joB ANALYSIS and HUMAN RESOURCE PLANNING

JOB ANALYSIS & HUMAN RESOURCE
PLANNING

1. UNIT 2
JOB ANALYSIS & HUMAN RESOURCE
PLANNING

2. Job Analysis
•What all do we do?
•What are the conditions under which we are
supposed to do our work?
•What are the specific skills, knowledge and
abilities needed for each profile?
•Will the same work be carried out next year
too?
•Is there a better way of doing what is being
done now?

3. Job Analysis
•Provides information about
–Task – telephonic query and grievance resolution
(multiple tasks would be handled in one position)
–Duty – Ensure customer delight
–Position – Customer Service Executive

4. Job Analysis

5. Job Analysis Process - Outcome
•Job Description
–Information about activities
–Information about machines
–Information about working conditions
•Job Specification
–Skills, Knowledge, abilities and other attributes
physical and otherwise a person should possess

8. Sample Job Analysis Questionnaire

10. Uses Of Job Analysis
•Useful in setting up an appropriate selection
system
–If the job description says that the job is to done
by someone with a great eye for detail.
•Useful in selection

11. Uses Of Job Analysis
•Prospective employees get a fair idea of what the job would be like









•Realistic job ads reduce applicants unrealistically high expectations
of the job.

12. Uses of Job Analysis
•When expectations are reasonable people will not be
excessively disappointed and this will reduce
dissatisfaction and turnover.
•Unreasonable expectations of employers too will be
revisited during job analysis.

13. Uses of Job Analysis
•Job related training programmes

14. Uses Of Job Analysis
•Helps clarify ambiguity in employee roles
•Helps establish similarity and enables job
rotation and transfers

15. Uses Of Job Analysis
•Job Analysis helps chart out non traditional
career paths





•Helps in job design and job classification

16. Use Of Job Analysis
•Helps in job evaluation

17. Activity
Prepare Job Specification & Job description for

•Front Office manager
•HR Executive

19. Other Job Related Concepts

21. Telecommuting

•Telecommuting is the ability for an employee to complete work
assignments from outside the traditional workplace by using
telecommunications tools such as email, phone, chat and video
apps. The pervasive growth of the Internet, along with advancements
in unified communications (UC), artificial intelligence and robotics has
made it easier than ever for many work-related tasks to be performed
outside the normal workplace. Knowledge workers are especially
well-suited for working from home or other remote locations. Jobs that
require the physical operation of special equipment, including vehicles,
are not well-suited for telecommuting.
•When an employee telecommutes to work more often than they
physically visit the office, they may also be referred to as a remote
worker. This distinction can be important in some countries because the
word “remote” implies that the employee lives outside a reasonable
commuting distance from their employer and may therefore be subject
to different tax and legal requirements.

22. Benefits


•Telecommuting can have a variety of benefits for both individual
employees and the company they work for. Some of these benefits
include:
•Employees have a more flexible work schedule since they can work
at their own pace without pressure.
•Employees may not have to deal with common workplace
distractions.
•With less transportation costs, workers can save more money.
Additionally, less time spent commuting gives more time to be
productive.
•Higher productivity. With a more flexible schedule, and less
workplace distractions and not having to deal with transportation,
telecommuting workers can be more productive.
•Increases employee autonomy and loyalty.
•Better work life balance for employees.
•Can save an organization money, considering real estate and other
overhead expenses.
•Telecommuting also benefits the planet. Fewer workers needing to
travel means less carbon-dioxide emissions.

26. •What do successful organisations
have in common?

27. Human Resource Management
•Organisations need good resources and should
possess the ability to process those resources
in the most effective manner to get desired
results.
•While all the functional areas are equally
important and interdependent, HR is the
defining force that will differentiate a good
company from a brilliant one!
•HRM – HRP + HRD

28. HUMAN RESOURCE PLANNING
•HRP is the process of forecasting a firm’s future
demand for,& supply of, the right type of people in
the right number.
•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 to achieve its overall strategic objectives.

29. FEATURES OF HRP

•Process tries to ensure the right people at right place and at right
time are available
•Determines future needs of manpower as per organizational
planning and structure .
•Takes into account the manpower availability at a future period
(shortage & surplus)
•Process by which an organization can move from it’s current
manpower position to it’s desired manpower position.
•Balancing demand, supply, distribution and allocation of
Manpower
•Controlling costs of human resources
•Formulating policies on transfers, succession and relocation of
manpower etc.

30. OBJECTIVES OF HRP(MICRO LEVEL)

•Part of strategic Planning: Reduce costs / Increase capacity
/ Quality enhancement / New product launch / new market
entry.
•Foundation & link to other HR functions like recruitment
selection, transfer, promotion ,Training & Development.
•HRP is not done in isolation, it is linked with other
functional areas
–Finance – What is the budget?
–Marketing - Do they wish to exit from certain markets or explore
new ones?
–Production – to meet the Sales team targets are they planning to
increase capacity or reduce the same?

31. OBJECTIVES OF HRP(MACRO LEVEL)

•International strategies: Global expansions, foreign
nationals
•Technological changes
•Economic Pressures
•Legal control / Statutory framework
–Governments decision to launch social schemes like
compulsory education, promote girl child education,
Minimum wages scheme etc
–GST
•Demographic Changes: Age/Sex/Literacy level/social background etc
–Eg – College educated unskilled literate workforce

32. Factors influencing HRP
•Type & Strategy of Organisation.
•Organisational Growth cycle & Planning(startups, growing
org., mature org.)
•Environmental Uncertainities.(political,social,economic)
•Time horizons for process of HRP(annual ,monthly, six
monthly)
Eg. Short term for IT Industries & long term for universities.
•Type & quality of information (accuracy would depend on
production schedules, org. structure, budgets etc)
•Labour market(availability of skilled & professional people)
•Outsourcing.(off loading, most of the non critical activities
are outsourced, HRP is rarely required)

33. Manpower Planning Stages
•Information from external and internal
environment aids planners to forecast or assess
future manpower requirement (SWOT)
•Preparing inventory of current labour /potential
employees and their skills.
•Forecast supply of labour-Promotions, transfers,
quit. etc.
•Match demand and supply – assess gap
•Plan to meet the gap – Manpower planning
strategies

35. Manpower planning strategies to fill
the gap

Shortage
•Recruitment
•Selection
•Training & Development
•Induction & Placement
•Transfer
•Promotion
•Motivation + Compensation
•Redesigning of Jobs

36. Manpower planning strategies to fill
the gap
Surplus
•Freeze Hiring
•VRS (Voluntary retirement scheme)
•Reduce outsourced work
•Layoffs
•Expand Operations
•Across the board paycuts
•Switch to variable Pay plans

37. Benefits / Advantages - HR Planning
•Ensures right number of employees. Knowledge about
possible deficit / surplus and plan in advance for the same
•Ensures the right type of employee (skill set)
•Makes you aware of the changes in the external environment
and prepares you for changes
•Helps estimate the cost in advance

38. •Ensures training and development of
employees
•Succession Planning, Career advancement etc
•HRP helps in executing all the other important
HR functions like recruiting, selection, training,
transfers, promotions etc

39. Limitations / Problems – HR
Planning
•Easier said than done
•Predictions may be of no use if organisation is functioning in an extremely
dynamic environment
•Forecasting based on past trends may be futile as people need not behave in
the same manner every year. In short making projections on internal
movements based on past behaviour might not fetch accurate results.
•Time consuming process
•Cost of HRP has to be assessed to check if it outweighs the benefits
•Depends on the efficacy of the data captured within the organisation
(Information System in place)