Human Resources:

1. Forecasting External HR

Supply

2. Forecasting Internal HR

Supply


1. Forecasting External HR Supply

The Following factors affect the External HR Supply.

Individuals Demographics

Technological Developments and Shifts

Actions of Competing Employers

Government Regulations and Pressures


1. Forecasting Internal HR Supply:

a. Through Promotions, Lateral Moves, and

Terminations.

b. Succession Analysis:

A method used to forecast the supply of people for certain

positions

Replacement Charts (Succession Plans)

Transition Matrix (Markov Matrix)



Job Title Exit Manager Supervisor Line

Worker

Manager 0.15 0.85 0.00 0.00

Supervisor 0.10 0.15 0.70 0.05

Line

Worker0.20 0.00 0.15 0.65

Transition Matrix (Markov Matrix)


e. Managing Human Resource Surplus or Shortage:

i. WORKFORCE REALIGNMENT:“Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all mean reducing the number of employees in an organization.

Weak Product demand, loss of Market

Share to

Competitors.

Technological Change, Mergers and

Acquisitions.

Economic

Structural


f. HR Strategies and Plan:

i. The means used to anticipate and manage the supply of

and demand for human resources.

Provide overall direction for the way in which HR

activities will be developed and managed.

Overall Strategic

Plan

Human Resources Strategic

Plan

HR Activities

f. Employee Requisition Form:

Marie Stopes Society

Wateen Telecom

Fauz

EMPLOYEE REQUISITION

FORM


FORM


FORM

HR MANAGEMENT AND JOBS

1. Job Analysis

4. JD & JS

2. Job Design

3. Work Analysis

Approaches to

Understand the Jobs

1. Job Analysis:

A Systematic way of gathering and analyzing information

about the

Content, Context, and the Human Requirements of jobs.

HR MANAGEMENT AND JOBS Cont . . .

The Phases of Job Analysis:

Methods & Uses

of Job Analysis:


Components of Job Analysis Questionnaire:


2. Job Design:

Organizing tasks, duties, and responsibilities into a

productive unit of

work.

JOBDESIGN

Job Satisfactio

n

Job Performan

ce

Physical and

Mental Health


3. Workflow Analysis:

A study of the way work (inputs, activities, and outputs) moves

through

an organization.

PeopleMaterials

Equipment

INPUTS

Tasks and Jobs

ACTIVITIES

Goods and Services

OUTPUTS

EVALUATION


Identification of the tasks, duties, and

responsibilities of a job

Job Description

The knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.

Job Specification

4. Job Descriptions and Job Specifications:


Job Description Components:

Identification

Job Title Reporting

Relationship Department Location Date of Analysis

General Summary

Describes the job’s distinguishing

responsibilities and components

Essential Functions and

Duties

TaskDutiesResponsibilities

Job Specifications

Knowledge, Skills, and Abilities

Education and Experience

Physical Requirements

Disclaimer Of Implied Contract

Signature of Approvals

-------------------------


Sample of job Description and Specification:




Job Analysis in a“Jobless” World

JOB:

Generally defined as “A set of closely related Activities

carried out for

Pay.”


From Specialized to Enlarged Jobs:

Assigning workers additional same level activities, thus increasing the number of activities they perform.

Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of

responsibility, achievement, growth, and recognition.

JOB ENLARGEMENT

JOB ENRICHMENT

Systematically moving workers from one job to another to enhance

work team performance.

JOBROTATION


Why Managers are De Jobbing their Companies:

DE JOBBING:

Broadening the responsibilities of the company’s jobs.

Encouraging Employee Initiative.

DE JOBBING

Internal factors

leading to De Jobbing

External factors

leading to De Jobbing


INTERNAL FACTORS LEADING

TO DE JOBBING

Flatter Organizations

Work Teams Boundary Less

Organizations Reengineering

EXTERNAL FACTORS LEADING

TO DE JOBBING

Rapid Product and Technological Change

Global Competition Deregulation, Political Instability, Demographic

Changes Rise of a Service

Economy

Why Managers are De Jobbing their Companies:


Competency-Based Job Analysis:

COMPETENCY

• Demonstrable characteristics of a person that enable performance of a job.

COMPETENCY- BASED JOB ANALYSIS

• Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.


Why Use Competency Analysis?

Traditional job descriptions (with their lists of specific duties)

may actually backfire if a high-

performance work system is the goal.

To Support HPWS

Describing the job in terms of the skills, knowledge, and

competencies the worker needs is

more strategic.

Maintain a Strategic

Focus

Measurable skills, knowledge, and

competencies are the heart of any

company’s performance management

process.

Measuring performance


Examples of Competencies:

Reading, Writing, and Mathematical reasoning.

General competenc

ies

Leadership, Strategic Thinking, and Teaching others.

Leadership competenc

ies

Specific Technical Competencies required for specific types of jobs

and/or Occupations.

Technical competenc

ies


The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

Human resource planning

HR PlanningProcess

Environment Scanning

Purpose of HRPlanning

• To Maximize the use of Human Resources & ensure their ongoing development

• To secure the production capacity required to support organizational objectives

• To synchronize human resources activities with the organizational objectives.

• To increase the organizational productivity. Scanning the External

Environment

Internal Assessment of Organizational

Workforce

Organizational Capabilities inventory

Auditing Jobs & Skills

Human Resource

Information System

Uses of an HRIS System

Forecasting HR Demand &

Supply

Forecasting

Forecasting Demand for

HR

Forecasting Supply for HR

External Supply

Internal Supply

• Replacement Charts• Transition Matrix

Managing Human

Resource Surplus or Shortage

Workforce Realignmen

t

HR Strategies & Plan

Overall Strategic

PlanHR

Strategies Plan

HR Activities

HR Management &

Jobs

Workflow AnalysisInputs

Activities

Outputs

Job Design

Job Analysis

JD & JS

• Getting Organized• Choosing Jobs• Reviewing Knowledge• Selecting Job Agents• Collecting Job Information• Creating a JD• Creating a JS

CHAPTER : 2

Management Quality Circle

Job Analysis in a“Jobless” World

From Specialized to Enlarged Jobs

Job Enlargemen

tJob

Enrichment

Job Rotation

Job Satisfaction

Job Performanc

e

Job Rotation

Why Managers are De Jobbing their

Companies

Competency-Based Job Analysis

THOUGHT FOR THE DAY

The Journey to Happiness involves finding the courage to go down into

ourselves and take responsibility for what's there: all of it.

(Richard Rohr)

HUMAN RESOURCE PLANNING

Business

production

employee requisition

support organizational

job analysis

hr planning

jobless world

human resources

organizational