Case Study Discussions

• In what ways do you think, people resourcing activities need to be organised in order to achieve Hillary Douglas vision of falling costs and rising value- a winning combination

• Highlight the key points in which the two authors agree and those where there is disagreement or difference in emphasis.To what extent can they be explained?

Human Resource Planning What is it?Relevance?

What will it cover?

Definitions of HR Planning

“…strategy for the acquisition, utilisation, improvement and preservation of an organisation’s human resources”

( Bratton and Gold, 2003)“…the process for identifying an organisation’s current

and future human resource requirements, developing and implementing plans to meet these requirements and monitoring their overall effectiveness”

(Beardwell and Claydon, 2007,)

“…the process of interpreting the environment, predicting its effects on the organisation, evaluating these effects, planning and controlling the appropriate measures in order that the right human resources are available when required”

(Boella, 2000)

Developmental Overview

Manpower Planning Vs HR Planning

Relevance of HR Planning

• Business Context • Recruitment Gaps• Training and Development• Staff Costs• Redundancy• Collective Bargaining

Forecasting Future Demand

• Requires looking at:– Skills required

• To achieve Business Targets (Goals, Design, Culture) • Assess skills available Vs required

– Predict how many people and of what capability required

• Skills will depend on:– Performance Review – Training & Development

Forecasting Future Demand Techniques Used to Forecast Demand:1 Systematic Techniques ( Rather Rare!)

– Time series or ratio trend analysis– Work-study approach– Productivity trend analysis

2 Managerial Judgement ( Mostly)3 Combined Approach (1+2)

Forecasting Internal Supply

• Involves identifying/acknowledging the

existing staff employed by an organisation– Business Function wise

– By Nature of Level and Contribution

• Involves:– Skills / Competency Audits

– Planning for Attrition

– Internal promotion possibilities

Forecasting External Supply

• Filling the GAP using the external labour market:– Local – National – International

• HR Planners must gain an understanding of the dynamics of the Labour Market to update plans as trends change and develop.

Forecasting External Supply / Dynamics of the Labour Market

• The following data can be most useful

– General population density– Urban- Rural Mix– Age distribution– Education / Vocational Capabilities– Social Stratification and Vocations– Unemployment rates– Proportion with higher education– Vocation Trends and Gaps– Skill levels – Skill shortages

Formulating Responses to the Forecasts/Action Planning

• Forecasting should identify any potential mismatch between future demand and supply

• If demand exceeds supply – develop plans to match the shortfall

• If supply is likely to exceed demand – develop plans to reduce the surplus

(Taylor, 2002; Beardwell and Claydon, 2007)

The Case for HR Planning• Why HRP?

1. Turbulence requires more attention to planning– There is a greater need for organisations to

develop their capacity to plan accurately

2. Plans insure businesses from inadequacy of Capability

The Case Against HR Planning

• Forecasts are not accurate as Demand and Supply factors affecting manpower are beyond prediction

• Forecasting relies on past experience to predict future developments

• Forecasts are based on questionable assumptions

• The future is uncertain for organisations!(Taylor, 2002)

Job Analysis

Basis for Recruitment and On-Boarding

Job Analysis – What is it ?

A written summary of the task needs for a particular job is called a job description and a summary of people requirements is called a job specification. Together they comprise a job analysis.

Job description – A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities – one product of a job analysis.

Job ( Person) specification – A list of a job’s “human requirements”: the requisite education, skills, personality, and so on – another product of a job analysis.

Job Analysis

Recruiting andSelection Decisions

Performance Appraisal

Job Evaluation—Wage and Salary

Decisions(Compensation)

TrainingRequirements

Job Descriptionand

Job Specification

Uses of Job Analysis Information

J A information hierarchy• Purpose – Why does the Job exist• Accountabilities- distinct work activity carried out for a

specific purpose.• Role / Position- one or more duties/ tasks performed by a

person in an organization. There are only few unique positions

• Occupation- a group of similar jobs in a Vocation• Career- sequence of positions, jobs and occupations that a

person has.in her/his life.

Steps in Job Analysis

1. Identify how the information will be used because that will determine what data will be collected and how it should be collected. Interviewing and position analysis questionnaire are some examples of data collection techniques.

2. Review relevant background information, such as organization charts, process charts, and job descriptions.

3. Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all.

4. Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.

5. Review and verify the job analysis information with job incumbents to confirm that it is factually correct and complete.

6. Develop a job description and job specification from the job analysis information.

What Information do I Collect?

• Work activities• Human behaviors• Machines, tools, equipment and work aids• Performance standards• Job context• Dimensions of Role

ExerciseIndividual Assignment (Credit)

• Prepare the Job Description and the Person Spec for the following positions:

• Librarian• Placement Chairman• Administrator

• If need be – do interview persons doing this role in LIBA and elsewhere

• Submit in hard copy format by February 18,2014 stating your name and Roll Number

• While working on this – please use Library resources generously to research for good formats on both JD and PS

Work activities

• Cleaning

• Selling

• Teaching

• Painting

• How, why and when the activities are performed

Human behaviors

• Sensing• Communicating• Deciding• Writing• Job demands

– Lifting– Walking– Jumping jacks?

