ch05.ppt HR/ Effective Job Analysis in HRM

Job analysis is the systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. It impacts virtually every aspect of HRM, including planning, recruitment, and selection. Human resource planning is the systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period. The data provided set the stage for recruitment or other HR actions. Recruitment is the process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications to apply for jobs with an organization. Selection is the process of choosing the individual best suited for a particular position and the organization from a group of applicants. Successful accomplishment of the staffing function is vital if the organization is to effectively accomplish its mission. These topics are collectively often referred to as staffing.
The person or units who perform the HRM tasks have changed dramatically in recent years, and today there is no typical HR department. Many of these changes are being made so that HR professionals can accomplish a more strategic role. Also, the recent recession forced some HR departments to accomplish more with less, and some companies have downsized the HR department to keep production-oriented people. This restructuring often resulted in a shift in who carries out each function, not the elimination of the previously identified HR functions. Some organizations continue to perform the majority of HR functions within the firm. However, as internal operations are reexamined, questions are raised, such as: Can some HR tasks be performed more efficiently by line managers or outside vendors? Can some HR tasks be central- ized or eliminated altogether? Can technology improve the productivity of HR professionals? One apparent fact is that all functions within today’s organizations are being scrutinized for cost cutting, including HR. All units must operate under a lean budget in this competitive global environment, and HR is no exception.
Evidence provided by The Hackett Group shows that the HR functions have been impacted more than other support functions with regard to reductions in staff and operating budgets.4 In fact, the most efficient companies typically spend nearly 30 percent less per employee on HR and operate with 25 percent fewer HR employees.5 Mobile HR has been a major factor in this trend as we discuss later in the chapter. Many HR departments continue to get smaller because others outside the HR department now perform certain functions. HR outsourcing, shared service cen- ters, professional employer organizations, and line managers now assist in the accomplishment of many traditional HR activities. Let us first look at the role of the traditional HR professional.
Historically, the HR manager was responsible for each of the six HR functions. A human resource management professional is an i

1. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 1
Chapter 5
Effective Job Analysis

2. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 2
Human resource planningis 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
Introduction

3. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 3
HR planning must be
linked to the organization’s overall strategy
to compete domestically and globally
translated into the number and types of
workers needed
Senior HRM staff need to lead top
management in planning for HRM issues.
Introduction

4. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 4
A mission statementdefines what business the
organization is in, including
why it exists
who its customers are
strategic goals set by senior management to establish
targets for the organization to achieve
An Organizational Framework
Goals are generally defined for the next 5-20 years.

5. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 5
During a corporate assessment,
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 through a job analysis.
Linking Organizational Strategy to HR Planning

6. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 6
mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HRLINKAGE
determining organization’s
business
setting goals and
objectives
determining how to attain
goals and objectives
determining what jobs need to be
done and by whom
matching skills, knowledge,
and abilities to required jobs
Linking Organizational Strategy to HR Planning

7. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 7
HRmust ensure staff levels meet strategic
planning goals.
An HRinventory report summarizes
information on current workers and their skills
HRinformation systems (HRIS)
process employee information
quickly generate analyses and reports
provide compensation/benefits support
Linking Organizational Strategy to HR Planning

8. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 8
Succession planning includes the
development of replacement charts that
portray middle-to upper-level management
positions that may become vacant in the
near future
list information about individuals who might
qualify to fill the positions
Linking Organizational Strategy to HR Planning

9. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 9
HRmust forecast staff requirements.
HRcreates an inventory of future staffing
needs for job level and type, broken down by
year
forecasts must detail the specific knowledge,
skills, and abilities needed, not just “we need
25 new employees”
Linking Organizational Strategy to HR Planning

10. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 10
Linking Organizational Strategy to Human Resource Planning
HRpredicts 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

11. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 11
Decreases in internal supply come about through:
Linking Organizational Strategy to HR Planning
retirements easiest to forecast
dismissals possible to forecast
transfers possible to forecast
layoffs possible to forecast
sabbaticals possible to forecast
voluntary quits difficult to forecast
prolonged illnessesdifficult to forecast
deaths hardest to forecast

12. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 12
Candidates come from
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
Linking Organizational Strategy to HR Planning
The potential labor supply can be expanded by formal or
on-the-job training.

13. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 13
To match labor demand and supply, HR
compares forecasts for demand and supply of
workers
monitors current and future shortages, and
overstaffing. Sometimes, strategic goals must
change as a result
uses downsizing to reduce supply and
balance demand
Linking Organizational Strategy to HR Planning

14. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 14
Employment Planning and
the Strategic Planning Process
Linking Organizational Strategy to HR Planning
demand for labor
compare demand
for and supply of
human resources
recruitment
decruitment
define
organization
mission
establish
corporate goals
and objectives
demand exceeds
supply
supply exceeds
demand
assess current
human resources
--------------
HRMS:
job analysis
Outcomes
supply of
human resources

15. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 15
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
See http://www.staffing-and-recruiting-essentials.com/Sample-Job-
Analysis.htmlfor a sample job analysis.

16. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 16
Job analysis methods
1.observation–job analyst watches employees directly or reviews
film of workers on the job
2.individual interview–a team of job incumbents is selected and
extensively interviewed
3.group interview–a number of job incumbents are interviewed
simultaneously
4.structured questionnaire–workers complete a specifically
designed questionnaire
5.technical conference–uses supervisors with an extensive
knowledge of the job
6.diary–job incumbents record their daily activities
The best results are usually achieved with some combination of methods.
Job Analysis

17. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 17
Job Analysis
understand the purpose
of the job analysis
understand the roles of
jobs in the organization
seek clarification
develop draft
review draft
with supervisor
benchmark positions
determine how to collect
job analysis information

18. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 18
The Occupational Information Network
(O*NET) content model includes:
Job Analysis
See http://online.onetcenter.org/
1.worker characteristics
2.worker requirements
3.experience requirements
4.occupation-specific information
5.workforce characteristics
6.occupational requirements

19. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 19
Position analysis questionnaire (PAQ)
jobs are rated on 194 elements, grouped
in six major divisions and 28 sections
the elements represent requirements
applicable to all types of jobs
its quantitative structure allows many job
comparisons, however, it appears to
apply to only higher-level jobs
Job Analysis

20. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 20
Job descriptions list:
job title
job identification
job duties/essential functions in order of importance
job specifications -minimal qualifications for job
They are critical to:
describing job to candidates
guiding new-hires
developing performance evaluation criteria
evaluating job’s compensation worth
Job Analysis

21. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 21
labor
relations
safety &
health
HR
planning
Job Analysis
Almost all HRM
activities are
tied to job
analysis; it is the
starting point for
sound HRM.
job analysis
job description
job specifications
performance
management
compensation
employee
training
employee
development
career
development
recruiting
selection

22. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 22
Video: Jim Harris, Three Keys
to Maximize Productivity
Job Analysis
Job design is how a position and its tasks are organized.
great job design enriches and motivates through
skill variety task identity task significance
autonomy feedback from job itself
flexible work schedules keep employees motivated
and loyal
flex time job sharing telecommuting
part of HRplanning and job analysis is finding team
members with
technical and interpersonal skills

23. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 5, slide 23
True or False?
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!