Job Related Behaviors

• Industriousness

• Thoroughness

• Schedule flexibility

• Attendance

• Off-task behavior

• Unruliness

Machines, Tools, Equipment, Work Aids

• Products made

• Materials processed

• Knowledge

• Services

Performance standards

Job Context

• Working conditions

• Schedule

• Organizational context

• Social context

Human Requirements

• Job-related knowledge and skills– Education

– Training

– Work experience

• Personal attributes– Aptitudes

– Physical characteristics

– Personality

– Interests

Strategic choices in job analysis

• The extend of employee involvement

• The level of details require

• Timing and frequency

• Past oriented or future oriented.

Steps in Job Analysis

1. Review relevant background information

2. Select representative positions

3. Conduct the analysis

4. Verify with the worker and supervisor (SME)

5. Develop a job description and job specification

Collecting Job Analysis Information

• The interview

• Questionnaire

• Observation

• Participant diary/logs

• Quantitative techniques

• Critical incident technique

Employees may be Concerned Because of

• Resistance to change

• Possible changes to job duties

• Changes to pay

• Lack of trust of consequences

• The same job title may have different responsibilities and pay rates in different departments

Widely Used: The Interview

• Individual interviews with each employee

• Group interviews with groups of employees who have the same job

• Supervisor interviews with one or more supervisors who know the job.

Sample Interview Questions

What is the job being performed? What are the major duties of your position? What

exactly do you do? What physical locations do you work in? What are the education, experience, skill, and

[where applicable] certification and licensing

requirements? In what activities do you participate? What are the job’s responsibilities and duties?

Sample questions……. What are the basic accountabilities or performance

standards that typify your work? What are your responsibilities? What are the

environmental and working conditions involved? What are the job’s physical demands? The

emotional and mental demands? What are the health and safety conditions? Are you exposed to any hazards or unusual

working conditions?

Observation

• Observation may be combined with interviewing

• Take complete notes

observe – explain what is happening and why Ask questions

Diaries and Logs

Time-consuming

Self-reporting

Remembering what was done earlier

Can use dictating machines and pagers

Quantitative Job Analysis Techniques

• Position Analysis Questionnaire

• Functional job analysis

Standard questionnaires used

• The position analysis questionnaire (PAQ)developed by Purdue University.

• Management position description questionnaire.• Functional Job Analysis (FJA)• Multipurpose Occupational Systems Analysis

Inventory-Closed Ended (MOSAIC). • Occupational Analysis Inventory (OAI)

Position Analysis Questionnaire The Position Analysis Questionnaire (PAQ) developed by McCormick,

Jeanneret, and Mecham (1972) is a structured job analysis instrument to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that represent in a comprehensive manner the domain of human behavior involved in work activities.

The items that fall into five categories: • Information input (where and how the worker gets information), • Mental processes (reasoning and other processes that workers use), • Work output (physical activities and tools used on the job), • Relationships with other persons, and • Job context (the physical and social contexts of work).

Over the course of many studies, PAQ researchers have aggregated PAQ data

for hundreds of jobs; that database is maintained by Purdue University. A wealth of research exists on the PAQ; it has yielded reasonably good reliability estimates and has been linked to several assessment tools.

Functional Job Analysis Scales

Was used by U.S. Employment Service job analysts to classify jobs for the DOT (Fine & Wiley, 1971).

The most recent version of FJA uses seven scales to describe what workers do in jobs: (1) Things, (2) Data, (3) People, (4) Worker Instructions, (5) Reasoning, (6) Math, and (7) Language. Each scale has several levels that are anchored with specific behavioral statements and illustrative tasks. FJA is a methodology for collecting job information.

Job Description

• A job description is a written statement of what the job holder does, how it is done and why it is done.

• It throws light on the job content, environment and conditions of employment.

• It is descriptive in nature and defines the purpose and scope of a job.

Writing Job Descriptions

1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical

Environment

Job Specification

• Summarizes the human characteristics needed for satisfactory job completion.

• It is the statement of minimum acceptable human qualities necessary to perform a job properly.

• Job specification is developed based on the job description

Elements of Job specification• Personal characteristics such as age ,sex,

education job experience& co curricular activities.• Physical characteristics such as height ,

weight,chest, vision,voice, hand and foot co ordination etc.

• Mental characteristics- intelligence,memory,judgment , foresight,initiative and drive,.

• Social and psychological characteristics- emotional stability, flexibility, communication skills creativity.

Format of job specification

• Essential attributes- which a person must possess

• Desirable attributes- which a person may possess

• Contra indications –factors that can become a handicap for performance.

Job Analysis in a “Jobless” World

• From specialized to enlarged jobs

• Why managers are “de-jobbing” their companies

Specialized to Enlarged Jobs

• Job Enlargement = same-level activities

• Job Rotation = moving from one job to another

• Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition

How Organizations are Responding

1. Flatter organizations with three or four levels of management are becoming more prevalent than the traditional pyramid-shaped organizations with seven or more layers of management.

2. Work teams, where tasks are organized around teams and processes rather than around specialized functions, are being used increasingly more by managers.

3. Reengineering refers to fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance measures.

4. The future of job descriptions is likely to be less rigid and limiting because firms are moving toward new organizational configurations built around jobs that are broad and that may change every day.